MBA (GEN)_2021-22_25-10-24

GANDHI INSTITUTE OF TECHNOLOGY AND MANAGEMENT
(GITAM)
(Deemed to be University, Estd. u/s 3 of UGC Act 1956)
VISAKHAPATNAM * HYDERABAD * BENGALURU
Accredited by NAAC with A+ Grade
REGULATIONS & SYLLABUS

Of
Master of Business Administration
A Two Year Full Time –Semester Programme
Program Code: PMGMT01
(w.e.f. 2021-22 Admitted Batch)
www.gim.gitam.edu
2021
Master of Business Administration
REGULATIONS
(w.e.f. 2021-22 admitted batch)
1.0 ADMISSION
Admission into MBA Program of GITAM (Deemed to be University) is governed by GITAM (Deemed to
be University) admission regulations.
2.0 ELIGIBILITY CRITERIA

Bachelor Degree or equivalent examination with 50% aggregate marks approved by GITAM University
along with High score in CAT/XAT/MAT/GMAT/CMAT or High score in GIM Online Test (GOT).
3.0 CHOICE BASED CREDIT SYSTEM

Choice Based Credit System (CBCS) is introduced with effect from the admitted Batch of 2015-16
based on UGC guidelines in order to promote:
• Student Centered Learning
• Cafeteria approach
• Students to learn courses of their choice
• Students to learn at their own pace
• Inter-disciplinary learning
Learning goals/ objectives and outcomes are specified to indicate as to what a student shall be able
to do at the end of the program.
4.1 STRUCTURE OF THE PROGRAM

The Program consists
4.1.1 Foundation Courses (compulsory) are designed and offered to give general exposure to a
student in the relevant subject area and to improve communication skill set.
4.1.2 Core Courses (compulsory).
4.1.3 Discipline centric electives which
1. are supportive to the discipline
2. give expanded scope of the subject Intra Departmental Electives
3. give inter disciplinary exposure
4. Nurture the student skills Inter Departmental Electives
4.1.4 Open electives - which are of general nature and unrelated to the discipline to expose the student
in areas such as general knowledge, personality development, economy, civil society, governance,
etc.
Student has to choose ONE open elective courses, carrying ONE credit, from the options available during
two years study period come under PCDs i.e. at any Semester during first year or second year course of
study.
Credits will be shown in IV Semester only. The courses will be chosen from Moocs, Course era, GITAM
(Deemed to be University) offered open electives, BSE., & NSE certification courses. Out of which two
courses are to be selected by the student. In case of students who got placement can choose any course
from Moocs, Course Era, BSE & NSE, UGC Swayam certificate courses.
If the open elective course chosen other than GITAM (Deemed to be University) offered open
electives, the student has to submit course cleared document/proof to the Institute along with
exam material. Upon on that a viva voce examination/presentation will be conducted for awarding
marks.
4.4. CREDITS: Each course is assigned a certain number of credits depending upon the number of
contact hours (lectures & tutorials) per week.
In general, credits are assigned to the courses based on the following contact hours per week per
trimester.
• One credit for each Lecture / Tutorial hour per week.
• One credit for two hours of practicals per week.
• Two credit for three (or more) hours of practicals per week.
Range of credits
Name of the course Range of credits

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

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

The medium of instruction (including examinations and project reports) shall be English.
6.0 REGISTRATION
Every student has to register himself/herself for each semester individually at the time specified by the Institute
/ University.
7.0 ATTENDANCE REQUIREMENTS
The student's minimum attendance requirement in any course is 65%, and the overall
attendance of all the courses put together in any semester should be 75% or greater. The student
will not be permitted to write the end semester examination for courses with less than 65%
attendance. If the student fails to meet the minimum attendance requirement of 75% in the current
semester, the student will be permitted to write only those subjects in which the student maintains
75% or above. The remaining subjects will get an 'R' grade.
7.1 Leave Policy
If the student's attendance is 75% and above, they will be allowed to write the end-semester
examinations subject to satisfying the individual course attendance. However, the shortage of
attendance may be exempted from 65% to 74% in the following cases
(1) The student participating in co-curricular and extracurricular activities and representing the
University, state or country.
(2) Medical emergency: Whatever the circumstances, if the student's attendance drops to less
than 65%, they will not be permitted to attend the end-semester examinations.
7.2 Representing the University/Country:
The Vice-Chancellor, on the recommendation of the Principal / Director of the Institute/School and
remarks from the Director, Student life, GITAM may condone the shortage of attendance of the
students on the grounds of participation in co-curricular and extracurricular activities representing
the University or country.
8.0 EVALUATION
The assessment of the student's performance in each course shall be based on continuous evaluation (CA) (50
Marks) and Semester-end examination (SEE) (50 Marks).
A student has to secure an aggregate of 40% in a course in the two components put together to be declared to
have passed the course, subject to the condition that the candidate must have secured a minimum of 20 marks
(i.e. 40%) in the theory component at the semester-end examination.
The marks for each component of assessment are as shown in the following table:
DETAILS OF ASSESSMENT PROCEDURE
Component Marks Type of
S.
of allotte assessmen Scheme of evaluation
No.
assessment d t
1. Mid Semester examinations:
Two mid examinations will be conducted for 20 marks each.

Better of two will be considered for final 20 marks.
If the student is absent for one Mid exam, the marks secured in
the other mid exam will be considered as final marks.
NO more re-examinations will be conducted under any
circumstances except exceptional cases as approved by the
HOI.
Continuo
us
50 2.Coursera course/on line Course – 10 marks
Evaluatio
n
Theory/Prac Student need to complete respective subject wise Coursera
1 course/ online course listed by GIM/GITAM through online and
tical
required to submit the course completion certificate. Up on
which student need to give presentation/viva for awarding
marks up to 10.
2. Class room Presentations/Seminars / Case

analysis/workshop/training/Assignments/survey/
project work : 20 marks
Semester Fifty (50) marks for Semester End Examinations

-end Note: In respect of courses having practicals, theory examination
50
Examinat shall be for thirty (30) marks and practical exam for twenty (20)
ion (SEE) marks.
Total 100
i) Record: 10 marks
ii) Three surprise subject related quizzes will be conducted out of
Continuo which best two quizzes will be considered: Ten (10) marks.
Practical
us iii) Assignments / Lab Tasks / Written Test: 20 marks
2 Course 100
Evaluatio Lab Exam: Sixty (60) marks for two tests of 30 marks each (one at the
ITM
n mid-term and the other towards the end of the Semester) conducted
by the concerned lab Teacher.
i.
Continuo
Project work
us i. Project report carries 50 marks
3 (6 weeks) at 100
Evaluatio ii. Project viva voce carries 50 marks
III Semester
n
Social
Continuo
Project
us i. Project report carries 30 marks
4. 50
Evaluatio ii. Project viva voce carries 20 marks
II Semester
n
PCD
- Class Attendance - 100% Attendance is a reflection of one's commitment, discipline, time management that
facilitates continuous learning.
- Presentations/GDs - This is designed to shed inhibitions of public-speaking, within a controlled class-room
environment.
- Case Analysis- This is designed to improve analytical skills and proposal/ reflective writing skills.
- Field Projects/surveys - Application of theoretical knowledge to practical real- world problems, not only
provides an end-solution, but reinforces confidence and zeal to take up bigger challenges. Field or industry
projects help groom students to working environment.
- Viva-voce - This is designed to test comprehensive knowledge gained and articulation style.
- Research Papers - Research is the lifeblood of an educational institution, whose results contribute to the
growth of the economy. Students are provided an opportunity to work with faculty in their desired discipline
and generate research project/papers that can be published.
- Workshops/Training - 2 to 6 days workshops can be conducted as per the requirement of the Course
- Computer application - Usage of application or Developing a program, model, portal, application may be used
for evaluation.
8.1 Semester End Examination:

Examinations are not the end, but a launching platform into brighter future. The knowledge gained during the
Semester are tested through the Semester end-examinations. The duration of each Semester end-examination
shall be for 3 hours as per existing rules.
Students are updated on the examination rules during admission and at regular intervals on university
websites. Violation of norms regarding behaviour in the examination hall will attract severe penalty. Action, as
per the University guidelines would be taken against students found copying in the examination halls.
Student shall not be absent for any of the end-term examinations conducted by the Institute. In case the
student is absent, in exceptional cases on application, the Institute will decide the merits of the application on
a case to case basis.
8.2 Duration and Pattern of Semester end Examination (Offline)

Duration of the Examination is 3 hours.
A. The following shall be the structure of question paper for courses with Case Studies
S.No. Pattern Marks

1. Section A: Five one-page answer questions (Five out of Eight questions 5 X 2 marks = 10 marks
to be answered).
2. Section B : Five Essay type questions (either or choice Questions from 5 X 6 marks = 30
each UNIT) marks
3. Section C : One Case let (not more than 200 words) 1X10 =10 marks
Total 50 marks
A. The following shall be the structure of question paper for courses without Case Studies
S.No. Pattern Marks

1. Section A: Five one-page answer questions (Five out of Eight questions 5 X 2 marks = 10 marks
to be answered).
2. Section B : Five Essay type questions (either or choice Questions from 5 X 8 marks = 40
each UNIT) marks
Total 50 marks
B. The following shall be the structure of question paper for courses with numerical problems.
S.No. Pattern Marks

1. Section A : Five questions ( both theory / problems) 5X 4 marks
(Five out of Eight questions to be answered). = 20 marks
2. Section B : Problems/Theory questions 5 X 6 marks
(Five out of Eight questions to be answered) = 30 marks
Total 50 marks
Note : If the end exams are online, the duration and pattern of examination will be decided by the University
and will be communicated to the students.
End Term Examination - General Marking Criteria

Well Below (0-20%) Little or no relevant material presented. Unclear or unsubstantiated
Expectation arguments with very poor accuracy and understanding. Little evidence
s of achievement of the relevant stated learning outcomes of the course
unit.
Below (20-40%) Reveals a weak understanding of fundamental concepts with no
Expectation critical analysis. Produces answers which may contain factual and/or
s conceptual inadequacies. Provides poorly written answers that fail to
address the question, or answers that are too brief to answer the
question properly. Provides solutions to calculative questions that
demonstrate inadequate analytical skills.
Meets (40-60%) Demonstrates good understanding of the material. Shows a basic
Expectation knowledge of relevant literature but draws mainly on lecture material.
s Addresses the questions and demonstrates reasonable writing skills
with some ability to structure the material logically. Provides solutions
to calculative questions that demonstrate good analytical skills.
Exceeds (60-80%) Demonstrates an ability to integrate the concepts introduced and
Expectation applies them to problems with some evidence of critical analysis.
s Shows evidence of reading beyond lecture notes that is appropriately
analyzed and evaluated. Provides clear and competent answers to the
questions, well written. Clearly presents solutions to calculative
questions and demonstrates very good analytical skills.
Well Above (80-100%) Demonstrates the ability to evaluate concepts and assumptions
Expectation critically and to thoughtfully apply concepts to problems.
s Demonstrates independent thinking and insight into theoretical
issues. Shows evidence of extensive reading beyond the lecture notes
and the ability to synthesize and integrate the relevant literature.
Writes well and structures the response so as to provide a succinct,
coherent and logical answer. Clearly presents solutions to calculative
questions and demonstrates excellent analytical skills.
The assessments are designed with an objective to achieve the following outcomes:
Transferable and Employability skills

1 Know how to use online learning resources: G-Learn, online journals, etc.
2 Communicate effectively using a range of media
3 Apply teamwork and leadership skills
4 Find, evaluate, synthesize & use information
5 Analyze real world situation critically
6 Reflect on their own professional development
7 Demonstrate professionalism & ethical awareness
8 Apply multidisciplinary approach to the context
9.0 VIVA-VOCE:
Year-end viva-voce will be arranged at the end of first year. The contents, marks and the composition
of Board of each Viva-Voce shall be as follows. The Viva voce will be conducted on the course studied
during the year carrying 100 marks.
Year end and Comprehensive Viva- voce examination Board will consist of:
Class Coordinator /PGP Chair - Convener
One senior Faculty from the Institute - Member
Director/ or Nominee - Member
For summer Internship Project Viva /Internship Seminar/ Presentation/ :
The evaluation board will consist of:
Director/or Nominee - Member
Institute Project Guide - Member
One External Professor/one Senior Executive from Industry - Member
Class Coordinator /Programme Chair - Convener
Social Project Viva Board will consist of:
Class Coordinator /PGP Chair - Convener

One senior Faculty from the Institute - Member
Institute Project Guide - Member
10.0 EVALUATION GRIEVANCE REDRESSAL PROCEDURE

(Subject to change from time to time)
As per GITAM University Rules with effect from 2019 admitted batch, there is a double evaluation for
End examination of all PG Courses.
A student who has secured "F" grade in project work report/viva voce shall have to improve his/her
report and reappear for viva voce of project work at the time of special examination to be conducted
in the summer vacation.a
11. Retotaling & Revaluation
1
1.1. Retotaling of the theory answer script of the semester-end examination is permitted on request
by the student by paying the prescribed fee within one week after the announcement of the
results.
1.2. Revaluation of the theory answer scripts of the semester-end examination is permitted on
request by the student in case of Single Valuation by paying the prescribed fee within one week
after the announcement of the result.
1.3. Provision for Answer Book Verification & Challenge Evaluation:
Suppose a student is not satisfied with his/her grade after revaluation. In that case, the student can
apply for, answer book verification on payment of a prescribed fee for each course within one week
after the announcement of revaluation results.
After verification, if a student is not satisfied with revaluation marks/grade awarded, he/she can apply
for challenge valuation within one week after the announcement of answer book verification result/
two weeks after the announcement of revaluation results, which will be valued by the two examiners
i.e., one Internal and one External examiner in the presence of the student on payment of prescribed
fee. The challenge valuation fee will be returned, if the student is succeeded in the appeal with a change
for a better grade.
11. SUPPLEMENTARY EXAMINATION
The odd semester supplementary examinations will be conducted on daily basis after conducting regular
even semester examinations in April/May.
The even semester supplementary examinations will be conducted on daily basis after conducting
regular odd semester examinations during Oct/Nov.
A student who has completed his/her period of study and still has "F" grade in final semester courses is
eligible to appear for Special Examination normally held during summer vacation.
12. Promotion to the Next Year of Study subject to review

a. A student shall be promoted to the next academic year only if he/she completes the academic
requirements of 60% of the credits till the previous academic year.
b. Whenever there is a change in syllabus or curriculum he/she has to continue the course with
new regulations after detention as per the equivalency established by the BoS to continue
his/her further studies.
13.0 BETTERMENT OF GRADES

Students who secured second class or pass who wish to improve their grades will be permitted to
improve their grades at the end the program.
1. Students who have passed all the courses of a program within the stipulated period of study and who
have obtained a Pass or Second Class only are eligible for Betterment of Grades.
2. Candidates who have already secured First Class or First Class with Distinction are not eligible for
betterment of Grades.
3. Candidates who have completed the programme of study beyond the stipulated period of study i.e.
through Special examinations or subsequently, are not eligible for betterment of Grades.
4. Betterment of Grades is permitted only through appearance of the theory examinations.
5. Betterment of Grades is permitted only once, at the end of the program of study, simultaneously
along with Special examinations.
6. Candidates can appear for betterment at one course/subject per trimester, for the number of
semesters they have studied. A fourth semester MBA student can appear for betterment in any FOUR
courses/subjects. The rules & regulations framed by the University from time to time shall be
applicable.
7. The better Grade secured either in the first or betterment appearance shall be considered as the final
Grade.
8. New Grade Card/PC shall be issued to candidates who have improved their Grades/Class after
submitting the old Grade Card/PC.
9. The date, month and year of the declaration of betterment result shall be printed on the Grade
Card/PC
10. Betterment marks shall not be taken into consideration for award of ranks, prizes, and medals.
11. Candidates have to pay a betterment fee as prescribed by the University.
14.0 GRADING SYSTEM
Based on the student performance during a given semester, a final letter gradewill be awarded at the end
of the Semester in each course. The letter grades and the corresponding grade points are as given in Table
3.
Table 3: Grades & Grade Points
S.No. Grad Grade Points Absolute Marks/Remarks

e
1. O (Outstanding) 10 90 and above
2. A+ (Excellent) 9 80-89
3. A (Very Good) 8 70-79
4. B+ (Good) 7 60-69
5. B (Above Average) 6 50-59
6. C (Average) 5 45-49
7. P (Pass) 4 40-44
Less than 40 for Theory and Less than 50

8. F (Fail) 0 for Practical/Project
9. Ab (Absent) NA --
A student who earns a minimum of 4 grade points (P grade) in a course is declared to have
successfully completed the course, and is deemed to have earned the credits assigned to that
course, subject to securing a GPA of 5 for a pass in the semester.
This is applicable to both theory and practical papers. In the case of Project Report and Vice -
Voce also, the minimum pass percentage shall be 40% only.
15.0 GRADE POINT AVERAGE

A Grade Point Average (GPA) for the semester/Semester will be calculatedaccording to the
formula:
Cumulative Grade Point Average (CGPA): It is calculated as:

Where 'm' is the number of courses graded to date
C = number of credits for the course,
G = grade points obtained by the student in the course.
GPA is awarded to those candidates who pass in all the subjects of the semester. To arrive at
Cumulative Grade Point Average (CGPA), a similar formula is used considering the student’s
performance in all the courses taken,in all the semesters/trimesters up to the particular point of
time.
CGPA required for classification of class after the successful completion ofthe program is
shown in Table 4.Table 4: CGPA required for award of Class
Distinction 8.0*
First Class 6.5
Second Class 5.5
Pass 5.0
* In addition to the required CGPA of 8.0, the student must have necessarily passed all the
courses of every Semester in first attempt.
16.0 THE TWINING MBA PROGRAMME IN UNIVERSITY OF NEBRASKA (UNO), OMAHA, USA.
After fulfilling academic requirements of first year MBA at GIM, students of IMBA and MBA are eligible to
study in UNO, the students would receive MBA from UNO. In this case the student has exit option at end
of first year MBA and is only eligible to get marks statement for first year and not degree from GITAM
University.
Twining MBA or MSIS programme in Central Michigan University (CMU), USA
After fulfilling the academic requirements of MBA first year at GIM, students of MBA with 4 year UG degree
are eligible to study second year in CMU. After successful completion at CMU the student shall get MBA
or MSIS from CMU. In this case the student has exit option at the end of first year MBA and is only eligible
to get marks statement for first year and not degree from GITAM University.
Study abroad programme with University of Nebraska (UNO), Omaha, USA The students of BBA, IMBA or
MBA can study their last trimester/ semester in UNO as part of student exchange programme. At the end
of the programme, up on producing pass certificate equal number of UNO credits which otherwise earned
in GIM, the student is eligible the award of degree from GITAM University.
17.ELIGIBILITY FOR AWARD OF MBA DEGREE
Programme of six-semester within two years. If due to some unavoidable circumstances that was not
possible, a student may extend and complete the programme in not more than four years including
study period. However such dispensation can only be approved by the Vice Chancellor, based on
individual's application requesting dispensation and justifying the need.
A student shall be eligible for award of the MBA degree if they fulfill the following conditions.
i) Registered and successfully completed all the courses and projects.
ii) Successfully acquired the minimum required credits as specified in the curriculum within the
stipulated time.
iii) Has no dues to the Institute, Hostels, Libraries, NCC/NSS, etc. and, No disciplinary action is
pending against them
18.0 PEDAGOGY
The class room pedagogy is customised by individual faculty to enhance the learning experience,
which is dependent on the course and the degree of absorption by students. It has been proven that
the degree of absorption is directly proportional to self-learning or preparedness before the
classroom sessions and the interactions during the classes. Knowledge thus gained builds a strong
long-lasting foundation. Typically class room pedagogy ranges from instructions, simulations, case
discussions, role plays, etc. Simulations and case discussions are adopted extensively across the
curriculum, to supplement class room instructions/lectures.
PROGRAM EDUCATIONAL OBJECTIVES (PEOs)
The program aims at developing graduates who:
PEO 1 Are competent, creative, and highly valued professionals in industry, academia, or
government.
PEO 2 Are flexible and adaptable in the workplace, possess the capacity to embrace new
opportunities of emerging technologies, and embrace leadership and teamwork
opportunities, all affording sustainable management careers.
PEO 3 Continue their professional development by obtaining advanced degrees in
Management or other professional fields.
PEO 4 Act with global, ethical, societal, ecological, and commercial awareness expected of
practicing management professionals.
PROGRAM OUTCOMES (POs) AND PROGRAM SPECIFIC OUTCOMES (PSOs):
The program will enable the students to:
PO 1 Apply knowledge of management theories and practices to solve business problems.
PO 2 Foster analytical and critical thinking abilities for data based decision making.
PO 3 Ability to develop value-based leadership approach.
PO 4 Ability to understand, analyze and communicate global, economic, legal, and ethical
aspects of business.
PO 5 Ability to lead themselves and others in the achievement of organizational goals,

contributing effectively to a team environment.
PROGRAMME SPECIFIC OUTCOMES (PSOs)

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

PSO2 Recognize the professional ethical principles, responsibilities and commit to norms of
ethical management practice
Course structure
Name of the Course No. of Courses Total Credits Percentage

a. Foundation/General Courses 8 26
b. Core Courses 10 35
c. Discipline Centric Electives 10 30
i. within discipline
ii. related discipline `
d. skill based 12 18
e. open elective/contemporary 3 3
course
43 112
MBA PROGRAMME STRUCTURE

Semester – I
Internal External
Level of Practic Credi TotalM
S.№. Code Title of Course Assessmen Assessment
course Theory al ts arks
t Marks Marks
Management Theory &
1. MMB701 Foundation 3 - 3 50 50 100
Practice
2. MMB703 Foundation Business Environment 3 - 3 50 50 100
3. MMB705 Foundation Managerial Economics 3 - 3 50 50 100
4. MMB707 Foundation Organizational Behaviour 3 - 3 50 50 100
5. MMB709 Foundation Accounting for Managers 4 - 4 50 50 100
6. MMB711 Foundation Quantitative Techniques 4 - 4 50 50 100
7. MMB713 Foundation Business Laws 3 3 50 50 100
Information System for
8. MMB723 Foundation Managers (100% Internal 2 2 3 100 100
Assessment
Total 25 02 26 450 350 800
Professional Competency Development

PCDs
Sessions Marks
S. Course Course Course Credits
No. Code Level T P Total CA SEE Total
1 MMB810 Value Based Soft Skills
2 2 50 50 1
2 MMB806 Value Based Venture Discovery 2 2 100 100 2
Total 4 4 150 150 3
Key: T = Theory classes, P= Practical, SEE – Semester end evaluation, CA - Continuous assessment
.
Social Project : The Student has to do a Social Project during Second Semester Period, carrying 1 credit to
be shown in the Second Semester under PCD. The student can study/analyze any social/contemporary
issue in form of a survey and submit a Report. A Viva will be conducted on the Project for awarding marks
up to 50.
Semester-II
Sessions Marks
Instructor Lead Courses
1 MMB702 Core Operations Research 4 4 50 50 100 4
Core
2 MMB704 Financial Management 4 4 50 50 100 4
Core
3 MMB706 Business Research Methodology 3 3 50 50 100 3
Core
4 MMB708 Operations Management 4 4 50 50 100 4
Core
5 MMB710 Marketing Management 4 4 50 50 100 4
Core
6 MMB712 Human Resource Management 4 4 50 50 100 4
Core
7 MMB714 Organizational Communication 3 3 50 50 100 3
8 MMB716 Core Innovation & Entrepreneurship 3 3 50 50 100 3
9 MMB792 Skill Based Year End VIVA-VOCE 100 100 2

Total 29 29 500 400 900 31

PCDs
Sessions Marks
1 MMB802 Skill Set Current Business Affairs (CBA) – 1 1 50 50 1
2 HSMCH102 Value Universal Human Values* 1* 50 50 P/F
3 MMB808 Skill Set British English Course (BEC) 1 50 50 1
4 MMB820 Value Based Social Project 1 50 50 1
Total 4 200 200 3
*Indicates Non Credit Courses – Mandatory to complete and the student will be awarded Pass/Fail but will
not be part of CGPA.
Credit Indicates the number of hours that requires to be allotted for the course.
Summer Internship to be done during summer vacation at end of first year for 6 weeks, carrying 2 credits
and 1 credit for Project Viva which will be conducted after successful completion of the project as per GIM
regulations. Credits will be shown in III Semester only.
SEMESTER – III
Theory/ Practic
S. Level of Internal External
Project TotalM
Code Title of course al/Viva Credits Assessme Assessme
№ the Course Report arks
Voce nt Marks nt Marks
Strategic
1 MMB801 Integrated 3 3 50 50 100
Management
Business Ethics
2 MMB803 Integrated & Corporate 3 3 50 50 100
Governance
3 Elective Elective – 1 3 3 50 50 100
Summer
9 MMB891 Skill Based Internship & 2+1
Viva-Voce 100 100
TOTAL CREDITS
(excluding 1 27 500 400 900
PCDs)
Current
1 MMB812 Skill Set Business Affairs 1 50 50
(CBA)-2
2 MMB814 University Soft Skills 2 1 50 50
TOTAL CREDITS
(including 29 600 1000
PCDs)
LIST OF ELECTIVES IN SEMESTER III
S. Course Course Sessions Marks Credit

Course
No. Code Level T P Total CA SEE Total s
Instructor LeadCourses
Accounting and Finance
1. MFI841 Elective Financial Markets & Services 3 3 50 50 100 3
2. MFI843 Elective Security Analysis and Portfolio Management 3 3 50 50 100 3
3. MFI845 Elective Financial Statement Analysis 3 3 50 50 100 3
4. MFI847 Elective Fundamentals of Financial Services (CISI – 1) 3 3 50 50 100 3

5. MFI849 Elective Retail Bank Management 3 3 50 50 100 3
6. MFI851 Elective Securities Market Operations 3 3 50 50 100 3
Marketing
7. MMK841 Elective Consumer Behaviour 3 3 50 50 100 3
8. MMK843 Elective Advertising & Brand Management 3 3 50 50 100 3
9. MMK845 Elective Sales & Distribution Management 3 3 50 50 100 3

10. MMK847 Elective Retail Management 3 3 50 50 100 3
11. MMK849 Elective Digital Marketing 3 3 50 50 100 3
12. MMK846 Elective Marketing Research 3 3 50 50 100 3
Human Resource Management
13. MHU841 Elective Learning and Development 50 50

3 3 100 3
14. MHU843 Elective Employee Welfare and Labour Administration 3 3 50 50 100 3
15. MHU845 Elective Employment Laws -1 3 3 50 50 100 3

16. MHU847 Elective Compensation Management 3 3 50 50 100 3
17. MHU849 Elective Human Resource Value Proposition 3 3 50 50 100 3
18. MHU851 Elective Performance Management 3 3 50 50 100 3
Operations & Supply Chain Management

19. MOP841 Elective Production Planning and Control 50 50
3 3 100 3
20. MOP843 Elective Supply Chain Management 3 3 50 50 100 3
21. MOP845 Elective Project Management 3 3 50 50 100 3

22. MBI857 Elective International Trade Logistics 3 3 50 50 100 3
23. HOM847 Elective Service Operations Management 3 3 50 50 100 3
24. MOP847 Elective Decision Modeling 3 3 50 50 100 3
Business Analytics (New Elective Basket)

25. MAN841 Elective Big Data Analytics 3 3 50 50 100 3
26. MAN843 Elective AI & Machine Learning 3 3 50 50 100 3
27. MAN845 Elective Marketing & Retail Analytics 3 3 50 50 100 3
28. MAN847 Elective Data Analysis with R 3 3 50 50 100 3
29. MAN 849 Elective Data Visualization (Tableau) 3 3 50 50 100 3
30. MAN 851 Elective Data Analysis with SPSS 3 3 50 50 100 3
31. MBA842 Elective Data Science with Python 3 3 50 50 100 3
International Business
32. MBI841 Elective EXIM Management* 3 3 50 50 100 3
33. MBI843 Elective International Economics 3 3 50 50 100 3
34. MBI845 Elective Geopolitical Environment & International Business 3 3 50 50 100 3
35. MBI847 Elective International Marketing Management 3 3 50 50 100 3
36. MBI849 Elective Cross Cultural Management 3 3 50 50 100 3

37. MBI857 Elective International Trade Logistics (Logistics Elective) 3 3 50 50 100 3
38. MOP843 Elective Supply Chain Management (Logistics Elective) 3 3 50 50 100 3
Freight Forwarding and Custom Clearance (Logistics
39. MBI861 Elective 3 3 50 50 100 3
Elective)
Banking & Financial Services
40. MBI851 Elective Financial Institutions & Markets 3 3 50 50 100 3
41. MBI853 Elective Banking Theory & Practices 3 3 50 50 100 3
50 MBI855 Elective Forex Management & Derivatives 3 3 50 50 100 3

SEMESTER – IV
S.No Code №. Level of Title of course Theory Practi Credits Internal External Total
the Course /Projec cal/Vi Assessme Assessment Marks
t va nt Marks Marks
Report Voce

5 MOE802 Open Elective 1 1 1 50 - 50
Contemporary
6 1 50 - 50
Course -1
Contemporary
7 1 50 - 50
Course -2
8 MMB892 Skill Based Comprehensive Viva 2 100 - 100
TOTAL CREDITS
(excluding PCDs) 17 450 200 650
9 MMB816 Skill Set Business Simulations 2 50 - 50
10 MMB818 Skill Set Club Activity 2* 50 - P/F
Spreadsheet
MMB822
11 Skill Set Modelling 1 2 1 50 - 50
TOTAL CREDITS
(including PCDs) 20 550 750
Total Credits without PCDs is 101.Total Credits With PCDs-112
Open Elective: This is course that the student should select from the list of open electives offered by University.
Student may also choose a course from BSE and NSE Certification courses or UGC Swayam/Moocs or Coursera courses
with minimum of 4 weeks duration. However the students has to produce pass/course completion certificate for Viva
voce for awarding marks.
PCDs out of 11 credits students must earn minimum 7 credits. But venture Development is a compulsory course.The
curriculum of the Four Semester MBA program is designed to have a total of 112 credits. However for the
award of MBA degree, the students has to earn a minimum of 108 credits including 7 PCDs.
LIST OF ELECTIVES IN SEMESTER IV
S. Course Course Sessions Marks

Course Credits
Finance
1. MFI842 Elective Financial Risk Management 3 3 50 50 100 3
2. MFI844 Elective International Financial Management 3 3 50 50 100 3
3. MFI846 Elective Corporate Valuation 3 3 50 50 100 3

4. MFI848 Elective Financial Derivatives 3 3 50 50 100 3
International Introduction to Investment
5. MFI850 Elective 3 3 50 50 100 3
(CISI – 2)
6. MFI852 Elective Insurance Management 3 3 50 50 100 3
Marketing
7. MMK842 Elective 3 3 50 50 100 3

Rural Marketing
8. MMK844 Elective Services Marketing 3 3 50 50 100 3
9. MMK848 Elective Customer Relationship Management 3 3 50 50 100 3
10. MMK850 Elective B2B Marketing 3 3 50 50 100 3
11. MMK852 Elective Global Marketing 3 3 50 50 100 3
12. MMK854 Elective Marketing Metrics 3 3 50 50 100 3
13. MHU842 Elective Employment Laws - II

3 3 50 50 100 3
Industrial Relations & Statutory
14. MHU844 Elective 3 3 50 50 100 3
Compliance and Drafting
15. MHU846 Elective Global Human Resource Management 3 3 50 50 100 3
16. MHU848 Elective Strategic Human Resource Management 3 3 50 50 100 3
17. MHU850 Elective HR & Technology 3 3 50 50 100 3
18. MHU852 Elective Change Management 3 3 50 50 100 3
19. MOP842 Elective Materials Management 3 3 50 50 100 3
20. MOP844 Elective Quality Management 3 3 50 50 100 3
21. MOP846 Elective Logistics Marketing 3 3 50 50 100 3

22. MOP848 Elective Strategic Logistics Management 3 3 50 50 100 3
23. MOP 850 Elective Port & Terminal Management 3 3 50 50 100 3
24. MBI858 Elective Global Sourcing 3 3 50 50 100 3
Business Analytics (New Electives)

25. MAN 842 Elective Web & Social Media Analytics 3 3 50 50 100 3
26. MAN 844 Elective Decision Science 3 3 50 50 100 3
27. MAN 846 Elective Data Analysis with Python 3 3 50 50 100 3
28. MAN 848 Elective Advanced Excel & Models 3 3 50 50 100 3
29. MAN 850 Elective Business Intelligence 3 3 50 50 100 3
30. MAN 852 Elective HR Analytics 3 3 50 50 100 3
31 MBI842 Elective Managing Global Compliance in Exports 3 3 50 50 100 3
32 MBI844 Elective Doing Business with Emerging Markets 3 3 50 50 100 3
33 MBI846 Elective International Business Negotiations 3 3 50 50 100 3

Sectoral and Cluster Strategies for
34 MBI848 Elective 3 3 50 50 100 3
35 MBI850 Elective Multilateral Trade Institutions & India 3 3 50 50 100 3
Port and Shipping Management (Logistics

36 MBI856 Elective 3 3 50 50 100 3
Elective)
37 MBI858 Elective Global Sourcing (Logistics Elective) 3 3 50 50 100 3
38 MBI852 Elective International Commodity Management 3 3 50 50 100 3
39 MBI854 Elective Risk Management in Banking 3 3 50 50 100 3

40 MBI860 Elective International Trade Finance 3 3 50 50 100 3
LIST OF PROFESSIONAL COMPETENCY DEVELOPMENT (PCDs)
S.№. Code Title of course Level Credits
SEM1 MMB806 Venture Development (Compulsory) University 2

SEM1 MMB810 Soft Skills 1 University 1
SEM 2 MMB808 British English Course (BEC) Skill Set 1
SEM 2 HSMCH102 Universal Human Values Value 1*
SEM 2 MMB802 Current Business Affairs (CBA)-1 Skill Set 1
SEM 2 MMB820 Social Project Value based 1
SEM 3 MMB814 Soft Skills 2 University 1
SEM 4 MMB816 Business Simulations Skill Set 2
SEM 4 MMB818 Club Activity University 2*
SEM 4 MMB822 Spreadsheet Modelling Skill Set 1
Total 11
*Non Credit Courses – Mandatory to complete and the student will be awarded P/F but will not be part of CGPA. Out
of 11 credits the student has to earn 7 credits.
LIST OF CONTEMPORARY COURSES (SEMESTER IV)
Sessions Marks
S. Course Course
Course Tota Credits
No. Code Type T P CA SEE Total
l
1. MCC801 Elective CSR & Sustainable Development 2 2 50 50 2
2. MCC802 Elective Social Innovation 2 2 50 50 2

3. MCC803 Elective Behavioral Economics 2 2 50 50 2
4. MCC804 Elective Marketing Analytics 2 2 50 50 2

5. MCC805 Elective Technological Entrepreneurship 2 2 50 50 2
6. MCC806 Elective Alternative Investments 2 2 50 50 2
7. MCC807 Elective Financial Metrics 1 2 2 50 50 2

8. MCC808 Elective Sustainable Finance 2 2 50 50 2
9. MCC809 Elective Behavioral Finance 1 2 2 50 50 2
10. MCC810 Elective HR Metrics 2 2 50 50 2
11. MCC811 Elective Psychometrics 2 2 50 50 2
12. MCC812 Elective Personal Tax Planning 2 2 50 50 2
***********
Semester - I
Level of Practic Internal External

Total
S.№. Code Title of Course Theory Credits Assessmen Assessment
course al Marks
t Marks Marks
Management Theory
1. MMB701 Foundation 3 - 3 50 50 100
& Practice
Business
2. MMB703 Foundation 3 - 3 50 50 100
Environment
Managerial
3. MMB705 Foundation 3 - 3 50 50 100
Economics
Organizational
4. MMB707 Foundation 3 - 3 50 50 100
Behaviour
Accounting for
5. MMB709 Foundation 4 - 4 50 50 100
Managers
Quantitative
6. MMB711 Foundation 4 - 4 50 50 100
Techniques
7. MMB713 Foundation Business Laws 3 3 50 50 100
Information System
8. MMB723 Foundation for Managers (100% 2 2 3 100 100
Internal Assessment
Total 24 02 26 450 350 800

PCDs
Sessions Marks
1 MMB802 Value Based Soft Skills
2 2 50 50 1
2 MMB806 Value Based Venture Discovery 2 2 100 100 2
Total 2 4 150 150 3
MMB 701 Management Theory and Practice L T P J S C
3 3
Course Owner Dept. of HRM Syllabus version 1.0
Course Pre-requisite(s) Contact hours 46
Course Co-requisite(s) Date Approved
Alternate Exposure
This course provides the students with a foundational understanding of concepts and principles of management.
This course explores the rich field of management in theory and practice and, as both a science and an art.
Students learn to apply management concepts to current workplace issues. Other topics include increasing
competitive forces, expectations for successful performance of employees and organizations, and achieving
desired business goals.
Course Objectives
1. To demonstrate an understanding of current and relevant management knowledge.
2. To understand the evolution of management thought and its relevance in decision making.
3. To understand the importance of structure and types and organization in the field of Management.
4. To learn the principles, techniques, and concepts needed for managerial analysis and decision-making.
5. To describe the effective management of planning, organizing, influencing, and controlling related to the
internal and external environment and ethics and social responsibility issues.
UNIT – I Introduction to Management No of Hours: 10
Nature, scope, purpose, importance, and functions of management; Management as an art, science, and
profession. Managers at the workplace: Levels of management; Management functions, process, and roles;
Management Vs.
Administration.
Management history: Early management, Classical Approach - Scientific and General Administrative Theories,
Behavioral approach, Quantitative approach, Contemporary approaches.
Social Responsibility of Managers.
Learning Outcome:
After completion of this unit, the student will be able to
● Understand theoretical aspects, processes, and principles, the scope of management, L2

and its application to modern management practice.
● Analyze how the field of management has evolved and its significant contributions.
L4 Pedagogy tools: Blended learning, Caselet, self-reading, flipped classroom.
UNIT - II Planning work activities No of Hours: 8
Planning work activities: What is planning? Nature of planning, why do managers plan?
Type of goals and plans; Setting goals - Management by Objectives (MBO) and developing plans; Contemporary issues in
planning; Planning process and premises.
The decision-making process, approaches to decision making, types of decisions, and decision-making conditions, decision-
making biases, and errors, effective decision making for today’s world.
Learning Outcome:
● Analyze and apply planning function in modern organizational settings

L4 Pedagogy tools: Blended learning, Case let, self-reading, flipped classroom.
UNIT – III Designing Organizational Structure No of Hours: 10
Designing Organizational Structure: meaning of organizing, organization, and organizational design; Six elements of
Organizational Design -Work specialization, Departmentalization, Chain of Command, Span of Control, Centralization and
Decentralization, Formalization; Mechanistic and Organic structures; Types of Organizations: Traditional Organizational
Designs - Simple, Functional, Divisional, Modern Organizational Designs - Team Structures, Matrix, and Project Structures,
the Boundaryless Organization, Telecommuting, Compressed Workweeks, Flextime, and Job Sharing, the Contingent
Workforce) Staffing: meaning, importance, and process.
Learning Outcome:
● Learn how to design an organizational structure and its principles in modern organizational settings.
UNIT – IV Directing No of Hours: 10
Directing: meaning, nature, scope, and importance of directing, Elements of Directing - Supervision, Motivation,
Leadership, Communication.
Leadership: nature and significance; Leadership Vs. Management; Theories of leadership (Trait, Behavioral and Contingency
approaches to leadership).
Leadership styles - Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching; Challenges of a leader, Sources
of leader power, How can a Leader Build Trust, Coordination, and Cooperation.
Learning Outcome:
● Analyze and evaluate the critical role of managers in modern organizational settings
UNIT – V Controlling No of Hours: 8
Controlling: Meaning, Nature and Importance; The Control Process, and Techniques of Controlling, Controlling for
Organizational Performance, Tools for Controlling Organizational Performance - Feedforward, Concurrent, Feedback
Controls, Financial Controls, Information Controls, the Balanced Scorecard, Benchmarking.
Learning Outcome:
● Illustrate and evaluate the importance and techniques of controlling organizational performance
L5 Pedagogy tools: Blended learning, Caselet, self-reading, flipped classroom.
On successful completion of this course, students will be able to:
Course Outcomes Assessment
CO1 Understand theoretical aspects, process and principles, scope of A1, A2, A3,
management and its application to modern management practice. A4
CO2 Analyze how the field of management has evolved and its major A1
contributions
CO 3 Analyze and apply critical role of managers in modern organizational A1, A2, A3,
settings A4
CO 4 Illustrate and evaluate the importance of planning, organizing, directing A3, A4

and controlling in decision making
Textbook(s):
1. Robbins, S. P., & Coulter, M. (2018). Management 14e. Pearson India. Journal(s):
2. Journal of Management
3. Goleman, D. (2000). Leadership that gets results, Harvard business review, HBP.
CO-PO Mapping:
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2
CO1 3 1 2 2 2 2 2
CO2 3 2 2 2 1 2 2
CO3 3 2 2 2 3 1 1
CO4 3 2 2 2 3 3 3
Note: 1 - Low Correlation 2 - Medium Correlation 3 - High Correlation

APPROVED IN:
BOS : ACADEMIC COUNCIL
SDG No. & Statement 8
Decent Work and Economic Growth
SDG Justification:
Promote sustained, inclusive, and sustainable economic growth, full and productive
employment, and decent work. This course will equip the student with all the knowledge and
skill to design management in organizations.
********
MMB 703 Business Environment L T P J S C
3 3
Course Owner Dept. of Entrepreneurship Syllabus version 1.0
Alternate Exposure
Business environment in India is undergoing a dynamic change; what was looked upon as an under developed
nation is now regarded as a potential economic power. With the Eruption of digitization and e-commerce, its
service industry is providing multinational companies with unparalleled opportunities. With liberalization,
privatization and further on globalization India’s business world is occupying a place in almost all major sectors
of the world economy. In this context, the nature and extent of the role of the state is undergoing fundamental
changes with digitization and financial inclusion. In this dynamic and changing external environment of such
gigantic dimensions, this course is aimed at sensitizing the students to value implications of environment on
business, in general. The main drive of this course addresses social, structural changes, external environmental
changes, planning and polices of the state, economic trends and balance of payments, information technology
and its impact.
Course Objectives :
The course intent to enable students to
1. Recognise and elaborate different facets of Business Environment in both Indian and International context
2. Interpret the business from the view of socio, cultural and technological environment.
3. Determine the economic and legal aspects of business and its implications on ethical way of doing business.
4. Summarize about the Indian Policy Environment and its importance in business environment.
5. Apply the knowledge to learn about the various foreign trade policies.
UNIT – I Introduction to Business Environment No of Hours : 09

Introduction: The concept of Business Environment, significance, nature and scope. Environment Scanning- Interaction
between micro environment and macro environment- SWOT analysis – macro environment – PESTEL Framework –
Five Forces-Political Environment-Economic Environment- Social and Technological Environment –Legal Environment
Learning Outcomes:
● Describe the nature and scope of Business Environment L1
● Define Environmental Scanning L1
● Understand the SWOT Analysis PESTEL frame work L2
● Recognise micro and macro environmental factors L1
Pedagogy tools:
Blended Learning, Case Analysis, Situation Analysis, Group Discussion, Student Presentations, Video lectures.
UNIT – II Social and Technological E nvironment No of Hours:09

Social and Technological E nvironment: Society and Business, Corporate Social Responsibility (CSR), Localization- Culture
aspects –beliefs and values and its impact on business, Technological change, Technological factors in business, e-commerce
and emerging technologies, mobile applications and smart cities
Learning Outcomes:
● Understand Social and Technological environment L2
● Recognize the importance of beliefs and values and its impact on business L3
● Analyse technological changes and its impact on business L4
● Describe Corporate social responsibility L1
● Analyse the role of e- commerce in business L4
Pedagogy tools:
Blended Learning, Case Analysis, Situation Analysis, Group Discussion, Research Project, Student Presentations, Video
lectures.
UNIT – III Economic and Legal Environment No of Hours : 09

Economic and Legal Environment: Philosophies of Capitalism, Socialism and Mixed Economy, Public Private Partnership,
Industrial Corridors, Special Economic Zones (SEZs), Ease of Doing Business; salient features of
ConsumerProtectionAct,1986, Competition Commission of India (CCI), Foreign Exchange Management Act (FEMA) and
National Company Law Tribunal (NCLT).
Learning Outcomes:
● Understand economic environment of business L1
● Describe Consumer Protection Act,1986. L1
● Understand Competition Commission of India (CCI) L1
● Analyse the need for ease of doing business L4
● Understand Foreign Exchange Management Act (FEMA) L1
Pedagogy tools:
lectures.
UNIT – IV Indian Policy Environment No of Hours : 09

Indian Policy Environment: A brief review of industrial policies since independence, Industrial Policy of 1991,
Economic Policy and latest trends, Fiscal Policy and Budget, Monetary and Credit Policy, Policy on FDIs and FIIs.
Learning Outcomes:
● Understand Industrial policies since independence L1
● Analyse industrial policy of 1991 L4
● Analyse the importance of Fiscal policy and Budget L1
● Evaluate monetary and credit policy measures L4
● Analyse the role of FDIs and FIIs in India L4
Pedagogy tools:
lectures.
UNIT – V Indian Foreign Trade Policy No of Hours : 09

Indian Foreign Trade Policy: Bilateral and Multilateral Trade Agreements, Globalization and WTO- Trade Blocs, Balance of
Payments (BOP), Exchange rate movements and its impact on BOP, International Disputes settlement mechanism- Dumping
and Anti-dumping measures, TRIPS, TRIMS, EXIM Policy.
Learning Outcomes:
● Understand Bilateral and Multilateral Trade Agreements L1

● Analyse the impact of 26lobalization on Indian Business L4
● Describe BOP and exchange rate movements L1
● Recognise the importance of international disputes settlement mechanism in business L3
● Differentiate TRIPS, TRIMS and EXIM Policy L1
Pedagogy tools:
Blended Learning, Case Analysis, Situation Analysis, Brainstorming, Group Discussion, Student Presentations.
COURSE OUTCOMES (CO) Assessment
CO1 Describe about the various business environmental factors, prepare A1, A2, A3 & A4
PESTEL frame work by using SWOT analysis.
CO2 Examine Business applications in the light of social and Technological A1, A2, A3 & A4
factors.
CO3 Relate business decisions to economic system and legal aspects. A1, A3 & A4
CO4 Develop idea about various economic policies and its implication on A1, A3 & A4
business environment.
CO5 Evaluate business practices in the context of international trade A2 ,A3 & A4
environment
Text Book:
1. Pual, Justin, Business Environment Text and Cases, Tata McGrawHill, New Delhi
Additional Reading and Reference Books:

1. Cherunilam, Francis, “Business Environment, Text & Cases”,Himalaya Publishing House, New Delhi,2019
2. Aswathappa, K, “Essentials of Business Environment”,Himalaya Publishing House, NewDelhi.
3. Dutt, Ruddra and Sundaram, K.P.M., “Indian Economy”, S. Chand& Co. Ltd., NewDelhi.
4. Misra and Puri, Indian Economy, Himalaya Publishing House. NewDelhi : 2019
5. Joshi&Kapoor,BusinessEnvironment,KalyaniPublishers,NewDelhi, 2019
6. Worthington,IanandBritton,Chris,”TheBusiness Environment”, Pearson Education Ltd, New Delhi, 2019
7. Fernando,A.C., Indian Economy, Pearson Education Ltd, NewDelhi, 2019.
8. Dutt, Ruddra and Sundaram, K.P.M., “Indian Economy”, S. Chand& Co. Ltd., NewDelhi.
9. Misra and Puri, Indian Economy, Himalaya Publishing House. NewDelhi : 2019
Journals:
1. Economic and Political Weekly, SameekshaTrust, Mumbai
2. GITAM Journal of Management, GITAM Institute of Management, GITAM University, Visakhapatnam.
Website(s):
CO-PO Mapping:

CO1 1 2 1 3 2 1 3
CO2 1 2 3 3 0 0 3
CO3 1 2 1 3 0 1 3
CO4 1 1 0 3 0 1 3
CO5 1 1 0 3 0 1 3
APPROVED IN:
Promote sustained, inclusive and sustainable economic growth, full and productive employment
and decent work for all
SDG Justification:
The completion of this course will trigger the thinking process among the students (managers or
entrepreneurs) to work towards sustained economic growth and creation of employment and
decent work for all.
***************
MMB 705 Managerial Economics L T P J S C
3 3
Course Owner Dept. of Entrepreneurship Syllabus version 1.0
Alternate Exposure
In today's competitive business environment, effective managerial decision making requires use of economic
concepts and tools. Business efficiency depends on minimization of cost and maximization of production which
requires perfect understanding of the economic concepts like demand, supply, and production, cost and market
conditions. Managerial economics uses economic concepts and principles by emphasizing on demand analysis,
production & cost analysis and different market structures which are fundamental for further study. This course
also introduces important macroeconomic concepts which are indispensable for understanding the functioning of
an economy. Knowledge about those concepts is useful for timely business decisions.
Course Objectives:
1. To comprehend the knowledge of key economic concepts which are used for effective business decision-making.
2. To make use of the conceptual knowledge of demand and supply in pricing decisions.
3. To combine the knowledge of costs and production to take efficient production decisions
4. To determine right output and price under different market structures both in private and public sectors.
5. To recognize the need for various government policies at macro economy level.
Unit I Introduction to Managerial Economics No of Hours- 09
Managerial Economics – Nature, scope, Principles of managerial economics – opportunity cost principle, incremental
principle, principle of time perspective, discounting principle, equi-marginal principle - Differences between managerial
economics and micro economics - Importance and application of managerial economics concepts in business decision making.
Learning Outcomes:
● Define various concepts of Managerial Economic. L1
● Describe the nature and scope of managerial economics. L2
● Understand the principles of managerial economics. L3
● Differentiate micro and macroeconomics. L4
● Design the process of managerial decision-making. L5
Pedagogy tools: Blended Learning, Case Analysis, Situation Analysis, Group Discussion, Research Project, Student
Presentations, Video lectures
Unit II Utility, Demand & Supply Analysis No of Hours- 09
Utility, Demand & Supply Analysis: Utility Concept, TU, MU and DMU. Determinants of demand, Types of demand –Law of
Demand –Determinants of supply, law of supply - Market equilibrium - Price mechanism/Market mechanism with a graphical
explanation. Elasticity of demand, types of elasticity, methods to measure elasticity –. Demand forecasting – Methods of
demand forecasting -Qualitative Methods and - Quantitative methods.
Learning Outcomes:
● Differentiate various concepts of utility L1
● Recognize various factors which influence demand and Supply L2
● Calculate various types of demand and supply elasticities L3
● Identify the equilibrium price conditions in a given market L4
● Compare and contrast various types of demand forecasting techniques L5
Unit III Production and Cost Analysis No of Hours.09
Production and Cost Analysis: Production function, Laws of Production - Short run production function - Iso-quants - Iso- cost
line - producer’s equilibrium, expansion path. Long run production function- Law of returns to scale. Cost - Cost concepts and
classifications, Cost output relation - short run cost output relationship, long run cost output relationship, Learning curve.
Economies of scale, dis-economies of scale and economies of scope.
Learning Outcomes:
● Understand the various production concepts L1
● Evaluate short run and long run production decisions L2
● Understand the various cost concepts L3
● Analyze the short run and long run cost output relations L4
● List out various economies and diseconomies of scale L5
Unit IV Market Structure No of Hours 09

Market Structure - Basis for classification of market power, kinds of competitive market, Effect of time on supply – Very short
run supply curve, short run supply curve and long run supply curve. Price and output decisions in perfect competition. Price
and output determination in monopoly market. Price and output determination in monopolistic market. Price and output
determination in Oligopoly market. Market Failures – public goods, social goods, merit goods, administered prices (ceiling
price and floor price) and Externalities – Positive and negative externalities. Fundamentals of Internalization of externalities.
Learning Outcomes:
● Compare and contrast various types of market structures L1
● Analyse the price and output decisions under perfect competitive conditions L2
● Analyse the price and output decisions under imperfect competitive conditions L3
● Compare and contrast pricing decisions in the short run and long run L4
● Examine and analyse the conditions in which market fails L5
Unit V Macroeconomics No of Hours- 09

Macroeconomics - Macroeconomic indicators-GDP growth rate, consumer price index, interest rate, unemployment,
foreign exchange rate, Balance of payments (BOP) - National Income-Concepts of national income (GDP, GNP, NDP, NNP,
Personal Income, Personal Savings, Disposable personal Income, Discretionary income) - Methods of calculating national
income – Product Method- Final good and Value added method, Income method, Expenditure Method and Social
Accounting Matrix, GDP at Purchasing Power Parity (PPP) - Inflation- causes-demand pull and cost push inflation, measures
to control inflation, business cycles -phases of business cycles and measures to control business cycles - Stabilization
policies
– Monetary Policy and Fiscal Policy.
Learning Outcomes:
● Differentiate various macroeconomic indicators L1
● Compare and contrast various methods of measuring national incomes L2
● Analyse the Various stages of business cycles and its remedial measures L3
● Recognize types of inflation and its corrective measures L4
● Evaluate monetary and fiscal policy measures L5

CO1 Discuss the nature and scope of business economics concepts suitable A1, A2, A4
to business problems
CO2 Identify the differences between demand and supply conditions to A1, A2, A3, A4
balance the market forces through price mechanism and government
interference
CO 3 Decide on suitable production quantities-based cost conditions to A2, A3, A4
achieve economies of scale in long run business activities.
CO 4 Assess the price and output decisions under various market structures A2, A3, A4
in any form of business.
CO 5 Evaluate the causes and effects of macroeconomic issues which A2, A3, A4
effects business management decisions
Textbooks:
1. Geetika, P.Ghosh, P.R.Choudhury, Managerial Economics, Mc Graw Hill Education Private Limited, New Delhi,
2018/Latest Edition.
Additional Reading and Reference Books:
1. Dominick Salvatore, Seventh Edition, Adapted Version, Oxford Publication, New Delhi, 2014/Latest Edition.
2. Dr.D.N.Dwivedi, Managerial Economics, Vikas Publishing House, New Delhi, 2015/Latest Edition.
3. Paul G. Keat, PhiliK. Y. Young, Sreejata Banerjee, “Managerial Economics", Pearson, New Delhi, 2012/Latest Edition.
Journals:
1 Economic and Political Weekly, Sameeksha Trust, Mumbai
2. GITAM Journal of Management, GITAM Institute of Management, GITAM University, Visakhapatnam
3. Indian Journal of Economics, Academic Foundation, New Delhi
4. GITAM Journal of Management
5. E- Books and E-Journals
Website(s):
CO-PO Mapping:

CO1 3 2 0 2 1 1 2
CO2 2 2 0 1 1 1 2
CO3 2 2 1 0 1 1 1
CO4 3 2 1 0 0 0 1
CO5 2 2 1 1 1 0 1
APPROVED IN:
Ensure sustainable consumption and production patterns.
SDG Justification:
Ensure sustainable consumption and production patterns. The use of services and related
products, which respond to basic needs and bring a better quality of life while minimizing the
use of natural resources and toxic materials as well as the emissions of waste and pollutants
over the life cycle of the service or product so as not to jeopardize the need of future
generations. (SCP, 1994)
*******
MMB 707 Organizational Behaviour L T P J S C
3 3
CourseOwner Dept. of HRM Syllabusversion 1.0
CoursePre-requisite(s) Contacthours 46
CourseCo-requisite(s) DateApproved
AlternateExposure
Practicing managers have long understood the importance of interpersonal skills to managerial
effectiveness. Till about three decades ago, most business schools focused on the functional aspects of
management – specifically finance, accounting, and quantitative techniques. Though Organizational
Behaviour was a core course right from the inception of the MBA program, the focus was essentially on
gaining a psychological understanding of human behavior, and not on acquiring usable skills. In the last two
decades, academia has come to realize the importance of human behavior to managerial effectiveness.
This course’s essential focus is on gaining an in-depth understanding of the impact of the organization
structure, organizational culture, and change on individual behavior at the workplace. Gaining an
understanding and a perspective on these global implications should result in beneficial results in terms of
managerial effectiveness and performance.
Course Objectives
1. To Demonstrate the applicability of organizational behavior to understand the behavior of people in the organization.
2. To Demonstrate the applicability of analyzing the complexities associated with the management of individual behavior in the
organization.
3. To Analyse the complexities associated with the management of group behavior (Group Dynamics) in the organization.
4. To Demonstrate how organizational behavior can integrate into understanding the motivation, Organisational culture,
organizational change, and managing stress for creating positive work culture.
UNIT - I Introduction No of Hours: 9

Interpersonal Skills in the Workplace - Manager’s Functions, Roles & Skills - Effective versus Successful Managerial Activities
Definition of Organizational Behaviour - The Individual: Nature of Organizational Behaviour - Workforce Diversity - Biographical
Characteristics - Ability – physical ability, intelligence. Attitude – Three Components of an Attitude - Major Job Attitudes - Job
Satisfaction - Job Involvement - Psychological Empowerment - Organizational Commitment - Perceived Organizational Support -
Employee Engagement.
Learning Outcomes:
● Understand the concept of organizational behavior L3
● Analyse the nature of Individual behavior in organizations L4
● Understand the concept of employee engagement L2
Pedagogy tools: Blended learning, Lectures, Case Discussions and Presentations, Self-Awareness Exercises & Group Activities
UNIT - II Perception No of Hours: 10

Personality - Definition - Measurement - Determinants - Personality Traits - Myers-Briggs Type Indicator - Big Five Personality
Model.
Perception - Factors of Perception - Attribution Theory - Perceptual Errors.
Motivation - Theories of Motivation – Maslow, Herzberg, Vroom, Goal-Setting Theory, And Equity Theory
Applications of Motivation - Job Characteristics Model - Job Rotation - Job Enlargement - Job Enrichment - Alternative Work
Arrangements - Job Involvement Measures - Types of Variable Pay Programs - Flexible Benefits.
Learning Outcomes:
● Understand the concepts of Personality, perception, and motivation L2
● Apply various theories of motivation at workplace L4
UNIT – III The Group No of Hours: 9

Nature of Groups - Types of Groups - Stages of Group Development - Group properties - Norms - Status - Group Size - Cohesiveness.
Leadership – Trait Theories - Behavioural Theories - Fiedler Contingency Model - Transformational Leadership.
Conflict – Traditional versus Interactionist view of Conflict - Types of Conflict - Three Loci of Conflict - The Conflict Process
Learning Outcomes:
● Demonstrate the elements of group behavior L3
● Understand the various theories of leadership L2
● Examine the process of conflict management L3
Pedagogy tools: Blended learning, Case, video lectures, self-reading
UNIT – IV The Organization System No of Hours: 9

Organizational Structure - Six Elements - Work Specialization - Departmentalization - Chain of Command - Span of Control -
Centralization and Decentralization - Formalization - Bureaucracy - Matrix - Boundaryless Organization - Virtual Organization
Organizational Culture - Common Characteristics - Functional and Dysfunctional Aspects of Organizational Culture on People -
Creating a culture - How employees learn the culture.
Learning Outcomes:
● Understand and analyze the elements of organization structure L2
● Analyse the various aspects of organizational culture L4
● Demonstrate how employees learn organizational culture L3
UNIT - V Organizational Change No of Hours: 9

Organizational Change - Forces for change - Planned change - Unplanned Change - Sources of Resistance to change
Managing organizational change - Lewin’s Three-Step Model - Kotter’s Eight-Step Plan for Implementing Change - Action Research
- Organization Development
Work stress and its management - Sources of Stress - Consequences of Stress - Individual and Organizational Approaches to
Managing Stress
Learning Outcomes:
● Demonstrate change management L3
● Evaluate the various approaches to stress management in organizations L4
Pedagogy tools: Blended learning, Lectures, Case Discussions, and Presentations, Self-Awareness Exercises & Group Activities

CO1 Demonstrate the applicability of the concept of organizational behavior to A1, A2
understand the behavior of people in the organization.
CO2 Demonstrate the applicability of analyzing the complexities associated with A1, A2, A3
management of individual behavior in the organization.
CO3 Analyze the complexities associated with management of the group behavior A2, A3
(Group Dynamics) in the organization.
CO4 Demonstrate how the organizational behavior can integrate in understanding A2, A3
the motivation, Organisational culture, organizational change and managing
stress for creating positive work culture.
Textbook(s):
Robbins, SP, Judge, T, & Vohra, N, “Organizational Behavior”, 19th Ed., Pearson Education, New Delhi, 2020
Additional Reading
Reference Book(s):
1. Sushma Khanna (editor), “Udai Pareek’s Understanding Organizational Behaviour” 3rdEdition, Oxford University Press,
2013.
2. Nelson, Quick & Khandelwal, “ORGB – An Innovative Approach to Organizational Behaviour, A South Asian
Perspective”, CENGAGE Learning, New Delhi, 2013.
3. McShane & Von Glinow, “Organizational Behaviour” 4thEd., McGraw Hill, New Delhi, 2012
Journal(s):
1. Vikalpa, Indian Institute of Management, Ahmedabad
2. Harvard Business Review, Harvard Business School Publication Co. USA
Website(s):
CO-PO Mapping:

CO1 1 3 2 2 1 1 3
CO2 1 2 1 2 3 1 2
CO3 1 2 1 2 1 1 2
CO4 2 1 1 2 1 2 2
CO5 2 1 0 1 0 1 2
APPROVED IN:
SDG Justification:
Promote sustained, inclusive economic growth; full and productive employment and decent work for all
1-Low, 2- Medium and 3- High Correlation

**********
MMB 709 Accounting for Managers L T P J S C
4 4
Course Owner Dept. of Accounting Syllabus version 1.0
Alternate Exposure
In an economy, every manufacturing and trading entity inherently has financial transactions. These financial
transactions are the accounting framework's backbone, which is as important as the technical or legal framework.
Knowledge in Financial Accounting enables managers to understand and interpret financial reports essential for
financial decision making and problem-solving. Cost Accounting is a branch of accounting designed to measure
the economic resources used in producing goods or providing services. Cost and Management Accounting
provides the fundamental rules and techniques governing accounting practices, effectively controlling and
managing a business's expenses. A manager should be competent to understand the accounting framework to
manage the business effectively.
Course Objectives
1. To know the accounting framework to prepare Final Accounts of trading concerns.
2. To analyze and interpret the accounting information of financial statements for decision making.
3. To understand the cost sheet preparation process and tracing of Activities for the cost object through Activity-
Based Costing.
4. To value the concepts of marginal costing and its application in managerial decision making.
5. To develop the budgets and performance reports for planning and control purposes.
UNIT – I Basics of Accounting No of Hours: 15

Financial Accounting: Book-Keeping– Double Entry System –Accounting Concepts and Conventions. Accounting Equation
– Preparation of Profit and Loss a/c and Balance Sheet using the accounting equation. Basics of IFRS.
Learning Outcomes:
● know the book-keeping and double entry system L1
● understand the accounting concepts and conventions L2
● prepare income and position statements L3
● know the basics of IFRS L1
Pedagogy tools: Blended learning, video lectures, self-reading and Coursera
UNIT – II Financial Statement Analysis No of Hours: 15

Financial Statement Analysis: Concept, objectives, and types. Ratio analysis – the study of liquidity, solvency, and
profitability ratios. Funds Flow Analysis: Uses and preparation of funds flow statement. Cash Flow Analysis: Uses and
preparation of cash flow statements.
Learning Outcomes:
● analyze and interpret the financial statements with ratio analysis L5
● prepare funds flow statement L3
● prepare cash flow statement and know its uses L3
Pedagogy tools: Blended learning, video lectures, self-reading
UNIT – III Cost Accounting No of Hours: 10

Cost Accounting: Elements of Cost – Types of Costs – Preparation of Cost Sheet – Special work orders. Activity-Based Costing
(ABC): Concept of ABC – Categories in activity-based costing- allocation of overheads under ABC – Benefits and Limitations
of Activity Based Costing.
Learning Outcomes:
● know the types of costs L1
● prepare cost sheet and cost sheet for special work orders L3
● allocate overheads under Activity Based Costing L3
UNIT – IV Marginal Costing No of Hours: 12

Marginal Costing: Marginal Cost and Marginal Costing – Importance. Break-Even Analysis: Cost Volume Profit Relationship
– Application of Marginal Costing Techniques – Fixing Selling Price, Make or Buy, Accepting a Foreign Order, and Deciding
Sales Mix.
Learning Outcomes:
● understand the concept of Marginal costing L2
● use marginal costing techniques L3
● take decisions under marginal costing L5
UNIT – V Budgeting and Budgetary Control No of Hours: 08

Budgeting and Budgetary Control: Definitions of Budget, Budgeting, and Budgetary Control – Need for Budgetary Control
– Types of budgets – Preparation of Production Budget, Sales Budget, Cash Budget, and Flexible Budget –Zero-based
Budgeting.
Learning Outcomes:
● understand the concepts of budget and budgeting L2
● know the different types of budgets L1
● prepare and interpret all functional budgets L3
● understand the concept of zero-base budgeting L2

Course Outcomes
On successful completion of this course, the Student will be able to:
CO Course Outcomes Assessment
CO 1 Apply accounting framework to prepare final accounts of trading concern. A1, A4
Analyze, interpret, and communicate the information contained in basic financial

CO 2 A1, A2, A3, A4
statements and explain such statements' limitations.
Understand the method of preparing the cost sheet and tracing activities for the
CO 3 A3, A4
cost objects through activity-based costing.
Value the concepts of marginal costing and its application in managerial decision
CO 4 A2, A3, A4
making.
CO 5 Prepare budgets and performance reports for planning and control purposes. A2, A3, A4
Textbook(s):
1. Robert N. Anthony, David Hawkins, Kenneth A. Merchant, and Prakash Singh (2019). Accounting: Texts and Cases.
McGraw Hill, 13th Ed.
2. S.N. Maheshwari, S.K. Maheshwari and CA S.K. Maheshwari (2016). Accounting for Management. Vikas Publishing
House, 3rd Ed. Noida.
Reference Book(s):
1. Ambrish Gupta (2016). Financial Accounting for Management: An Analytical Perspective. Pearson Education, 5th Ed.
New Delhi.
2. Paul M. Collier (2015). Accounting for Managers: Interpreting Accounting Information for Decision Making. Wiley
Publishers, UK.
Journal(s):
1. Management Accounting Research, ISSN: 1044-5005
2. The Management Accountant Journal, ISSN: 09723528
Website(s):
1. https://www.icai.org/
CO-PO Mapping:

CO1 2 3
CO2 1 2 2 3 1
CO3 1 1
CO4 2 1 1 2
CO5 1 2 1 2
Note: 1 – Low Correlation 2 – Medium Correlation 3 – High Correlation
APPROVED IN:
SDG Justification:
As the course is the foundation for understanding financial performance, the course introduces
the topics with pedagogy that is designed to include all types of students. This will ensure that
every learner achieves the desired outcomes and receives a quality education.
*******
MMB 711 Quantitative Techniques L T P J S C
4 4
Course owner Dept. of Operations Syllabus version 1.0
Course Pre-requisite(s) NIL Contact hours 60
Course Co-requisite(s) NIL Date Approved
Alternate Exposure
This course deals with some basic mathematical and statistical concepts and methods common in business
applications. The focus is on parametric techniques used to describe and compare samples and populations. The
course discusses the importance of some bivariate and multivariate methods and their applications to the
business world.
Course Objectives:
1. To understand the role of mathematics in business applications

2. To understand the role of statistics in scientific investigation and decision making
3. To be equipped with a variety of techniques for analysing statistical data
4. To use Excel for basic data manipulation and simple statistical and graphical analysis.
UNIT - I Introduction to Basic Mathematics No of Hours: 10

Linear Equations in two variables, Basics of Permutations, and combinations (non-reputation), Differentiation, Derivatives
– First order and Second order Derivatives, Maxima & Minima, Integration, Business applications of Derivatives and
Integration. (Note: Exclude Trigonometric and Logarithmic functions in derivatives and integration and chain rule in
integration)
Learning Outcome:
● Solve system of equations by substitution L3
● Determine the number of outcomes in a problem L2
● Analyse the properties of Calculus L4
● Apply various mathematical methods in business scenarios. L3
Pedagogy tools: Blended learning, self-reading, flipped classroom
UNIT - II Measures of Central Tendency & Measures of Dispersion No of Hours: 13

Introduction, Merits, Demerits, Applications. Mean, Geometric Mean, Harmonic Mean, Weighted Mean, Combined Mean,
Median, Mode, Standard Deviation, Coefficient of Variance, and Combined Standard Deviation for grouped and ungrouped
data, Skewness and Kurtosis.
Learning Outcome:
● Use several numerical methods belonging to measures of central tendency and measures of dispersion to L4
describe the characteristics of a data set
● Provide the importance of the concept of variability L3
● Measure the spread or dispersion, understand, and identify its causes to provide a basis for action L3
● Develop the ability to interpret statistical analysis tools commonly used in the workplace L4
UNIT - III Correlation & Regression analysis No of Hours: 12

Positive & Negative correlations, Karl Pearson correlation coefficient, Linear regression, Regression Coefficients &
Properties, Linear regression model, simple linear regression, coefficient of determination, testing for significance,
estimates through simple regression equation.
Learning Outcome:
● Analyse how correlation analysis describes the degree to which two variables are linearly related to each L4
other
● Understand the coefficient of determination as a measure of the strength of the relationship between two L2
variables
● Evaluate how business decisions are made based on the specific relationship between two or more variables L5
● Provide a test of hypothesis to determine whether a linear relationship exists between the variables. L3
UNIT - IV Forecasting No of Hours: 12

Introduction to Time Series Analysis, Cyclic Variation, Seasonal Variations, types of seasonal effects, smoothing Methods-
moving averages, weighted moving averages, exponential smoothing, trend projections Linear Trend.
Learning Outcome:
● Understand the four components of a time series L2
● Analyse why forecasting changes that take place over time are an important part of decision making L4
● Gain a general understanding of time-series forecasting techniques L2
● Evaluate different approaches to forecasting that can be applied in business L5
● Use regression-based techniques to estimate and forecast the trend in a time series L4
UNIT - V Probability & probability Distributions No of Hours: 13

Probability concepts, axioms, Baye’s theorem, Random Variables, Mathematical Expectation, Discrete Distributions-
Binomial distribution and Poisson distribution, Continuous Distributions-Normal distribution.
Learning Outcome:
● Understand fundamentals of probability and various probability rules that help them to measure uncertainty L2
involving uncertainty
● Know the uses of each probability distribution and how to find its values L3
● Understand the limitations of each of the probability distributions L2
● Apply the concepts of probability distributions to real life problems L3
CO1 Apply various mathematical methods in business scenarios. A1
CO2 Develop the ability to interpret statistical analysis tools commonly A1, A2
used in the workplace.
CO 3 Use of Excel for basic data manipulation and simple statistical and A2, A3
graphical analysis.
CO 4 Perform a multiple regression and forecasting techniques using A3

computer software.
CO5 Understand the importance of various techniques for analyzing the A4

statistical data.
Textbook(s):
1. Statistics for Management, Levin et al., Pearson.
Additional Reading and Reference Book(s):
1. Business Statistics - A First Course, Levine, Krehbiel and Berenson, Pearson Education.
2. Business Statistics Using Excel, David and Pecar, OxfordUniv.Press.
3. Statistics for Business and Economics, Anderson et al., Thomson South Western pub.
Journal(s):
1. The Annals of Statistics, publisher Institute of Mathematical Statistics
2. Australian and New Zealand Journal of Statistics, Wiley-Blackwell Publishing
Website(s)
1. https://sites.google.com/site/indianstatisticalassociation/Home
2. https://statsoc.org.au/
CO-PO Mapping:

CO1 3 3 2 1 1 1 2
CO2 3 3 1 2 2 1 2
CO3 3 3 1 2 2 1 2
CO4 3 3 1 1 2 1 2
CO5 3 3 1 1 2 1 2
APPROVED IN:
SDG Justification:
Statement: The modules and topics mentioned in this course are designed to promote sustained,
inclusive and sustainable economic growth, full and productive employment and decent work for all
******
MMB 713 Business Laws L T P J S C
3 3
Course Owner Dept. of HRM Syllabus version 1.0
Alternate Exposure
To promote the business, the government always updates the rules and regulations for companies from time to
time as it helps the community to grow together. Accordingly, it is essential to know about modernized
governmental policies and rules. Therefore, if any business wants to work without hurdles, an entrepreneur should
be up to date with governmental laws. It is not uncommon for business management trainees to ignore the
importance of learning about business law during their training. As a result, they enter the corporate world
without having a thorough understanding of the various laws and the role of legal professionals in establishing
and running a venture. However, being aware of the multiple laws that govern their experience can help these
new entrepreneurs understand their organizations' legal needs.
Course Objectives:
1. To understand the basic concepts of Contracts, Sale of goods, Agency, etc.

2. To acquaint with special legislation dealing with business transactions
3. To evaluate with special Case laws dealing with business transactions
4. To analyze the recent amendments dealing with business Legislation
5. To elucidate the process of formation and winding up of a company
Unit I Indian Contract Act 1872 No. of Hours - 10
Significance of Indian contract Act - Meaning of a Contract - Contract and Agreements - Essential Elements of a Valid Contract
- Offer and Acceptance - Free Consent - Capacity of Parties to a Contract - Lawful Consideration - Types of Agreements -
Types of Contracts - Breach of a Contract - Remedies - Discharge of a Contract - Quasi Contract
Learning Outcomes:
After completion of this unit, the student will be able to:
● Understand the meaning of Law and its significance. L1

● Classify the evolution of the Indian Contract Act 1872. L2
● Describe various essential elements of the Indian contract. L3
● Apply the contractual elements in Case Laws solutions. L4
Pedagogy tools: Blended learning, Case let, Video lectures, Guest lectures, Field Visits
Unit II Indian Sale of Goods Act 1930 No. of Hours - 9
Significance of Indian Sale of Goods Act 1930 - Sale and Agreement to a Sale - Contract of Sale - Goods - Ascertained and
Identified Goods - Conditions and Warranties - Caveat Emptor Exemptions - Unpaid Seller - Rights and Remedies - Auction
Sales - Transfer and Conditions to Transfer of Goods-Creation of Agency - Types of Agents - Rights and Duties of Principal -
Agents - Rights of Third Parties against Agents - Termination of Agency - Partnership Act 1932-Meaning - Scope of Partnership
- Registration of a Partnership - Kinds of Partners - Rights - Duties of Partners - Dissolution of Partnership.
Learning Outcomes:
● Define the concept of Sale and Executed sale L1

● Relate the importance of Sale with Ownership and Possession L2
● Describe various types and characteristics of the Indian Sale of Goods Act 1930 L3
● Analyse Unpaid seller rights and remedies L4
Unit III Consumer Protection Act 1986 & 2019 No. of Hours - 10
Consumer Protection Act 2019 - Consumer-Commercial Consumer - Basic Rights of Consumers - Consumer Redressal Forum
- Complaints - Procedure of Complaints - Penalties - Latest Amendments
Learning Outcomes:
● Understand the concept of the significance of the Consumer Protection Act 1986 & 2019. L1
● Evaluate the need for consumer education and awareness. L3
● Analyse the Complaint Procedure and Remedies through Act. L4
Unit IV Information Technology Act 2000 No. of Hours - 9
Information Technology Act-2000 - Objectives and Salient Features of Act - Applicability of the Act - Offenses under the Act
- Latest Amendments to Act
Learning Outcomes:
● Understand the Significance of Information Technology. L1

● Evaluate the role and components of the Information Technology Act 1930. L2
● Analyse the scope and issues under Information Technology Act. L3
● Analyse recent developments. L4
Pedagogy tools: Blended learning, Case lets, Video lectures, Guest lectures, Field Visits
Unit V Indian Companies Act 1956 & 2013 No. of Hours - 10
Company Law: Definition and kinds of companies - Formation and advantages of Incorporation of a Company - Memorandum
of Association - Articles of Association - Prospectus - Types of Prospectus - Annual General Meeting - Statutory Meeting -
Dissolution of a Company - Winding up of a Company.
Learning Outcomes:
● Understand the role and significance of Indian company Law. L1

● Evaluate the Statutory components of the company Law. L5
● Evaluate the stages and types of the Companies. L5
● Analyse the Incorporation and Doctrines under the Indian Company Law. L4
-
- On successful completion of this course, students will be able to:
CO1 Student will be able to understand the Business Related concepts, A1,A2&A4
foundations etc.,
CO2 Student will beable to understand Business Law interventions and its A2,A3&A4
impact on Business.
CO3 Students will be able to understand the role of Rules and Regulations A2,A3&A4
framed under the Legal system to run business in judicious way.
CO4 At the end student will be able to uunderstand the purposes, A3, A4
relevance and value of specific Jurisdiction of Business Laws related
with Contracts, Agency, Sales, Company etc.,
CO5 will be able to apply multidisciplinary approach of the case laws to A3, A4
the context
Textbook:
1. Avatar Singh," Business Laws”, Eastern Book Company, Lucknow,2014
Additional Reading and References:

1. Maheshwari & Maheshwari, "Business Laws", Himalaya Publishing Company, New Delhi,2013
2. Akhileshwar Pathak, "Legal Aspects of Business", Pearson, New Delhi, 2014
Journals:
1. Business Law Reports
2. Journal of Institute of Management Accountant
Website(s):
CO-PO Mapping:

CO1 1 1 1 2 1 0 2
CO2 1 1 2 2 2 1 1
CO3 3 2 3 2 2 1 0
CO4 1 2 2 1 1 1 2
APPROVED IN:
SDG Justification:
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent
work for all
*************
MMB 723 Information Systems for Managers L T P J S C
2 2 3
Course Owner Dept. of Business Analytics Syllabus version 1.0
Course Pre-requisite(s) Nil Contact hours 45
Course Co-requisite(s) Nil Date Approved
Alternate Exposure
With information age, lots of data is generated by organization which becomes one of the important asset of
any organization. Usage of information systems to carry on with the organization’s task has become a norm.
Information systems play a major role and is handy tool for a manager to make efficient decision making.
Course Objectivess:
Understand different types of information systems
1. Understand the importance of information system in an organization
2. Appreciate the role of information system in an organization and adopt the same in the business.
3. Perform basic operations in Excel
UNIT - I Title: Introduction to Information System No of Hours: 9

Need of Information in Managing Business; Evolution of Information Systems; Information and Control Systems;
Classification of Information Systems; Business Process Design; Managing Information Systems
Learning Outcomes:
● Understand the need of information in business L2
● Describe information and control system L2
● Understand Business Process Design L2
● Understand how to manage information systems L2
Pedagogy tools: Blended learning,Case let, video lectures, self-reading
UNIT - II Title: Types of Information Systems No of Hours: 9
Introduction to Information Systems; Operations Support Systems; Management Support Systems; Other Types of
Information Systems
Learning Outcomes:
● Understand the concept of information systems L2

● Describe operation support systems L2
● Describe Management support systems L2
● Distinguish different information systems L2
UNIT - III Title Introduction to Excel No of Hours: 9

MS Excel as Spreadsheet based DSS, Basic operations in MS Excel: Worksheet Management, Cell referencing, Building
formulas, Sorting, Filters, Conditional Formatting, Working with Charts
Learning Outcomes:
● Identify different components of Excel L2
● Perform basic operations in Excel L3
● Apply sorting to a given set of data L3
● Apply conditional formatting to a given set of data L3
● Create different types of charts L3
UNIT - IV Title Working with Functions No of Hours: 9

Text Functions, Logical Functions, Lookup Functions, Date and Time Functions, Math and Statistical Functions
Learning Outcomes:
● Apply different text functions L3
● Apply different logical functions L3
● Apply different lookup functions L3
● Apply different math functions L3
● Apply different date and time functions L3

UNIT - V Title What if Analysis and Pivot Tables No of Hours: 9
Data Tables, Scenario Manager, Goal Seek, Pivot Tables and Pivot Charts
Learning Outcomes:
● Distinguish different programs under what-if analysis L2
● Apply data table for a given problem L5
● Apply scenario manager for a given problem L5
● Apply goal seek for a given problem L5
● Apply pivot tables and chart on a given problem L5

CO1 Perform basic operations in MS Excel A1
CO2 Use different built in functions in Excel A1, A2
CO 3 Perform What-if analysis for a business situation A1
CO 4 Write simple macros in VBA A1, A2
CO5 Understand the importance of Business Analytics A2
Textbook(s):
1. Kenneth C Laudon, Jane P Laudon, Management Information Systems, Pearson Education
2. Paul Mcfedris, Excel Data Analysis Visual Blueprint, Wiley
Additional Reading
Reference Book(s):
1. Effy Oz, Management Information Systems, Cengage

Journal(s):
1.
Website(s):
1. https://archive.ics.uci.edu/ml/index.php
2. https://www.kaggle.com/
3. https://data.gov.in/
Practical Experiments
Topics Type(Experiment, Project, Exercise)
Choose an item.
Basic worksheet management Programming Exercise
Working with basic functions Programming Exercise
Working with Lookup functions Programming Exercise
Creating charts in Excel Programming Exercise
Working with What if Analysis Programming Exercise
Working with Pivot tables and charts Programming Exercise
Pedagogy tools: Practical NPTEL Practical
Practical Practical Practical
Components Term End Internal Examination

Examination
1 2 3 4 5 6 7 8 9 10 11 12 13
Marks
Total Marks
Text Books Topics
1: Paul Mcfedris, Excel Data Analysis Visual Blueprint, Wiley All
CO-PO Mapping:

CO1 2 2 0 0 2 2 2
CO2 2 3 0 0 3 2 2
CO3 2 3 0 0 3 2 2
CO4 2 3 0 0 3 2 2
CO5 2 3 0 0 3 2 2
APPROVED IN:
Quality Education
SDG Justification:
The modules and topics mentioned in this course are designed to ensure all-inclusive and
thorough education with equity for all persons and promote learning opportunities at all times.
*********
Semester-II
Sessions Marks
1 MMB702 Core Operations Research 4 4 50 50 100 4

Core
2 MMB704 Financial Management 4 4 50 50 100 4
Core
3 MMB706 Business Research Methodology 3 3 50 50 100 3
Core
4 MMB708 Operations Management 4 4 50 50 100 4
Core
5 MMB710 Marketing Management 4 4 50 50 100 4
Core
6 MMB712 Human Resource Management 4 4 50 50 100 4
Core
7 MMB714 Organizational Communication 3 3 50 50 100 3
8 MMB716 Core Innovation & Entrepreneurship 3 3 50 50 100 3
9 MMB792 Skill Based Semester End VIVA-VOCE 100 100 2

Total 29 29 500 400 900 31

PCDs
Sessions Marks
1 MMB802 Skill Set CBA 1 1 50 50 1
HSMC (H-
2 Value Universal Human Values 1* 50 50 P/F
102)
3 MMB808 Skill Set British English Course (BEC) 1 50 50 1
4 MMB820 Value based Social Project 1 50 50 1
Total 4 200 200 3
● Indicates Non Credit Courses – Mandatory to complete and the student will be awardedPass/Fail but
will not be part of CGPA.
● Credit Indicates the number of hours that requires to be allotted for the course.
MMB 702 Operations Research L T P J S C
4 4
Course owner Dept. of Opertaions Syllabus version 1.0
Alternate Exposure
This course will introduce you to some deterministic and probabilistic models in Operations Research. The course
will focus on mathematical modelling and strong emphasis will be given to model formulation. The deterministic
models include linear programming problems, transportation problems and Assignment’s problems whereas
Game theory, Simulation and Network models are covered in probabilistic models.
Course Objectivess:
1. To familiarize students with the basic concepts, models and principles of the operations research theory.
2. To develop skills in formulating and structuring decision-making problems as mathematical models.
3. To understand the use of software for obtaining solutions of the models formulated and interpretation of results for
better decision making.
4. To use Excel-Solver software to solve the proposed models.
UNIT - I Introduction of Operation Research No of Hours : 8

History and evolution, nature, characteristics, scope, and role of Operations Research in decision making. Management
applications of Operations Research. Introduction to Model Building.
Learning Outcome:
● Recall the historical development of operations research L1
● Explain the nature and characteristic features of operations research L2
● Identify the elements of a decision and various decision-making situations L4
● Apply various models for solving a problem under consideration L3
UNIT - II Linear Programming No of Hours : 14

Basic concepts of Linear Programming, formulation of a Linear Programming, solution by graphical method, simplex method
by maximization case, minimization case (Big-M method), sensitive analysis and duality. Analyzing the solutions through
Excel-SOLVER.
Learning Outcome:
● Define linear programming and its applications L2
● Know the components and formulation of linear programming problem (LPP) L2
● Express the general mathematical model of LPP L3
● Identify Simplex method and conditions for its application L3
● Construct the dual to a given LPP L4
● Illustrate sensitivity analysis L2

No of Hours : 13
UNIT - III Transportation & Assignment Problems
Transportation Problems - Introduction, Basic feasible solutions by various methods: North-West, least Cost and Vogel’s
Approximation. Test for Optimality using MODI method. Assignment Problems – Introduction, Solution using Hungarian
method.
Learning Outcome:
● Identify transportation and assignment problem L2
● Solve initial feasible solution for transportation problems using several methods and optimal solution using L4
MODI method
● Determine how to solve assignment problems using Hungarian method L5
● Handle unbalanced transportation and assignment problems L5
No of Hours : 13
UNIT - IV Game Theory and Simulation
Game theory: Introduction, Two Person Zero Sum Games, Pure Strategies, Dominance Principle, Graphical; Simulation:
introduction, types of simulation, generation of random numbers, Monte Carlo Simulation, and waiting lines.
Learning Outcome:
● Know the commonly observed game models and understand simulation L2
● Understand the principles of two-person zero-sum games L2
● Determine solution to a two-person zero-sum game with no saddle point L4
● Discuss the simulation of a queuing system L4
No of Hours : 12
UNIT - V Network Scheduling by PERT / CPM
Introduction, network and basic components, logical sequencing, rules of network construction, Critical Path Analysis,
probability considerations in PERT, distinction between PERT and CPM.
Learning Outcome:
● Know the use of the techniques of PERT and CPM in project management L2
● Understand the concept of project network L2
● Know the basic difference between PERT and CPM network techniques L5
● Explain the rules of network construction L2
● Construct network diagrams with single and three time estimates of activities involved in a L4
project

CO1 Identify the roles and responsibilities of operations managers in different A1, A3
organizational contexts
CO2 Identify and formulate operations research models that represent real A1, A4
world problems
CO3 Understand the mathematical tools that are needed to solve decision A1, A2, A3
making problems
CO4 Use Excel-Solver software to solve the proposed models. A3
CO5 Develop reports that describes the model and the solving technique, analyze A3, A4
the results and propose recommendations to the decision-making processes
Textbook(s):
1. Quantitative Techniques in management (5e) – N D Vohra, TMH.
Additional Reading
Reference Book(s):
1. Introduction to Operations Research- Hillier, F. S. and Lieberman, G. J. (8th ed.), New York: McGraw-Hill.
2. Quantitative Techniques for Managerial Decisions- Sharma, McMillan.
3. Operations Research: An introduction-Taha, H., Pearson Education.
4. Introduction to Management Science – Anderson, Sweeney & Williams.
5. Quantitative methods for Business, Anderson et. al. 12e, Cengage
6. Operations Research Theory and Applications – J K Sharma.
Journal(s):
1. Mathematics of Operations Research, Publisher INFORMS
2. Operations Research, Publisher, Publisher INFORMS
Website(s)
1. https://www.theorsociety.com/
2. https://www.informs.org/
CO-PO Mapping:
CO1 2 2 1 1 1 1 2
CO2 3 3 2 2 1 1 2
CO3 2 3 1 1 1 1 2
CO4 2 3 1 1 2 1 2
CO5 3 3 2 1 1 1 2
APPROVED IN:
SDG Justification:
**********
MMB 704 Financial Management L T P J S C
4 4
Course Owner Dept of Finance Syllabus version 1.0
Alternate Exposure
This course is designed to provide fundamental knowledge on financial management. The course will introduce
learners to - planning and acquisition of funds; effective utilization and allocation of the funds received or
acquired; and distribution of profits in a business.
Course Objectives:
1. To introduce time value of money and risk return trade off.
2. To familiarize students with assumptions and concepts underlying the decision making.
3. To impart knowledge on capital structure, capital budgeting, working capital and dividend decisions.
4. To impart critical thinking skills in the area of capital budgeting and capital structure
UNIT - I Title: Introduction to Financial Management No of Hours : 10

Nature, Scope, Goals and organization of finance function -The finance function and its interlinkages with other functional
areas of management -Finance Vs Accounting, Corporate Finance Vs Financial Management - Time value of money – PV
and FV in case of lumpsum, Annuities and Uneven Cashflows- Introduction to measurement of Risk and Return.
(Numerical Problems)
Learning Outcomes:
● Solve problems on future value of money in the context of personal finance L
3
● Solve problems on present value of money in the context of personal finance including L
calculation EMIs. 3
● Comprehend the linkage of finance function with other functions L
2
● Discuss the risk and return in the context of personal investment decision L
2
Pedagogy tools: Blended learning, Case let, video lectures, self reading
UNIT - II Title: Cost of Capital and Capital Structure No of Hours :13

Cost of Capital and Capital Structure (Financing Decision): Sources of Finance for Business
–Classification of markets- Concept of Cost of Capital –Cost of equity, debt and WACC- Theories of Capital Structure –
Factors affecting Capital Structure Decision- Introduction to leverage- Types of leverages and Measurement. (N.P)
Learning Outcomes:
● Solve for Cost of Equity, Debt and Preference capital L3
● Propose the capital structure alternative using 1) EBIT and EPS approach 2) WACC L5
● Comprehend the theories of capital structure L2
● Analyze operating, financial, and combined leverages for decision making L4
● Identify the sources of Long term and Short term finance L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading
UNIT - III Title : Investment Decision No of Hours :14
Investment Decisions (CAPEX): Phases of Capital Expenditure Decisions, Capital Budgeting Process - Estimating cash flows for
capital budgeting - Capital Budgeting Techniques for decisions making – Introduction to Risk Adjusted Capital Budgeting
Techniques ( N.P)
Learning Outcomes:
● Analyze using capital budgeting techniques for decision making L4
● Estimate cashflows for capital budgeting decisions L3
● Comprehend the phases in capital expenditure decisions L2
UNIT - IV Title: Working Capital Management No of Hours:13

Working Capital Management: Meaning of Working capital – Factors influencing working capital – Estimating working
capital requirement- Managing various components of Working Capital: Cash and Marketable securities management;
Accounts Receivable and inventory management- EOQ- Reorder levels – Inventory cycle - Operating cycle – Cash
Conversion cycle – Sources of financing working capital (N.P)
Learning Outcomes:
● Estimate working capital requirement L3
● Prepare Cash Budgets L5
● Propose a credit policy using the accounts receivable information L5
● Solve for Operating cycle, Cash Conversion Cycle L3
● Understand the factors influencing working capital management L2
UNIT - V Title: Dividend Decision No of Hours:10

Dividend Decisions: Factors influencing dividend decisions-Classification of dividends – Theories of Dividend –Walters
and Gordon Model- MM Model.(N.P)
Learning Outcomes:
● Comprehend factors influencing dividend decisions L2
● Understand the classification of dividend and their influence on EPS L2
● Illustrate the use of Gordon and Walters Model for dividend decision L3
● Distinguish the assumptions of relevance and irrelevance approach L4
Textbook(s):
1. I.M. Pandey, Financial Management, Vikas Publication House, New Delhi
2. James C Van Horne and Sanjay Dhamija, Financial Management and Policy, 12th Edition, Pearson Publications
3. Richard A Brealey, Stewart C Myers, Franklin Allen and Pitabas Mohanty, Principles of Corporate Finance, Tata
McGraw Hill, New Delhi
CO1 Understanding of terminologies and concepts of financial A1,A3

management
CO2 Apply measures of cost of capital/ solve problems on time value of A2

money
CO 3 Analyze information and construct a statement of cashflows in capital A3,A4

budgeting, estimate WACC, estimate Working Capital Requirement
CO 4 Make use of dividend models, capital structure theories for decision A3,A4
making
CO 5 Evaluate alternative capital budgeting techniques for decision making A3, A4
Additional Reading
Reference Book(s): (All latest editions preferable)
1. Jonathan Berk, Peter DeMarzo, and Ashok Thampi, Financial Management, Pearson Education in
South Asia,
2. Prasanna Chandra, Financial Management Theory and Practice, Tata Mcgraw Hill Publishing Company Ltd.,
New Delhi.
3. Damodaran, Corporate Finance Theory and Practice, John Wiley & Sons
4. Rajiv Srivastava and Anil Misra, Financial Management, Oxford University Press
5. James C Van Horne, and John M. Wachowicz, Fundamentals of Financial Management, PHI
6. Financial Management, M Y Khan and P K Jain (8th ed.) McGraw Hill
Journal(s):
1. Indian Journal of finance
2. Journal of finance
3. The Review of Financial Studies
Websites:
1. https://ocw.mit.edu/courses/sloan-school-of-management
2. Corporate Finance - Course (nptel.ac.in)
CO-PO Mapping:
CO1 1 0 0 0 0 1 0
CO2 0 1 0 3 0 0 2
CO3 0 0 2 1 0 1 0
CO4 0 3 0 0 1 0 2
CO5 3 2 0 2 1 2 1
APPROVED IN:
BOS : ACADEMIC COUNCIL NA
Promote sustained, inclusive and sustainable economic growth, full and productive employment and
SDG Justification:
Promote development-oriented policies that support productive activities, decent job creation,
entrepreneurship, creativity, and innovation, and encourage the formalization and growth of micro-,
small- and medium-sized enterprises, including through access to financial services. Strengthen the
capacity of domestic financial institutions to encourage and expand access to banking, insurance and
financial services for all.
*******
MMB 706 Business Research L T P J S C
Methodology
3 3
Course owner Dept of Operations Syllabus version 1.0
Alternate Exposure
Research methodology is the systematic and scientific method of how to review and research a topic. It starts
with identification of the problem and continues with sample design, data collection, analysis and report. It is
extensively used to find a solution to a problem and enhance knowledge. Continuous growth is one of the key
challenges for business, which needs innovative ideas and solutions to stagnation in growth. Research is a
valuable tool for businesses to identify potential avenues for growth and solutions to problems. Understanding
the methodology to be adopted when researching is, therefore, very crucial for businesses.
Course Outcomes:
To understand the formulation of research problem and hypotheses
1. To learn critical analysis, problem solving and research skills
2. To enable students to understand the rationale for using a particular qualitative and quantitative research method
3. To enable students to understand various methods to select appropriate research designs and methods to
investigate their chosen research problems
UNIT - I Introduction to Research Methodology No of Hours : 7

Importance of research methodology, types of research methods, research process, identification of the problem,
hypothesis formulation, types of research design.
Learning Outcome:
● Demonstrate knowledge on addressing management problems through business L2
research methods
● Interpret, define and formulate research problems, hypothesis that can be tested L3
● Analyze the nature of business research and type of research L4
Pedagogy tools: Blended learning, Pre-class reading, flipped classroom, Video Lectures
UNIT - II Sample design No of Hours : 9

Census Vs Population, determination of sample size, sampling techniques- data collection - primary data, secondary data-
methods of collecting primary data: Interview, observation techniques, and questionnaire, and Sources of secondary data.
Guidelines and design of questionnaire: Levels of measurement scales and scaling techniques.
Learning Outcome:
● Explain different types of sampling techniques L2
● Analyze different sources of primary and secondary data L4
● Design a survey using different data collection methods and tools L4
Pedagogy tools: Blended learning, Pre-class reading, flipped classroom
UNIT - III Data Processing & Reporting writing No of Hours : 11

Data processing: Editing, coding, classification, tabulation, diagrammatic and graphical representation of the data using
Excel/SPSS; Interpretation; Report Writing – Importance of Report, types of reports, report preparation – report format,
report writing, guidelines for tables and graphs; presentation of reports.
Learning Outcome:
● Analyze data using different methods and tools L4
● Analyze and interpret the results of statistical tests L4
● Evaluate and prepare a structured business research report L5
Pedagogy tools: Blended learning, Pre-class reading, flipped classroom
UNIT - IV Hypothesis Testing & Parametric tests: No of Hours : 12

Components of hypothesis, Hypothesis testing procedure, parametric tests Z test, t distribution (single, independent, paired
sample tests), ANOVA - one way and two ways test. (With numerical Problems)
Learning Outcome:
● Explain the process of hypothesis testing L2
● Apply different statistical methods to test hypothesis L3
● Analyse and testing the hypothesis using parametric tests L4
Pedagogy tools: Blended learning, Numerical problems & Solving, Pre-class reading, flipped classroom
UNIT - V Non-Parametric tests & Multivariate Analysis No of Hours : 8

Non-Parametric tests- Chi-Square test, Mann-Whitney 'U' test, Kruskal-Wallis test (with numerical Problems). Introduction to
multivariate analysis, discriminant Analysis, factor analysis (only theory and application)
Learning Outcome:
● Differentiate parametric and non-parametric tests and its applications L2
● Analyze and testing the hypothesis using non-parametric tests L4
● Demonstrate knowledge in application of multivariate techniques in business situations. L2
Pedagogy tools: Blended learning, Numerical problems & Solving, Pre-class reading, flipped classroom
Course Outcomes (COs) Assessment
CO1 Demonstrate their knowledge on addressing various management A1, A3
decision process through business research.
CO2 Demonstrate their skill to apply different research techniques in a A3
scientific manner to assist the management for proper decisions on
functional aspects.
CO3 Acquire knowledge in generating and handling data with the help of A3
statistical software to draw meaningful conclusions and suitable
suggestions.
CO4 Conduct field based surveys either for problem identification or A2
problem solving management issues.
Textbook(s):
1. Ranjith Kumar, Research Methodology- A step by step guide for beginners, SAGE publishers, Latest Edition.
Additional Reading
Reference Book(s):
1. Malhotra, N. (2019). Marketing Research: An Applied Orientation, 7th Edition, Pearson Education Limited.
Journal(s):
1. Journal of Business Research, Elsevier
Website(s):
CO-PO Mapping:
CO1 3 3 2 2 2 2 2
CO2 3 3 2 2 2 2 2
CO3 3 3 2 2 2 3 2
CO4 3 3 2 2 2 2 2
CO5

APPROVED IN:
SDG Justification:
The modules and topics mentioned in this course are designed to promote sustained, inclusive and
sustainable economic growth, full and productive employment and decent work for all

*********
MMB 708 Operations Management L T P J S C
4 4
Course owner Syllabus version 1.0
Course Pre- NIL Contact hours 60
requisite(s)
Alternate Exposure
Operations Management (OM) is concerned with the management of resources and activities that
produce and deliver goods and services for customers. Efficient and effective operations can provide an
organization with major competitive advantages since the ability to respond to customer and market
requirements quickly, at a low cost, and with high quality, is vital to attaining profitability and growth through
increased market share. Therefore, this course is designed to:
● Understand the process model of operations that describes inputs being transformed into outputs within the
boundary of an operations system.
● Know the role of operations managers, in particular the importance of focusing on suppliers and customers who
are outside this boundary, as well as on other aspects of the operations system's external environment.
Course Outcomes:
Understand the basics of operations management using manufacturing and service examples.
1. Identify the roles and responsibilities of operations managers in different organizational contexts.
2. Apply the planning and control concepts for decision-making
3. Analyze the operations to identify areas for improvement
4. Evaluate strategies for improvement in manufacturing and service contexts
UNIT - I Introduction to Operations & Operations Strategy No of Hours: 12

Introduction to Operations Management- Scope, Need, Input-Process-Output Model, Nature of Operations, Goods Vs.
Services, Four Vs, Five Performance Objectives, Operations Strategy and its Formulation.
Learning Outcomes:
● Explain the role of operations management in an organisation L2
● Articulate the dimensions that make up the operations management L2
● Analyse the nature of operations and types of output L4
● Evaluate the crucial role of operations management in organisational success L5
● Apply different strategies for various businesses L3
Pedagogy tools: Blended learning, case study, video lectures, self-reading
UNIT - II Designing Operations No of Hours: 12

Designing Products and Services: Product Development, Sequential vs Concurrent Design. Process Design: Manufacturing
and Service Process Types, Service Delivery Systems. Facilities Location – Location Decision Relevant Factors.
Learning Outcomes:
● Articulate the designing of various product and services L2
● Explain the process of product development L2
● Evaluate the advantages of concurrent design L5
● Analyse the factors that influence the choice of layout L4
● Analyse the facilities location L4
UNIT - III Planning and Control of Operations – I No of Hours: 12

Layout Planning - Types of Layout, Implications for Layout Planning, Layout Design. Dependent and Independent Demand,
Strategies to Meet Demand, Loading – Finite and Infinite, Sequencing, Capacity Planning.
Learning Outcomes:
● Analyse the process of layout planning L4
● Illustrate the implications of dependent and independent demand L2
● Evaluate strategies to meet demand L5
● Explain the planning and control activities L2
● Apply sequencing and capacity planning techniques L3
UNIT - IV Planning and Control of Operations – II No of Hours: 12

Aggregate Production Planning (APP) - Strategies, Master Production Scheduling – Linkages with APP. Evolution of ERP –
Developing MRP Logic - Bill of Materials (BoM), Lot Sizing Rules, Inventory Management.
Learning Outcomes:
● Explain aggregate production planning L2
● Apply master production scheduling L3
● Illustrate the evolution of ERP L2
● Explain MRP logic and bills of materials L2
● Apply inventory management techniques L3
UNIT - V Quality Management No of Hours: 12

Introduction to Quality and its Characteristics, Quality Philosophy – Perspectives from WE Deming, PB Crosby and JM Juran,
Quality Assessment Models and Frameworks – EFQM and ISO9001, Service Quality, BPR vs Continuous Improvement –
Introduction to TQM, Lean and Six Sigma.
Learning Outcomes:
● Illustrate the need for quality and its characteristics L2
● Apply quality philosophy L3

● Explain the perspectives from WE Deming L2
● Evaluate the differences between BPR and continuous improvement L5
● Analyse lean and six sigma tools and its applications L4
CO1 Understand the basics of operations management using A1, A3, A4

manufacturing and service examples.
CO2 Identify the roles and responsibilities of operations managers in A1, A2, A3, A4
different organizational contexts.
CO3 Apply the planning and control concepts for decision-making A2, A3& A4
CO4 Analyze the operations to identify areas for improvement A3, A4
CO5 Evaluate strategies for improvement in manufacturing and service A3, A4

contexts
Textbook(s):
1. Mahadevan B. Operations Management: Theory and Practice, Third Edition.
Additional Reading
Reference Book(s):
1. Slack, N., Brandon_Jones, A. and Johnston, R. (2014), Essentials of Operations Management, 1st Indian Ed., Pearson
Education Limited.
2. Hill, A. and Hill, T. (2011), Essential Operations Management, Palgrave Macmillan: Basingstoke.
Journal(s):
1. International Journal of Logistics Management, Emerald publisher.
2. Benchmarking: An International Journal.
Website(s)
1. www.poms.org
CO-PO Mapping:
CO1 3 0 0 0 0 1 3
CO2 3 2 0 3 2 1 1
CO3 0 3 3 0 2 0 2
CO4 3 0 3 2 2 1 1
CO5 0 0 0 0 0 1 3
APPROVED IN:
BOS : NA ACADEMIC COUNCIL NA
SDG No. & Statement NA
NA
SDG Justification:
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
Strengthen the means of implementation and revitalize the Global Partnership for Sustainable
Development.

********
Course Code Course Title L T P J S C
MMB 710 Marketing Management 4 4
Course Owner Dept of Marketing Syllabus version 1.0
Alternate Exposure
Marketing helps to communicate the value of a product or service to the consumer, with an aim to sell the
product. Marketing Management is a discipline focused on the application of marketing techniques and the
management of marketing resources and activities. It is important to gain insights into the dynamic nature of
the markets and the ways and means to manage them, using theoretical knowledge and its applicability on the
field. The importance of the 4 Ps of Marketing, i.e. Product, Pricing, Promotion and Place can never be
undermined.
This course provides an overview of marketing processes and marketing principles, and provides students with
the opportunity to apply the key concepts to practical business situations
Course Outcomes:
To explain the conceptual framework of marketing and its applications in “the real world
1. To apply marketing concepts to make business decisions under various environmental constraints
2. To illustrate the functionality and application of elements of Marketing Mix
3. To create a suitable Marketing plan for a product
4. To assess the range of common strategies used, with each of the various promotional mix tools
UNIT – I Introduction to Marketing No of Hours: 12 hours
Nature, Scope, functions and importance of Marketing – Marketing concepts -Philosophies of Marketing. The
environment of marketing –macro and micro components
Learning Outcomes:
● To familiarize students with evolution and concepts of marketing concepts L1
● Appreciate the various philosophies of marketing L2
● Analyze the marketing environment L2
● Classify the different components of micro and macro environment. L3
● Understand the scope and functions of marketing. L2
UNIT – II Building Customer value, Satisfaction and loyalty No of Hours: 12 hours
Buyers’ behavior – consumer verses organizational -Factors influencing buyer behavior – The Buying Decision
Process: The Five-Stage Model - Segmenting, Targeting and Positioning - Concept of Market Segmentation, Bases
and Levels of Segmenting Consumer Markets, Effective segmentation criteria, Evaluating and Selecting Target
Markets. Targeting (T), Positioning (P) Value Proposition and USP
Learning Outcomes:
● To familiarize students to the concepts of buyer behavior L1
● To understand the buying decision making process L2
● Understanding various bases of segmenting consumer markets L2
● Describe effective segmentation criteria L2
● Analyze the implementation of Targeting and positioning L4
UNIT - III Marketing mix No of Hours: 12 hours
Elements of the marketing Mix – four P’s, extended 7 P’s of services. Product Decisions: Concept of a product;
Classification of products; Major product decisions; Product line and product mix; Product life cycle; New
product development and consumer adoption process
Learning Outcomes:
● To familiarize students to the concepts of marketing mix. L1
● To understand the extension of the 4Ps to the 7Ps. L2
● Understanding the major product decisions L2
● Describe the new product development process L2
● Analyze the consumer adoption process L4
UNIT - IV Price No of Hours: 12 hours
Factors influencing pricing - Pricing Objectives - Methods of Pricing - Channels of Distribution: Definition -
Need - Types of channels, channel conflicts- types - channel management
Learning Outcomes:
● To familiarize students to the factors influencing pricing. L1
● To understand the objectives of pricing. L2
● Understanding the methods of pricing L2
● Describe the channels of distribution L2
● Analyze the channel management ways and handle channel conflicts L4
UNIT - V Promotion No of Hours: 12 hours

Nature and Importance of promotion - Promotion Mix - Managing Advertising, Sales Promotion, Personal
Selling, Public Relations and direct marketing - Integrated Marketing Communication (IMC)-Role of technology
in promotion –social media marketing –Recent trends – Green marketing
Learning Outcomes:
● To familiarize students to the importance of promotion. L1
● To understand the concept of promotion mix. L2
● Understanding the different elements of promotion mix. L2
● Describe the role of technology in promotion. L2
● Analyze Integrated Marketing Communication (IMC) and recent trends in marketing L4

Have an insight into the basic marketing concepts, the role of
CO1 A1
marketing in the organization.
Understand issues of marketing with an emphasis on
CO2 learning to develop responsive marketing strategies that meet A3
customer needs
Get acquainted with the components of marketing mix, stages in
CO3 A3 & A2
new product development
Analyze the objectives and methods for pricing products and
CO4 A3 & A2
selecting channel members
CO5 Evaluate the techniques of promotion mix. A2
Textbook(s):
1. Principles of Marketing by Philip Kotler, Gary Armstrong and Prafulla Agnihotri
2. Marketing Management by Ramaswamy and Namakumari
Additional Reading
Newspapers and Market reports
Reference Book(s):
1. Tapan K.Panda, Marketing management text and cases: Indian Context, Excel Books, 2019
2. Michael D. Hutt, Dheeraj Sharma, Thomas W. Speh, B2B marketing: a south - Asian perspective, 11th ed, Cengage
Learning, 2020
Journals:
● Journal of Advertising.
● Journal of Consumer Research.
Website(s):
CO-PO Mapping:
PO1 PO 2 PO 3 PO 4 PO 5 PSO1 PSO2
CO1 2 2 0 3 1 1 0
CO2 1 0 0 3 1 1 0
CO3 3 2 3 3 1 2 0
CO4 3 1 1 3 1 1 0
CO5 3 2 1 3 1 0 0
Target Level 11 8 5 15 5 5 0
********
Course Code: MMB712 L T P J S C
Course Title Human Resource Management 4 0 0 0 0 4
Course Owner: Dept. of HRM Syllabus version 1.0
Course Prerequisite(s) Organisational Behaviour and Contact hours 56

Management Theory and Practice
Alternate Exposure ;
The purpose of this course is to help students to understand the basic principles and techniques of Human Resource
Management. The course takes a practical view that integrates the contributions of the behavioral sciences with the
technical aspects of implementing the HR function in the real world. This basic understanding of HRM is essential for the
student when he enters diverse workplaces. The key objective of this course is to give an understanding that HR
Management is more than just accepting employment applications and keeping records; it is a central and strategic
organizational activity of increasing complexity and importance.
Learning Objectives
1. Comprehend in-depth the theoretical framework and the basic principles of HRM.
2. Comprehend in-depth functions of HRM (Job analysis, manpower planning, and recruitment, selection,
onboarding, training & development, appraisal, compensation).
3. Apply the principles and techniques of HRM gained through this course to the discussion of major personnel
challenges and the solution of typical case problems
Unit I: Introduction No. of Hours: 10
Introduction - Fundamentals Of HRM - The Nature And Scope Of HRM - Evolution Of HRM
Models of HRM -The Formbrun -The Harvard Model - The Guest -The Warwick-Dave Ulrich Model
Functions and Role of HR Manager - Skills for HR Professionals - Challenges of HRM.
Learning Outcomes: After completion of this unit, the student will be able to
1. Identify the difference between the traditional view of human resource management (HRM) and the present
view. L1
2. Describe the HR challenges and Skills L2
3. Understanding alternative approaches to managing human resources and appreciating the diversity of factors
that motivate workers L5
Pedagogy tools: Blended learning, Case, video lectures, self-reading, corporate reports, and online tools for right
engagement. (Mentee-Mentor, Kahoot)
Unit II: Procurement No. of Hours: 12

Procurement - Job Analysis - Process of Job Analysis, Job Description and Job Specification, Job Design Steps in job design,
contemporary issues in Job Design - Job Evaluation - Methods of Job Evaluation Human Resource Planning, Importance,
HR Planning Process - Recruitment - Nature, Sources of Recruitment - Latest Methods of Recruitment - Selection -
Significance of Selection - Selection Process, Barriers of selection - Onboarding process
Learning Outcomes: After completion of this unit, the student will be able to:
1. Describe the process of workflow analysis and identify why it is important to HRM. L2
2. Briefly discuss the major challenges and constraints involved in the recruiting process. L3
3. Understands various steps in the selection process and why it is so important to the organization.
L1
Pedagogy tools: Caselet, video lectures, self-reading, TED talks, Online dashboards for recruitment and selection, Guest
lectures.
Unit III: Development No. of Hours: 12
Development: Training - Need, Training Process – Designing the Training Program - Methods of Training, the Difference
between Training and Development Career Development, Roles for Career Development - Performance Appraisal –
Objectives Methods of Performance Appraisal.
1. Understands various steps in the selection process and why it is so important to the organization. L1
2. Describe the concepts of gamification, digital learning, and micro-learning, and the reasons that they have
become more critical in today’s organizations. L5
3. Identify the difference between performance management and performance appraisals. L2
4. Identify some of the common problems, and how to avoid the problems, with performance appraisals.
L2
Pedagogy tools: Caselet, video lectures, self-reading, Online survey and assessment, HR executive Interviews.
Unit IV: Compensation and Maintenance No. of Hours: 12

Compensation and Maintenance: Compensation - Meaning, Components of Compensation, Ideal Compensation System
Factors Influencing Employee Compensation, Pay Rates, Basic and Supplementary Pay Executive Remuneration,
Components of Executives pay, Trends in Executives’ Pay
Employee Safety, Need for safety, Safety Standards -Types of Accidents, Health - Physical and Mental Health, Work Stress.
1. List various factors determining pay rates L1
2. Understand the difference between basic and supplementary compensation L2
3. Analyze the role of the supervisor in employee safety and minimize accidents at the workplace L4
Pedagogy tools: Caselet, Video lectures, Self-reading, Minor Survey and Report Writing, Report Analysis and Trend
Analysis on Compensation, Industrial Visit to know about the safety standards
Unit V: Integration and Separation No. of Hours: 12

Integration and Separation - Employee Wellbeing - Happiness Factor, Quality of Work Life.
Collective Bargaining - Process of Bargaining - Separation - Types of Separations - Rightsizing - Exit Interview
1. Understands how QWL program helps for organization effectiveness L4

2. Discuss the impact of downsizing on the organization and employees L3
3. Describe the laws that impact union and management relations L2
Pedagogy tools: Caselet, Video lectures, Self-reading, Roleplays, Group discussions, Discussions with Union/Welfare
officer for industry exposure
CO1 Understand the fundamentals, evolution & challenges of HRM A1,A2,A3
CO2 Explore the role of HRM in procurement of human resources A2, A3
CO3 Evaluate training needs, methods of appraisal and perceptual errors A3
CO4 Analyze the basic factors in designing the compensation A1, A3
CO5 Evaluate the process of integration and separation for quality of work life A1, A3
Textbook(s):
1. Gary Dessler & Biju Varkkey, "Human Resource Management", Pearson, New Delhi, 16th edition.
2. George W Bohlander, Scott A Snell, “Principles of Human Resource Management”, Cengage Learning, 2017.16th
edition.
3. Aswathappa, K., Human Resource and Personnel Management: Text & Cases, TMGH
4. Subba Rao, P., Personnel and Human Resource Management (Text & Cases), Himalaya
Additional Reading
5. Edwin B Flippo, "Personnel Management", Tata McGraw Hill Publishing, New Delhi, 1984
6. John H. Bernardin, "Human Resource Management - An Experiential Approach", Tata McGraw Hill, New Delhi,
2013
7. Mirza, Saiyadain, "Human Resource Management", Tata McGraw Hill, New Delhi, 2013 •Gary Journal(s)
8. Harvard Business Review, Harvard Business School Publication USA
9. People Matters online Magazine
10. Human Capital Magazine
CO-PO Mapping:
CO1 1 3 2 2 1 1 3
CO2 1 2 1 2 3 1 2
CO3 1 2 1 2 1 1 2
CO4 2 1 1 2 1 2 2
CO5 2 1 0 1 0 1 2
APPROVED IN:
SDG Justification:
decent work for all
0=No Relevance;1=LowRelevance;2=Medium Relevance;3=High Relevance
********
Course Code: MMB 714 L T P J S C
Course Title: Organizational Communication 3 0 0 0 0 3
Course Owner Dept of HRM Syllabus version 1.0
Course Prerequisite(s): Organizational Behavior, Management Contact hours 49

Theory and Practice
Course Co-requisite(s): Date Approved
Alternate Exposure:
The focus of this paper is to make the students understand organizational communication, the impact of interpersonal
relationships on interpersonal communication, to gain a perspective on the Management process and its dependence on
communication.
Course Outcomes:
1. To understand the fundamentals of interpersonal communication and interpersonal relationships.

2. To explore the communication-process model to understand the variables of organizational communication.
3. To evaluate the three models of interpersonal communication for effective communication.
4. To analyze the dynamics of power, barriers to communication, and interpersonal influence within the context of the
organizational hierarchy.
UNIT-1 Introduction No of Hours: 10
Functions of Communication – Control, Motivation, Emotional Expression, Information – Communication Process – Formal
and Informal Communication – Directions of Communication – Downward, Upward and Lateral – Formal Small Groups
Network and Grapevine – Oral, Written and Nonverbal Communication – Channel Richness and Choice of Communication.
Communication and Management - The Paradox of Human Communication - Problems with Multiple Messages – Problems
with Differences in Language and Meaning – The Management Process and Communication – Planning, Organizing,
Directing, Controlling -Interdependence of Management and Communication.
Communication as a process – Source-Encoder, Message, Channel, Receiver-Decoder – The Nature of the Human
Communication Process – Semantic Noise and Semantic Receivers -
Achieving effectiveness in Human Communication - The Concept of Richness
Learning Outcomes:
1. Understand the fundamentals of communication ∙ L2
2. Analyse the significance of communication in management ∙ L4
3. Analyse communication as a process L4
Pedagogy tools:
Blended learning, Lectures, experiential exercise, role play, videos, presentations, and guest lectures will comprise the
delivery of the course.
Case Method - Classroom presentations and Case Reports. Lectures are designed to supplement and go beyond the
assigned readings.
UNIT - II Management of Interpersonal Communication No of Hours: 12
Intrapersonal Foundations for Communication – Managing Motivation to Influence Interpersonal Communication – The
Need for Inclusion, The Need for Control, The Need for Affection -
Interpersonal Perception Upon Communication – Interpersonal Perception and Superior-Subordinate Relations;
The Role of Emotions in Interpersonal Communication – Fear in Interpersonal Communication, Anger in Interpersonal
Communication.
Learning Outcomes:
1. Understand the intrapersonal variables of communication ∙ L2

2. Evaluate the role of motivation, perception, and emotions in interpersonal communication ∙ L4
Pedagogy tools: Blended learning, Lectures, experiential exercise, role play, videos, PowerPoint presentations, guest
lectures will comprise the delivery of the course.
Case Method - Classroom presentations and Case Reports.
Lectures are designed to supplement and go beyond the assigned readings.
UNIT - III Models for Understanding Interpersonal Relationships No of Hours: 12
Exchange Theory as a Model for Interpersonal Communication;

Johari Window as a Model for Interpersonal Communication;
Transactional Analysis as a Model for Interpersonal Communication
Learning Outcomes:
1. Understand the various models of understanding Interpersonal relationships ∙ L2
2. Apply the models for understanding interpersonal relationships L3
UNIT - IV Barriers to Communication No of Hours: 10

Power Differences as a Barrier to Communication – Power Tactics – Taking Counsel, Manoeuvrability, Complete
Communication, Compromise, Negative Timing
Language as a barrier to communication
Communication which Provokes Defensiveness – Evaluative, Dogmatic, Communication which implies Superiority, and
Manipulative Communication.
Gateways to Communication – Interpersonal Trust - Listening - Feedback - Nonverbal Communication – Non-Directive
Counselling.
Learning Outcomes:

1. Identify the barriers to effective communication . L3
2. Understand the different approaches to communication that provokes defensiveness ∙ L2
UNIT - V: Communication for Interpersonal Influence No of Hours: 5
Interpersonal Influence – The Influence Process – Influence of Behavior through Shaping, Influencing Behavior through
Modelling, Influencing through Counselling and Coaching, Personal Influencing, Influencing through participation,
Influencing through Changing the Work Environment
Resistance to Change – The Process of Changing Attitudes and Behavior – Lewin’s Three-Step Change Model
Organizational Limitations to Interpersonal Influence
Learning Outcomes:

1. Understand the process of influencing ∙ L2
2. Understand the concept of resistance to change ∙ L2
3. Analyse the process of changing attitudes and behavior ∙ L4

CO1 Understand the fundamentals of interpersonal communication and A1,A2,A3
interpersonal relationship
CO2 Explore the communication-process model to understand the A1,A2, A3
variables of organizational communication
CO3 Evaluate the three models of interpersonal communication for A1, A3
effective communication
CO4 Analyze the dynamics of power, barriers to communication and A1,A2, A3
interpersonal influence within the context of the organizational
hierarchy
Textbook(s):
1. Wofford, Gerloff, and Cummins, Organizational Communication – The Keystone to Managerial Effectiveness, McGraw
Hill, 1977
Additional Reading:
1. Bovee & Thill, Business Communication, Pearson Education, 2019
2. Lesikar & Flatley, Basic Business Communication – Skills for Empowering the Internet Generation,
9th Edition, McGraw-Hill, 2019
Journal(s):
1. Asia Pacific Journal of HRM, Asia Pacific Institute of Management, New Delhi.
2. GITAM Journal of Management, GITAM University, Visakhapatnam.
3. Harvard Business Review, Harvard Business Publishing Co., USA.
4. HRD Times, National HRD Network, Hyderabad.
Website(s):
CO-PO Mapping:
CO1 3 1 0 0 0 1 3
CO2 3 3 1 1 3 1 2
CO3 1 1 1 0 3 1 2
CO4 0 0 3 0 3 2 2
CO5 2 1 0 1 0 1 2
APPROVED IN:
SDG Justification:
Promote sustained, inclusive, and sustainable economic growth, and full productive employment and
decent work for all
************
MMB 716 Innovation & 3 3
Entrepreneurship
Course Owner Prof.P.Manjushree / Dr. Syllabus 1.0
I.Bangar Raju version
Course Pre- Venture Development Contact hours
requisite(s)
Course Co- Business Environment Date Approved
requisite(s)
Alternate Exposure
Course Description
The process of converting ideas into a viable business proposition is a critical factor in today's economy.
Entrepreneurship is a structured and dynamic process that involves creativity, risks, and meticulous planning.
This course aims to lay a foundation and basic understanding of the Entrepreneurial framework and develop
the competency to think and act entrepreneurially. Entrepreneurship in practice involves acquiring the
necessary skills, competencies, and action-based activities.
Learning Objectives:
This course aims to enable the students to know how the innovations, opportunities, and ideas convert into a
new business.
● To know various theories of entrepreneurship and trends.

● To generate new business ideas from various sources.
● To identify various issues and challenges in starting a new venture.
● To know the elements of a business plan and designing a business model.
● To compare and contrast the entrepreneurship practices in the family business and social enterprise
UNIT - I Title-Entrepreneurship Theory & Identification of Trends No of Hours :8

Entrepreneurship Theory & Identification of Trend - Internal & External business environment, Theory of
Entrepreneurship, Evolution of Entrepreneurship, Approaches to Entrepreneurship, Entrepreneurial process,
Entrepreneurial mindset, Entrepreneurial characteristics, Trends in Entrepreneurship Research , Corporate
Entrepreneurship and Innovation, Intrapreneurship .
Learning Outcomes:
● Describe various aspects of the entrepreneurial process and approaches L1
● Analyse the environmental factors promoting entrepreneurship L3
● Differentiate various types of entrepreneurships L1
● Recognize the traits and mind-set of an entrepreneur L4
● Evaluate the trends in entrepreneurship research. L5
Pedagogy tools: :Blended learning, Case discussion, Group Discussion, video lectures, self-reading
UNIT - II Title : Innovation, Opportunity IdentificationNo of Hours:8
Innovation and Opportunity Identification - Opportunity Identification - Entrepreneurial imagination and
creativity,Design Thinking - Ideation and Idea Selection - Innovation and the Entrepreneur - The Innovative
Process, Types of innovation, Principles of Innovation,Frugal Innovation, sources of innovative ideas,
Parameters for internal evaluation of an idea, Minimum Viable Product.
Learning Outcomes:
● Identify new business opportunities L3

● Recognize various types of innovations L3
● Critically evaluate the benefit of innovation in various scenarios L2
● Identify the problem in the given business scenarios to find a solution L5
● Evaluate an idea’s Minimum Viability requirements L4
Pedagogy tools: :Blended learning, Case discussion, Group Discussion, video lectures, self-reading
UNIT - III :Title New Venture Creationand legal issues of entrepreneurNo of Hours : 10
Title New Venture Creation and legal issues of entrepreneur -New venture creation process - Challenges
of new venture start-ups, Why New-Ventures fail, New- Venture Evaluation Process, Critical factors for New-
Venture Development -Funding innovation, Importance of business valuation and different stages of funding,
Debt vs Equity Financing, Different types of funding sources - Bootstrapping, Crowdfunding, Venture Capital,
Business Angels, succession and exit strategy.Intellectual Property, Legal Challenges in Entrepreneurial ventures
– an overview, Patents, copyrights, trademarks, IP infringement and its legalities, Legal Structures for
Entrepreneurial Ventures.
Learning Outcomes:
● Explain the components of a new venture motivations L3

● Examine the process, prospects and funds of a new venture L4
● Identify the causes of success and failure factors of a new venture L4
● Analyse the feasibility reports of a new venture L4
● Recognize the legal challenges in a new product development L3
Pedagogy tools: Blended learning,Case discussion, Group Discussion, video lectures, self-reading
UNIT - IV Title Business plan and Business ModelsNo of Hours :10
Business Plan and Business Models : Entrepreneurial ventures and Business Plan preparation for New
Ventures – Pit falls in business planning, Benefits of business plan and Elements of a Business Plan-Executive
summary-marketing plan, production and operations plan, organizational plan -Business Model Generation
Principles, types of business models, Business Model Generation in Practice - Canvas, Patterns, Design, Strategy,
Process -Contemporary Business models in era of Disruption.
Learning Outcomes:
● Analyse different types of business plans and components of a business plan L3
● Recognize varieties of business models and revenue streams L3
● Analyse the recent trends in business model innovations L4
● Create a business model canvas L4
● Prepare a business plan format L5
UNIT – VTitle Family Business and Social Entrepreneurship No of Hours :9

Family Business and Social Entrepreneurship: Family Business – Family Business models and practices,
Succession Plan and transfer of power, Financial considerations and valuation of the family business, adopting
to current business environment, new technologies and global expansion - Social Entrepreneurship - Social
Capital -Drivers and Challenges of Social Entrepreneurship - Empowerment of Beneficiaries, Business Models
for Social Enterprises, Scaling Up of the social enterprises, Sustainability of Social Enterprise in practice.
Teaching Guide Lines : Aravind Eye Hospital Model- Grameen Bank Model of Bangladesh- - Barefoot College.
Learning Outcomes:
● Critically differentiate business management practices and family business management L3

● Analyse the family business management theories and factors L4
● Analyse the relation between succession plan and the business growth of a family business L4
● Recognize social problems and ideas for social entrepreneurship L3
● Evaluate scaling techniques and sustainability of social enterprise L4

CO1 Understand various aspects of the entrepreneurial process and L2
trends in entrepreneurship.
CO2 Identify new business opportunities and outline the legal aspects L4 ,L5 &L6
of entrepreneurship in practice.
CO3 Examine the process and prospects of a new venture. L4, L5 &L6
CO4 Develop a business plan and design a business model. L5 &L6
CO5 Appraise the entrepreneurship process in the family business and L5&L6
social enterprise.
Textbook(s):
1. Kuratko, D. Entrepreneurship: Theory, process, and practice (International Edition; 9th ed.): Cengage
Learning. 2013./ Latest Edition.
2. Tim Mazzarol, Sophie Reboud, Entrepreneurship and Innovation, Theory, Practice and Context. 4th
Edition, Springer, http://www.springer.com/series/10099

1. 1.Osterwalder, A., &Pigneur, Y. 2010. Business Model Generation: A Handbook for Visionaries, Game
Changers, And Challengers Wiley.
Journal(s):
1.Journal of Business Venturing
Website(s): /Documentaries
● Bloomberg Game Changers (e.g. Zuckerberg, Brin& Page; Jobs, Musk, etc)
CO-PO Mapping:
CO1 1 0 1 1 3 1 1
CO2 1 2 1 2 2 2 2
CO3 1 1 1 2 2 1 2
CO4 2 1 2 2 2 1 2
CO5 0 0 1 1 3 1 2
APPROVED IN:
Building resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
SDG Justification:
The course aims to articulate learners with a mindset to align themselves in the route to Sustainable and
inclusive industrialization. In doing so, the learner will be exposed to Innovative thinking and problem
solving.
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO).
0= No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
**********
SEMESTER – III
Practi
S. Level of Theory/ cal/V Internal External
Cre TotalM
Code Title of course Project Assessment Assessment
№ the Course iva dits arks
Report Marks Marks
Voce
Strategic
1 MMB801 Integrated 3 3 50 50 100
Management
Business Ethics &
2 MMB803 Integrated Corporate 3 3 50 50 100
Governance
Summer
9 MMB891 Skill Based Internship & Viva- 2+1
Voce 100 100
TOTAL CREDITS
27 500 400 900
(excluding PCDs)
Current Business
1 MMB812 Skill Set 1 50 50
Affairs (CBA)
2 MMB814 University Soft Skills 2 1 50 50
TOTAL CREDITS
29 100 100
(including PCDs)
LIST OF ELECTIVES IN SEMESTER III
Cours Sessions Marks

S. Course
e Course Credits
No. Code T P Total CA SEE Total
Level
Accounting and Finance
1. MFI841 Elective Financial Markets & Services 3 3 50 50 100 3
2. MFI843 Elective Security Analysis and Portfolio Management 3 3 50 50 100 3
3. MFI845 Elective Financial Statement Analysis 3 3 50 50 100 3
4. MFI847 Elective Fundamentals of Financial Services (CISI – 1) 3 3 50 50 100 3

5. MFI849 Elective Retail Bank Management 3 3 50 50 100 3
6. MFI851 Elective Securities Market Operations 3 3 50 50 100 3
Marketing
7. MMK841 Elective Consumer Behaviour 3 3 50 50 100 3
8. MMK843 Elective Advertising & Brand Management 3 3 50 50 100 3
9. MMK845 Elective Sales & Distribution Management 3 3 50 50 100 3

10. MMK847 Elective Retail Management 3 3 50 50 100 3
11. MMK849 Elective Digital Marketing 3 3 50 50 100 3
12. MMK846 Elective Marketing Researc 3 3 50 50 100 3
13. MHU841 Elective Learning and Development 50 50

3 3 100 3
14. MHU843 Elective Employee Welfare and Labour Administration 3 3 50 50 100 3
15. MHU845 Elective Employment Laws -1 3 3 50 50 100 3

16. MHU847 Elective Compensation Management 3 3 50 50 100 3
17. MHU849 Elective Human Resource Value Proposition 3 3 50 50 100 3
18. MHU851 Elective Performance Management 3 3 50 50 100 3
19. MOP841 Elective Production Planning and Control 50 50

3 3 100 3
20. MOP843 Elective Supply Chain Management 3 3 50 50 100 3
21. MOP845 Elective Project Management 3 3 50 50 100 3
22. MBI857 Elective International Trade Logistics 3 3 50 50 100 3
23. HOM847 Elective Service Operations Management 3 3 50 50 100 3
24. MOP 847 Elective Decision Modeling 3 3 50 50 100 3

Business Analytics (New Elective Basket)
25. MAN841 Elective Big Data Analytics 3 3 50 50 100 3
26. MAN843 Elective AI & Machine Learning 3 3 50 50 100 3
27. MAN845 Elective Marketing Analytics 3 3 50 50 100 3
28. MAN847 Elective Data Analysis with R 3 3 50 50 100 3
29. MAN 849 Elective Data Visualization (Tableau) 3 3 50 50 100 3
30. MAN 851 Elective Data Analysis with SPSS 3 3 50 50 100 3
31. MBA842 Elective Data Analysis with Python 3 3 50 50 100 3
32. MBI841 Elective EXIM Management* 3 3 50 50 100 3
33. MBI843 Elective International Economics 3 3 50 50 100 3

Geopolitical Environment & International
34. MBI845 Elective 3 3 50 50 100 3
Business
35. MBI847 Elective International Marketing Management 3 3 50 50 100 3
36. MBI849 Elective Cross Cultural Management 3 3 50 50 100 3
37. MBI857 Elective International Trade Logistics (Logistics Elective) 3 3 50 50 100 3
38. MOP843 Elective Supply Chain Management (Logistics Elective) 3 3 50 50 100 3
Freight Forwarding and Custom Clearance

39. MBI861 Elective 3 3 50 50 100 3
(Logistics Elective)
40. MBI851 Elective Financial Institutions & Markets 3 3 50 50 100 3
41. MBI853 Elective Banking Theory & Practices 3 3 50 50 100 3
50 MBI855 Elective Forex Management &Derivatives 3 3 50 50 100 3

MMB 801 Strategic Management 3 3
Course Owner Syllabus 1.0
version
Course Pre- Contact hours
requisite(s)
Course Co- Date Approved
requisite(s)
Alternate Exposure
Course description and learning objectives
Any change that a business plans to implement has a strategy. Organizations that engage in strategic
management generally outperform those that do not. The attainment of an appropriate match or fit between
an organization’s environment and its strategy, structure, and processes has positive effects on the
organization’s performance. As the world’s environment becomes increasingly complex and changing, strategic
management is used by today’s corporations as one way to make the environment more manageable. However,
strategic decisions needs to be made on sound judgement. The key to any successful strategy is the
thoroughness of its formulation, implementation and control. Hence it is imperative that every Management
student is exposed to basic methodology of strategic management and the steps taken for rolling out an
effective strategy. This course intends to make the students well versed with the understanding, analysis and
evaluation of various stages of strategic management process and development of strategies.
Learning objectives:
This course intends the student to
● Be familiar with the concepts of Strategic management and describe the basic model of strategic
management.
● Know the Industry analysis, Competitor Analysis and Organizational Analysis to gain Competitive Advantage.
● Realize the Strategy Formulation framework to arrive at strategic choice/formulation.
● Comprehend the formulation of Corporate, Business and Functional Strategies.
● Appreciate the various aspects of Strategy Implementation and Control for accomplishing desired results
Course outline and indicative content
Unit I (07Sessions) (CO1, L1 & L2, L3)

Basic concepts of Strategic Management
Strategy, Strategic Decisions, Strategic Management, Evolutionary Phases of Strategic Management, Benefits of
Strategic Management, Basic Model of Strategic Management, Pitfalls in Strategic Planning, Levels of Strategic
Management, Vision, Mission and Objectives-Strategy competitive advantage.
Unit II (10Sessions)(CO2, L4& L5)

Strategic Analysis
Environmental scanning: Components of the external environmental analysis, Identifying External
Environmental Variables. Industry analysis: Industry Life Cycle Analysis, Porters Five Force Model, Strategic
Groups. Competitor Analysis: Analyzing Market Commonality and Resource Similarity, Competitive Intelligence,
Monitoring Competitors for Strategic Planning. Organizational Analysis and Competitive Advantage:
Resources, Capabilities, and Core Competencies, Building Core Competencies through VRIO framework and
Value Chain Model.
Unit III ((08 Sessions)(CO3, L6)
Strategy formulation
Strategy Formulation framework, SWOT Matrix, Boston Consulting Group (BCG) Matrix, GE Matrix, The Grand
Strategy Matrix-Blue ocean strategy, Resource based strategy formulation.
Unit IV ((10 Sessions)(CO4, L5& L6)

Formulation of Corporate, Business and Functional Strategies.
Corporate Level Strategies: Stability Strategies, Growth Strategies: Intensive Strategies - Integration Strategies
- Diversification Strategies, Defensive Strategies: Turnaround – Divestment – Liquidation.
Business Level Strategies: Michael Porter’s Generic Strategies: Cost Leadership – Differentiation – Focus.
Functional Level Strategies: Marketing, Finance, Production, R&D, Human Resources, Logistics, Information
Technology.
Unit V ((10 Sessions)(CO5, L4 & L5)

Strategy Implementation and Control.
Issues of Strategy Implementation, Strategy – Structure relationship, Types of Organizational Structure for
Strategy Implementation: Functional, Divisional, SBU, Matrix and Network/Virtual structures. Strategic
leadership, Strategy supportive culture, Strategic change management, Strategy Control, Balanced Score card
approach.
Case Analysis (Not Exceeding 200 words)
Assessment methods
Task Task type Task mode Weightage (%)

A1 Mid Exam Individual Written 20
A2 Coursera Individual Quiz/Assignment 10
A3 Project/Case study Group Presentations & Report 20
A4 End-term exam Individual Written 50

CO1 Describe strategic management and present its model through A1, A2, A4
the examination of vision, mission and objectives of an
organization.
CO2 Illustrate industry & competitive analysis as well as resource- A1, A2, A4
based view of the firm to assess the competitive position of the
firm.
CO 3 Generate alternative strategies by aligning key external and A4
internal factors using appropriate techniques.
CO 4 Evaluate the directional strategies in a typical organization and A3, A4
build competitive advantage through business and functional
level strategies.
CO 5 Explain various issues of strategy implementation and evaluate A1, A4
strategic performance using strategic measures.
TEXTBOOKS
1. Thomas L.Wheelen,J.David Hunger, Alan N. Hoffman and Charles E. Bamford
“ConceptsinStrategicManagementandBusinessPolicy”, Pearson Education Limited, NewDelhi,2018.
2. Fred R. David and Forest R. David “Strategic Management: Concepts and Cases - A Competitive Advantage
Approach”, Pearson Education Limited, NewDelhi, 2015.
REFERENCES
1. Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory: An Integrated Approach, Cengage
Learning, New Delhi, 2010.
2. Hitt, Ireland, and Huskisson “Strategic Management: Competitiveness and Globalization (Concepts and
Cases)”, Cengage Learning, New Delhi, 2017.
3. John A Pearce, Richard B Robinson and Amita Mittal,“Strategic Management: Formulation,
Implementation, and Control”,McGraw Hill, NewDelhi,2012.
4. Barry J. Witcher&Vin Sum Chau, "Strategic Management Principles& Practice", Cengage Learning, UK,2010.
5. C. AppaRao, Parvathiswara Rao and B., Siva Ramakrishna, K., "Strategic Management and Business Policy",
Excel Books, New Delhi, 2008
6. V. S. P. Rao and V. Hari Krishna, “Strategic Management: Text and Cases”, Excel Books, New Delhi, 2004.
JOURNALS
1. Harvard Business Review, Harvard Business School, USA
3. The Indian Management Researcher, GITAM Hyderabad Business School
CO PO Mapping
CO PO Mapping
CO1 3 0 3 0 0 1 1
CO2 3 1 0 3 2 1 3
CO3 2 2 2 1 1 3 2
CO4 2 2 2 1 2 3 3
CO5 3 2 2 1 2 3 3
**********
MMB 803 Business Ethics and 3 3
Corporate Governance
version
Course Pre- Contact hours
requisite(s)
requisite(s)
Alternate Exposure

Ethics and responsibility in business has received critical focus in the wake of the various corporate scams that
rocked the global economy. It is believed by many that in the own interest of business, importance be given to
ethical functioning. Business decisions often concern complicated situations that are neither totally ethical nor
totally unethical. The need for imparting sound ethics and a responsible mindset in the future leaders is
considered as one of the important aspects of higher education. Decision making, when facing ethical dilemmas
that arise in a wide range of contemporary business practices, is crucial, and is enabled through moral reasoning
and understanding ethical norms of individuals and organisations. Having an insight into the challenges that
may be encountered in different functional areas in the business and understanding the impact of decision
making on various stakeholders is very crucial for the management professionals.
Another area of importance which has come into the fore in recent times in the Business & Corporate segment
is Corporate Governance. Understanding the need for, and the role of corporate governance on sustainability
of business is the need of the hour for all management professionals.
Course Objectives
● Explain the concepts of personal and professional ethics.

● Describe the importance of business ethics and understand the need for ethical decision making.
● List out various ethical issues in functional areas of business management.
● Identify different corporate governance models.
● Explain the role of the board and governance committees in corporate governance
Unit I (8 Sessions ) (CO1, CO2, L4 )

Ethics and Values: Understanding ethics and values and their formation - personal and professional ethics;
moral overconfidence - moral justification; moral disengagement – a basis for unethical behavior.
Unit II (8 Sessions ) (CO2, L5)

Corporate Culture and Ethics: The need and importance of business ethics - Relation between ethics and
business - Building an ethical corporate culture – the impact of business environment - Leadership and Code of
ethics - Ethical dilemmas, conflict of interest and resolutions - ethical decision making - the impact of
globalization on corporate culture - CSR as part of corporate culture.
Unit III (8 Sessions ) (CO3,,L4)
Ethics in Functional Areas: HR–harnessing diversity and building a fair workplace devoid of discrimination and
harassment - HSE – safe working conditions, privacy, work-life balance, whistle blowing - Ethical issues in
Marketing Mix-Issues due to globalization-Handling mechanism of breach of a contract-Ethical issues in Finance
- Financial Management- An overview- Importance of financial statements- Fiduciary duty-Ethical issues in
mergers and acquisitions- Hostile takeovers (Poison pill, Greenmail, Golden parachute, Management buyouts)
- Insider trading - Money laundering - Issues due to globalization-Role of accountants- Accountants employed
within the organizations- Accountants I professional practices (The Auditor)- The rules governing the
professional conduct of accountants- Ethical audits.
Unit IV (8 Sessions ) ( CO4, L6)

Corporate Governance An overview: Evolution of Corporate Governance- Models of Corporate Governance-
Anglo-American model, German model, Japanese model and Indian model formulation –Issues in corporate
governance-The emerging trend in corporate governance-E-Governance - Corporate Lobbying.
Unit V (8 Sessions ) (CO5 , L6)

Corporate Governance- Structures and Processes: Selection of the board-Role of the board-Duties and
responsibilities of board of directors-Governance committees-Committees of the Board: Audit committee,
Remuneration committee, Nomination committee- Role of CEO -succession planning-Corporate governance
reforms in India- Government role in ensuring corporate ethics-Contemporary issues in corporate governance
in India.

CO1 Appraise the importance of personal and professional ethics (L4) A1, A3 & A4
CO2 Explain why ethical decision making is vital in building successful A1, A2, A3 &
business organisations.( L5) A4
CO 3 Differentiate ethical issues in important functional areas of business. A1, A2, A3 &
(L4) A4
CO 4 Interpret the issues and emerging trends in corporate governance. A1, A3 & A4
(L6)
CO 5 Appraise importance of the board in corporate governance. (L6) A3 & A4
Teaching and learning resources
Text Books:
1. Richard T. DeGeorge, “Business Ethics”, 7th Ed., Pearson, New Delhi, 2011
2. Fernando, A. C., “Business Ethics an Indian Perspective”, 3rd Ed., Pearson, New Delhi 2019
References:
1. M.G. Velasquez, Business Ethics, Prentice Hall India Limited, New Delhi: 2007
2. R.C. Sekhar., Ethical Choices in Business, Response Books, New Delhi: 2007
3. Manikutty, S., “Being Ethical – Ethics as the foundation of Business”, Random House India, Noida, 2011
4. Andrew Crane and Dirk Matten, Business Ethics. Oxford Publication, New Delhi: 2007.
5. Daniel E. Palmer (2015), Handbook of Research on Business Ethics and Corporate Responsibilities,
Publisher: IGI Global, US. [Book]
6. Michael Hoffman, Robert Frederick and Mark Schwartz (Ed) (2014), Business Ethics: Readings and Cases
in Corporate Morality, Fifth Edition, Publisher: Wiley Blackwell, US. [Book]
7. Milton Friedman, The Social Responsibility of Business is to Increase Profits [Journal Paper]
8. Edward Freeman () Stakeholder Theory of Modern Corporation [Journal Paper]
Journals
1. Economic and Political Weekly, Sameeksha Trust, Mumbai.
3. Harvard Business Review, Harvard Business School, USA.
CO PO Mapping
CO PO Mapping
CO1 1 0 0 1 1 1 1
CO2 2 3 3 0 0 1 3
CO3 0 0 0 3 3 3 2
CO4 0 0 2 0 3 3 3
CO5 2 0 0 3 3 3 3
*******
ELECTIVES – FINANCE
GITAM INSTITUTE OF MANAGEMENT (GIM)
Gandhi Institute of Technology and Management (GITAM)
(Declared as Deemed to be University u/s 3 of UGC Act. 1956)
Visakhapatnam – 45.
__________________________________________________________________________________
Course Code: MFI 841 Course Title: Financial Markets And Services
Semester: III Course Type: Elective Credits: 3
Home Programme(s): MBA (General) Batch/Academic Year: 2021 -22
Course Leader:

● To provide the student an overview of financial markets and services in India and to familiarize
them with important fee and fund based financial services in India.
● To make learner understand modern financial markets. Central themes are the structure of
financial markets, their pricing function, the interaction between financial markets and macro-
economic conditions, and the process of innovation and regulation in these market
● To familiarize student for the study in market efficiency and the interaction between government
policies and financial market
● The course will consider the stress on financial instruments, markets in which they are traded, and
attendant structures.
Course Outcomes:
● Understand what a financial system is and does, and the distinct functions of each component
● Understand some important financial instruments and the economic principles underlying their
use
● Able to understand credit rating mechanism and working of mutual funds
UNIT–I
Structure of Financial System – role of Financial System in Economic Development – Financial Markets
and Financial Instruments – Money Markets - Bond Markets - Mortgage Markets - Stock Markets -
Foreign Exchange Markets - Derivative Securities Markets – Role of SEBI – Secondary Market
Operations – Regulation – Functions of Stock Exchanges – Listing – Formalities – Financial Services
Sector Problems and Reforms.
UNIT–II
Financial Services: Concept, Nature and Scope of Financial Services – Regulatory Frame Work of
Financial Services – Growth of Financial Services in India – Merchant Banking – Meaning-Types –
Responsibilities of Merchant Bankers – Role of Merchant Bankers in Issue Management – Regulation
of Merchant Banking in India. Wealth Management System
UNIT–III
Venture Capital – Growth of Venture Capital in India – Financing Pattern under Venture Capital – Legal
Aspects and Guidelines for Venture Capital, Leasing – types of Leases – Evaluation of Leasing Option
Vs. Borrowing. Hire Purchase Vs. Leasing (NP in Leasing)
UNIT–IV
Credit Rating – Meaning, Functions – Debt Rating System of CRISIL, ICRA and CARE. Factoring,
Forfeiting and Bill Discounting – Types of Factoring Arrangements – Factoring in the Indian Context;
(NP in Factoring)
UNIT–V
Mutual Funds – Concept and Objectives, Functions and Portfolio Classification, Organization and
Management, Guidelines for Mutual Funds, Working of Public and Private Mutual Funds in India. Debt
Securitization – Concept and Application – De-mat Services-need and Operations-role of NSDL and
CSDL. NAV calculation – Sharpe, Jensen, Treynor models
Suggested Books
● Bhole&Mahakud, Financial Institutions and Market, TMH, New Delhi
● V.A.Avadhani, Marketing of Financial Services, Himalayas Publishers, Mumbai
● DK Murthy, and Venugopal, Indian Financial System, IK Int Pub House
● Anthony Saunders and MM Cornett, Fin Markets &Institutions,TMH, New Delhi
● PUNIThavathy Pandian, Financial Markets and Services, Vikas, New Delhi
● Vasanth Desai, Financial Markets & Financial Services, Himalaya, Mumbai
● Meir Khan – Financial Institutions and Markets, Oxford Press.
● Madura, Financial Markets & Institutions, Cengage, New Delhi
CO PO Mapping

CO1 1 1 0 1 0 1 0
CO2 0 1 0 1 0 1 0
CO3 0 3 0 1 0 1 0
CO4 1 3 0 1 0 1 0
CO5 1 2 0 1 0 1 0
APPROVED IN:
SDG No. & Statement 8&9
SDG:8- Decent Work and Economic Growth

SDG:9- Industry, Innovation and Infrastructure
SDG Justification:
Knowledge on financial markets and services related to 8 & 9 SDGs, as subject deal with factors
contributing to economic growth, industrial investments, Innovations and infrastructure
development.
Assessmen Bloom
CO Course Outcomes
t Taximony
Analyse & Apply knowledge of Financial System and A1,A4 L3,L4
CO1
markets
Analyse and Apply various Financial and various A1, A4,A3 L3,L4
CO2
Merchant Banking Services and their Growth
Analyse Leasing types and Evaluate leasing vs. A2, A4 L4,L5
CO3
buying
Analyse Credit Rating systems and evaluate A2,A4 L3,L4
CO4
Factoring services
Understand and Mutual funds and types and A3,A4 L2,L5
CO5
evaluate NAV calculations models.
*****
Course Code: MFI 843 Course Title: Security Analysis and Portfolio Management
Home Programme(s):MBA (2021-22) Admitted Batch
Course Leader: Prof. M.S.V Prasad
Course description
Since the financial deregulations in 1991, Indian economy has grown significantly and businesses have
learnt and trapped the other sources of capital, than just bank loans. These days, organizations have
a separate wing that deals with treasuries and capital to help hedge their risk exposure, be it from
foreign exchange or interest rate fluctuations. Understanding the basic tools required to perform
valuations of stocks, assessing risk by using fundamental and technical analysis, can assist one to
manage a firm’s financials more efficiently.
Course Objectives:
● To understand the basic concepts of Security Analysis, by calculating returns and risk
● To understand the basic concepts of Fundamental Analysis and Technical Analysis
● To understand the basic concepts of Portfolio Analysis and the concepts of Mutual Fund Portfolio
management
Unit I (8 sessions) (CO1, CO2, L2, L3)
Introduction to security Analysis and Portfolio Management: Features of Investment – Investment vs.
Speculation vs. Gambling – Risk definition and measurement; Stock Return and Valuation. Bonds –
Valuation, Risks associated with bond investments, calculation of YTM. (NP)
Unit II (8 sessions) (CO2, CO3, CO4, L2, L3, L4)

Fundamental Analysis: Introduction to Economic analysis, components of Economic Analysis,
Introduction to Industry analysis, components of Industry analysis, Introduction of Company analysis
and components of company analysis.
Unit III (8 sessions) (CO2, CO3, CO4, CO5, L3, L4, L5)
Technical Analysis: Dow Theory, Support and Resistance Levels, Graphs and Charts; Technical Analysis
vs. Fundamental Analysis; Indicators and Oscillators; Efficient Market Theory.
Unit IV (8 sessions) (CO1, CO3, L2, L4)

Portfolio Construction and selection: Markowitz model and efficient frontier, Sharpe Index model,
Construction of Optimal portfolio, Capital asset pricing theory and arbitrage pricing theory. (NP)
Unit V (8 sessions) (CO1, CO4, L2, L4)
Performance Evaluation of Portfolios: Need for Evaluation – Evaluation using Sharpe, Treynor and
Jensen Index. (NP).
● Security Analysis and Portfolio Management – Punithavathy Pandian, Vikas Publishing House, 201
● Ranganatham, M., and Madhumathi, R., “Investment Analysis & Portfolio Management”, Pearson,
New Delhi, 2012
● Fisher & Jordon, “Security Analysis and Portfolio Management”, Tata Mc-Graw Hill, New Delhi, 2008
● Edwin J Elton, Martin J Gruber, Stephen J Brown & William N Goetzmann, “Modern Portfolio Theory
and Investment Analysis”, Wiley, New Delhi, 2014
● V.K Bhalla, “Investment Management”, S.Chand& Company Pvt,Ltd.,New Delhi, 2014
Journals
● Harvard Business Review, Harvard Business School Publication Co. USA
● Vikalpa, Indian Institute of Management, Ahmedabad
● GITAM Journal of Management, GITAM Institue of Management, GITAM deemed to be university,
Visakhapatnam
CO PO Mapping

CO1 2 0 0 0 0 1 0
CO2 2 2 0 1 0 1 0
CO3 2 3 0 1 1 1 1
CO4 3 3 0 1 0 1 1
CO5 3 0 3 2 0 2 2
APPROVED IN:
GOAL 4: Quality Education
GOAL 8: Decent Work and Economic
Growth
SDG Justification:
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for
all
Course Outcomes (CO):
Assessmen
CO Course Outcomes
t
Understanding of terminologies and concepts of Security Analysis A1
CO1
and Portfolio Management
Apply Fundamental analysis to estimate/calculate the company A2
CO2
reports
Analyse information using Technical analysis and Fundamental A3
CO3
Analysis
Make use of models and theories used for the Portfolio construction A2& A4
CO4
and selection
CO5 Evaluate the performance of Portfolios A1, A2&A5
*****
Course Code: MFI845 Course Title: Title: Financial Statements Analysis
Course Leader: Prof. M.S.V Prasad

The purpose of financial analysis is to assess the firm’s historical financial performance in the context
of its stated goals and strategy. The steps and tools used for financial statement analysis include ratio
analysis, cash flow analysis, and the use of common size financial statements and other metrics. This
process may also involve altering financial statements and developing thoughtful financial
comparable.
Course Objectives:
This course is designed primarily for students who expect to be intensive users of financial statements
as part of their professional responsibilities to understand financial performance and financial position
and forecast financial statements to make informed decisions and focus on developing skills in
● Accounting Analysis – Assessing quality of financial statements; Potential accounting distortions;
Recasting financial statements
● Financial Analysis – Ratio analysis including the DuPont framework – Cash flow analysis and funds
flow analysis
● Prospective Analysis – Using accounting numbers in forecasting - Forecasting for credit analysis.

Unit I (CO1, L2)
Introduction and overview of the financial statements analysis: Nature and objectives of Financial
statement Analysis- forms and contents- users of financial statements - Statement of Financial
Performance-Statement of Financial Position and Statement of changes in Equity. (N.P)
Unit II (CO2, L2, L6)
Understanding financial statements of Manufacturing concerns-Preparation of a Bank’s financial
statements- Analysis of a Balance sheet- Accounting for Non-Profit organization- Financial Analysis of
companies from select industries –Need for performance measurement- principles of performance
measurement- principles of performance measures- Aligning performance measures throughout the
organization- types of performance measures- performance measure through computer based mode-
operational performance measures- overcoming implementation obstacles and challenges-
performance measures and rewards.
Unit III (CO3, L4, L5,)

Comparative and Common Size Statements and Percentage Changes and interpretation of
comparative and common size financial statements- Perform a basic analysis and interpretation of the
financial statements, including comparative and common-size income statements and balance sheets.
(N.P)
Unit IV (CO4, L2, L3, L4, L5,)
Ratio Analysis and performance – Analysis of financial ratios and comparison among statements-
Liquidity Analysis and working capital management- Analysis of capital structure and long term
solvency- profitability ratio- Dupont Analysis – other measures of performance.
Unit V (CO2, L2, L3, L6)
Financial Forecasting: Need for forecasting- Proforma of financial statements- other proforma
statements. US GAAP: US GAAP – Difference between US GAAP and Accounting standards- Sales
forecast, preparation of proforma income statement, proforma balance sheet, growth and external
funds requirement, computerized financial planning system.
Course Outcomes (CO)

CO1 Understand components, users, forms and users of financial A1, A3
statements
CO2 Understand and prepare financial statements for various entities A1,A2&A4
CO3 Analyze and evaluate various types of financial statements A1,A4
CO4 Understand, apply and analyze various financial and liquidity ratios A1,A4
in order to evaluate an entity’s performance
CO5 Understand the need for forecasting, differences between US A2,A4
GAAP and accounting standards and preparation of proforma
financial statements
CO PO Mapping

CO1 1 2 2 3 3 1 2
CO2 2 1 2 2 2 1 1
CO3 1 1 2 2 2 1 1
CO4 1 1 2 2 3 1 1
CO5 0 0 1 2 2 1 1
Target Level Max. 5 5 8 11 12 5 6
******
Course Code: MFI 847 Course Title: CISI-1- Fundamentals of Financial Services
Semester: III Course Type: Elective Credits:3
Home Programme(s): MBA (General) Batch/Academic Year: 2021-23
Course Leader:

CISI is a recognized UK body that offers specific courses catering to the financial industry, which is
highly sought out by banking industry. While taking this module, students should register with CISI to
obtain training material and complete the online test to obtain certification from CISI. This module will
provide introduction to the basic instruments like equities, bonds etc and their characteristics.
Course Objectives:
This course is designed primarily for students who expect to be intensive users of financial statements
as part of their professional responsibilities to understand financial performance and financial position
and forecast financial statements to make informed decisions and focus on developing skills in
● To understand financial systems and its components
● To gain knowledge on retail banking services
● To analyses the sources of finance
● To gain international financial markets and exchanges

Unit I (8 Sessions) (CO1, L1, L4)
Introduction-financial system- components, Ethics and Integrity –principles of ethical behaviour in
financial services, code of conduct by CISI.
Unit II (9Sessions) (CO2, L2, L3)

Savings and Borrowings- savers/borrowers-types, features, Banking-characteristics, retail vs
commercial banks, customers-individuals/corporate-interest rates-quoted, effective annual rates of
borrowing-secured vs unsecured borrowing- investment banks in M&A strategies -role of central bank.
Unit III (8 Sessions) (CO3, L4)

Equities-finance thorough equities, IPO, Dividends, capital gains, dividend yield, rights of shareholders.
Bonds-features, types, terminology, duration, role of credit rating agencies-risks involved in financial
leverage.
Unit IV (9 Sessions) (CO4, L4)

Derivatives-terminology, types, uses, applications and Markets-stock exchanges, role of stock
exchanges-index-DJIA, S&P 500, FTSE100, Nikkei 225
Unit V (9 Sessions) (CO5, L5, L6)
Financial Services- collective Fund management-foreign exchange-currency trading, exchange rates,
Insurance-Personal, corporate, syndication.

Course Outcomes (COs)
Course Outcomes Assessmen

t
CO1 Getting the basics of financial market instruments A1
CO2 To understand ethics and integrity in the industry A2
CO3 Gaining basics of financial instruments, such as equities, bonds, A3
derivatives.
CO4 learning how to do assessing risk and returns of the instruments. A4
CO5 learning in the CISI module test and obtain certification A4
Reference books:
CISI: Fundamentals of Financial Services
References
● Fundamentals of Financial Instruments: An Introduction to Stocks, Bonds, Foreign Exchange, and
Derivatives (The Wiley Finance) by sunilparameswaran
● An Introduction to Financial Markets and Institutions by Maureen Burton , Reynold F.
Nesiba , Bruce Brown.
CO PO Mapping

CO1 0 0 0 3 1 1 1
CO2 1 1 0 3 2 2 1
CO3 1 2 0 3 2 1 1
CO4 1 3 2 2 3 2 1
CO5 1 2 3 1 2 2 1
**********
Course Code: MFI 849 Course Title: Retail Bank Management
Home Programme(s): MBA (General) Batch/AcademicYear: 2021-23
Course Leader:

Over the last three decades there has been a remarkable increase in the size, spread and scope of
banking activities in India. The emergence of new private banks with enhanced technology has
broadened the scope and range of banking services offered to consumers. This has led to intense
competition among banks and financial institutions. The developments aiming at strengthening the
system, in the retail banking sector in the last two decades are important factors for banking. A peek
into the basic tools of banking, along with the regulations governing the sector is beneficial to those
interested in taking banking as a profession.
Course Outcomes:
● To understand the basic functions and services associated with banking
● To recognize various aspects and needs of customers and banking
● To be able to analyse and understand the need for the various regulations associated with
banking
● To understand the various retail loans offered by the commercial banks.
Course outline and Indicative Content

Unit I (8 sessions) (CO1, CO2, L1 & L2)
Introduction to Retail Banking: Definition and scope – customers, products, services; New Products
& Services – Financial Planning and Advisory Services, Banc assurance, Mutual Funds, Portfolio
Management Services.
Unit II (8 sessions) (CO2, L2 & L3)

Branchless Banking: Management of alternate delivery channels – Automated Teller Machine (ATM),
Phone Banking, Mobile Banking, Card technologies, Internet Banking.
Unit III (8 sessions) (CO2, CO3, L12, L3 & L4)

Ancillary Services: Interbank Transfer – Electronic Clearing Services (ECS), Electronic Funds Transfer –
NEFT, RTGS, SWIFT, Electronic cheques; Safe Deposit Lockers; FOREX service; DEMAT and Custodial
service.
Unit IV (8 sessions) (CO3, CO4, C05, L13 & L4)

Retail Lending: Cash Credit, retail loans – vehicle, personal, home, education; Creation of Security –
hypothecation, mortgage, pledge, lien; Banker’s Rights; management of non-performing assets (NPA)-
capital adequacy – SLR –CRR.
Unit V (8 sessions) (CO3, CO4, C05, L3, L4)
Responsibility of Banks: Know Your Customer (KYC), Prevention of Money Laundering, Banking
Ombudsman, Banking Codes & Standards Board of India (BCSBI), introduction to Basel Norms.
Course Outcomes

CO1 Would be able to deal with banking transactions, personal or A1
professional with a better understanding.
CO2 Would be able to tackle investment decisions with respect to A3
Portfolio Management.
CO3 Would develop a clarity of RBI regulations will make them handle A2
various financial services with diligence, ensuring they are on the
right side of law.
CO4 Would understand the various retail lending products and A3 &A4
regulation of the RBI with respect to the commercial banks.
CO5 Helps to understand the regulatory framework of RBI towards the A4
commercial banks.
References:
● Ravi Subramanian, “The Incredible Banker”, Rupa, New Delhi, 2013
● Rajesh, R., &Sivagnanasithi T., “Banking Theory Law &Prctice”, Tata McGraw Hill, New Delhi,
2013
● Dr S Gurusamy, “Banking Theory Law & Practice”, Tata McGraw Hill, New Delhi, 2013.
Journals:
● “Bank Quest”, Journal of Indian Institute of Bankers, Mumbai
● “Prajnan”, Journal of National Institute of Bank Management, Pune
CO PO Mapping
CO1 1 1 0 0 0 1 1
CO2 3 2 0 0 0 1 2
CO3 3 0 0 0 0 1 2
CO4 3 0 0 0 0 2 2
CO5 3 2 0 0 0 1 1
APPROVED IN:
Goal 4: Quality Education
Goal 8: Decent Work and Economic Growth
SDG Justification:
This course enhances the quality of education and promotes lifelong learning opportunities as
the students pass through the different phases in their careers and personal life.
This course enables students to benefit from employment and enterprising opportunities,
contributing to the nation's economic development.
*****
Course Code: MFI 851 Course Title: Securities Markets & Operations
Home Program(s):MBA (2021-23) Admitted Batch
Course Leader:

This course is intended to provide a general overview of capital markets, financial instruments, and
investment process. To familiarize the students about SEBI and other regularities and its rules to
understand the activities and procedures of Security Market and its mechanism and also to acquaint
the knowledge about funds mobilized through various sources and instruments of Financial Market.

Unit I (9 Sessions) (CO1, CO3, L2, L4)
Primary and Secondary Markets - Role and Functions of New Issue Market - Methods of Floatation;
Pricing of Issues; Promoters Contribution; Offer Documents; Underwriting of Issues and Allotment of
Shares; Appointment and Role of Merchant Bankers, Underwriters, Brokers, Registrars, Lead
Managers and Bankers etc.
Unit II (9Sessions) (CO4, CO1, L3, L4, L5, L6, L2)

Stock Markets – Functions, Importance and Limitations; Mechanics of Stock Market Trading-Different
Types of Orders, Screen Based Trading and Internet Based Trading; Settlement Procedure; Types of
Brokers; Listing of Securities in Indian Stock Exchanges.
Unit III (8 Sessions) (CO2, L3, L4)

Legal Framework for Securities Market Operations - SEBI Guidelines Relating to the Functioning of the
New Issue Market; Stock Exchanges and Intermediaries; SEBI Act 1992; Securities Contract Regulation
Act, 1956; RBIs Rules, Regulations and Guidelines for FIIs.
Unit IV (8 sessions) (CO6, L3, L4, L5)

Trading Pattern in OTCEI and NSE – Significance and Functions, Procedure of Listing and Trading on
OTC; NSE-Functioning and Trading Pattern in NSE-Capital Market Segment and Wholesale Market
Segment; Security Market Indicators-Need and Importance; BSE Sensex, NSE, NIFTY and other Index
Numbers.
Unit V (8 sessions) (CO5, L3, L4, L5)

Demat Trading: Meaning and Significance; SEBI Guidelines and other Regulations Relating to Demat
Trading; Procedure of Demat Trading; Role of Depositories and Custodial Services. NSDL and CDSL –
functions
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 POS1 PSO2

CO1 1 0 3 3 0 1 1
CO2 0 2 1 0 0 1 2
CO3 0 3 1 1 2 1 2
CO4 3 3 0 0 2 1 2
CO5 0 2 0 2 2 1 2
Course Outcomes (Cos)

CO1 Summarize a general overview of capital markets, financial A1
instruments, and investment process.
CO2 Categorize and apply the regulations over the Capital market and A2
various departments of SEBI and other regularities involved in
financial Markets.
CO3 Explore the role of various financial players involved in Issue A3
management Activities.
CO4 Trade at BSE and NSE A4
CO5 Identify and appraise the working conditions and functions of A4
Depositories
***********
MARKETING SPECIALIZATION

MMK 841 Consumer Behaviour
Course Owner Prof M Jyothsna Syllabus version 1.0
Course Pre-requisite(s) Marketing Management Contact hours 45
Course Co-requisite(s) Coursera - Market Research and Date Approved
Consumer Behavior
Alternate Exposure
Consumer Behavior course enables a student to gain a comprehensive understanding of consumer

behavior and its relevance in gaining consumer insight. This course explores various aspects of
consumer decision making process keeping the individual, social and cultural dimensions of consumer
behavior as a backdrop. During the course students will frequently be asked to consider two
perspectives when thinking about the concepts they cover. One is the perspective of a marketing
manager, who needs to understand consumer behavior to develop, implement and evaluate effective
marketing strategies. Second is the perspective of the customer and understand influences of
marketing on your own behavior. Consumer behavior is based around a model of human cognition
rooted in sequential mental processing steps that intervene between the marketing mix (input) and
purchase behavior (output). It is based on internal dynamics such as motivation, perception,
personality, learning and attitude to the choices consumers make.
Course Objectives
1. To identify Key Determinants of Consumer Behaviour in an informed and systematic way.

2. To Describe environmental dimensions that influence consumer decisions making.
3. To examine how motivation, perception and personality dimensions influence consumer
behavior and the role of Learning on consumer buying behaviour.
4. To appraise the students perspective on attitude formation and socio-cultural
environment.
5. To assess how consumer decision making is done.
Unit 1 Title Introduction to Consumer Behavior No of Hours- 9
Key Determinants of Consumer Behaviour and Marketing Strategy; Providing Customer Value Satisfaction and
Retention; Market segmentation: Concept, Bases and Significance; How market segmentation operates;
Criteria for effective targeting of market segments, Profile of the Indian Consumer.
Learning Outcome:
● To review the concepts of Marketing and Consumer Behavior L1

● To explain the complex nature of consumer decision making L2
● To enable students understand the criteria for Segmenting, Targeting and Positioning
L3
● To comprehend the profile of the Indian Consumer. L4
Pedagogy Tools: Blended learning, Case study, video lectures, self-reading

Unit 2 Title Consumer Motivation, Perception and Personality No of Hours- 9
Motivation Theory and Marketing Strategy, Consumer Perception-Nature of Perception and Marketing Theory
,Personality and consumer behavior
Learning Outcome:
● Comprehend the types of Human Needs and Motives and the Meaning of Goals. L1
● Understand the Dynamics of Motivation, and Perception
● Examine the role of personality L2
● Interpret the role of motivation, perception and personality on decision making L4
Unit 3 Title Learning and Consumer Behavior No of Hours- 9
Behavioral learning theories -Classical Conditioning, Instrumental Conditioning; Cognitive Learning-

Learning Theory and Involvement Theory.
Learning Outcome:
● Understand the process of consumer learning. L1
● Explain the behavioral learning theory and its application to consumption behavior L2
● Examine the Cognitive learning theories and its application L3
● Appraise the students of information processing, cognitive learning and understand their
strategic applications to consumer behavior. L4
● Understand how consumer learning and its results are evaluated. L5
Unit 4 Title Attitude Formation and Social and Cultural Environment No of Hours- 9
Attitude formation and Attitude Change: Influence of family, social class and family lifecycle, influence
of culture and cross culture
Learning Outcome:
● To examine the role of Attitude formation and decision making L2

● To evaluate the role of culture in shaping consumer behavior in a market L5
● To interpret the influence of social class on the purchase behavior of buyers L2

● To assess the role of family and its influence on decision making L2
● To analyze the impact of reference group and opinion leaders on consumer behavior L4
Unit 5 Title Consumer Decision Processes No of Hours- 9

Levels of consumer decision making; Types of Consumer Decision Making, Consumer Decision Rules,
Diffusion of Innovation
Learning Outcome:
● To learn the types of consumers buying decisions and explain how they relate to consumer
involvement L2
● Interpret and Analyze the consumer decision-making process L3
● Apply critical thinking, analytical and interpretive skills while learning the decision process L4
On successful completion of the course student will be able to

CO1 Recall how knowledge of consumer behaviour can be A1
applied to marketing.
CO2 Demonstrate and illustrate how factors like motivation, A2
perception and personality influence consumer behaviour.
CO3 Inspect and analyse how learning can influence the choices A3 & A2
consumers make.
CO4 Formulate and support marketing strategies based on A3 & A2
Attitude Formation, Social and Cultural Environment..
CO5 Evaluate Consumer Decision Making and Consumer A2
Decision Rules
Text Book
Leon G. Schiffman, Joseph Wisenblit, Consumer behavior, Pearson Education, 12th Edition 2019
References
● Roger D. Blackwell (Author), Paul W. Miniard (Author), James F. Engel (Author), Zillur Rahman
(Author) Consumer Behavior , 10th Edition, Cengage Publication,2017
● Michael R. Solomon Pearson ,Consumer Behavior: Buying, Having, and Being Pearson, 12th
Edition,2017
● S. Ramesh Kumar, Consumer Behavior: The Indian Context (Concepts and Cases) Pearson,
2017.
JOURNALS
● The Journal of Marketing (JM)
● The Journal of Marketing Management
● The Journal of Consumer Marketing
● The Journal of Marketing Research
● GITAM Journal of Management, GITAM Institute of Management, GITAM
University,Visakhapatnam
● Current News – Business News Papers
● E- Books and E-Journals
Websites
● https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/the-
consumer-decision-journey
● https://hbr.org/2020/11/in-a-pandemic-we-buy-what-we-know
CO-PO Mapping:

CO1 2 0 2 3 1 2 1
CO2 1 3 0 1 2 2 1
CO3 2 2 0 2 1 1 1
CO4 1 2 0 2 2 1 1
CO5 2 1 0 2 2 2 1

**********
MMK 843 Advertising & Brand 3 3
Management
Course Owner Syllabus version 1.0
Course Pre-requisite(s) Basics of Marketing Contact hours 45
Alternate Exposure
Advertising is the dissemination of information concerning an idea, product or service that

induces the need in customer, leading to the sale of the product. Advertising is used for
communicating business information to the present and prospective customers.
Advertising Management is the process of employing various media to sell a product or
service. This process begins quite early from marketing research and encompasses the
media campaigns that helps to sell the product. In the modern age of large-scale
production, producers cannot think of pushing sale of their products without advertising.
Brand plays a very important role in influencing the minds of the customer. Brand not only
creates a distinction from the other competitor brands but also adds value to customer by
possessing it. Branding and maintaining brand equity play significant role in marketing of
products
Course Objectives
1. To understand the concepts of Advertising and the role of Ad Agencies

2. To know the significance of creativity in development of Ad.
3. To plan and evaluate of media strategy
4. To Identify and establish Brand Positioning and brand equity
5. To develop marketing programmes that enhance brand equity
Unit I Introduction to Advertising No of Hours – 9
Advertising: Concept, types and objectives of advertising, social, ethical, and economic
aspects of advertising
Advertising budgets: Factors influencing budgeting decisions, methods of budgeting
Advertising Agencies: types, services of Ad Agencies
Trends in Advertising: social media, Mobile, Banner & Video, Search and Display
Advertising
Learning Outcomes:
● Understand the basic concepts of advertising and Advertising budgets L1
● know the role of Ad agencies in promotion of products L2
Pedagogy Tools: PPT, Case study, Discussion, Self-reading,
Unit II Advertising Creativity No of Hours- 9
Creativity: Importance of creativity, creativity process

Creativity Implementation and Evaluation: Advertising appeals, Execution styles
Creative Strategy Development: Ad campaigns, Creative brief, major selling ideas
Creative tactics: In print and electronic media.
Learning Outcomes:
● Understand the role of creativity to gain the attention of target customers L2
● Develop Ad appeals and adopt execution styles L3
Pedagogy Tools: Case study, Assignments, Student Presentations
Unit III Media Planning and Strategy No of Hours - 9
Market analysis: Analysis of market, Company’s marketing strategy, Creative strategy

Establishing Media objectives
Developing and Implementing Media strategies: The Media Mix, Target Market Coverage,
Geographic Coverage, Scheduling, creative aspects, Reach and Frequency, flexibility,
budget considerations
Evaluation of Media: Merits and demerits of Broadcast, Print and Support
Learning Outcomes:
● Decide media objectives by analysing market situation L3
● Understand aspects of media planning to achieve reach and frequency L4
● Evaluate different media with respect to nature of product and target customers
L4
Pedagogy Tools: Case study, Assignment, Self-reading, Student Presentations
Unit IV Introduction to Branding No of Hours-9

No of Hours- N
Definition, Benefits of branding, Inputs for branding, Model (David Aker’s) to develop
brand strategy, Brand management process.
Brand Positioning: Definition and importance of positioning. Positioning Strategy: Target
market, defining competition, Establishing Points of difference and Points of parity,
Updating positioning overtime.
Brand Equity: Meaning, Relevance of brand equity to business, Brand elements to build
brand equity
Learning Outcomes:
● Learn basics of branding and brand management L1

● Understand importance of brand Positioning and positioning strategies L2
● Know the importance of brand equity in competitive market L2
Pedagogy Tools: Case study, Discussion, PPTs, Student Presentations
Unit V Brand Management No of Hours -9
Designing marketing programme to build brand equity: Developing Product, Price, Distribution
channel and IMC strategy.
Product and Brand Extensions: Advantages of Extensions, Disadvantages of Brand

Extensions
Learning Outcomes:
∙ The role of marketing mix strategy modification to build brand equity. L2
∙Understand the importance of Product & Brand Extensions to develop competencies L3

Pedagogy Tools: Case study, Discussion, Assignment, Student Presentations
Case Let (Not Exceeding 200 Words)
CO On successful completion of this course, students will be able to Blooms

Taxonomy Level
CO 1 Describe the concepts and trends in Advertising, examine the methods L1, L2
of budgeting and specify the services of Ad agencies.
CO 2 Present various styles of execution of creative Ad appeals to target L3,L6
customers and develop major selling ideas
CO 3 Analyze and develop right media strategy to achieve advertising L4,L6
objectives.
CO 4 Learn basics of branding, brand Positioning and in depth about the role L4
of marketing mix strategy to leverage brand equity
CO 5 Understand in detail about the influence of different aspects of L5, L6
branding strategies to grow and sustain brand equity
Text Book
1. Advertising and Promotion: An Integrated Marketing Communications Perspective, 11th Edition by George
Belch and Michael Belch
2. Strategic Brand Management, 4th Edition. Kevin Lane Keller. ©2013 |Pearson |
References
1. Kenneth Clow and Donald Black, “Integrated Advertisements, Promotion and Marketing
Communication”, 6th Ed., Prentice Hall of India, New Delhi, 2013
2. Philip Kotler, Kevin Lane Keller, Abraham Koshy and Mithileshwar Jha, “Marketing
Management”, Pearson 14th Edition New Delhi, 2013
3. Larry D. Kelly, Donald W. Jugenheimer, “Advertising Media Planning A Brand Management

Approach”, PHI, New Delhi, 2013
4. Kirti Dutta, Brand Management –Principles and Practices, Oxford Higher Education, New
Delhi, 2012.
Journals
1. Indian Journal of Marketing & Journal of Advertising Research
2. GITAM Journal of Management, GITAM Institute of Management, GITAM University,
Visakahapatnam.
3. Harvard Business Review, Harvard Business School Publication Co. USA 142
Websites
Ad·https://www.thetradedesk.com
https://ads.sharechat.com
CO PO Mapping
CO PO Mapping
Internal PO1 PO2 PO3 PO4 PO5 PSO1 PSO2
CO1 3 2 0 2 0 1 0
CO2 2 0 0 0 3 0 1
CO3 3 3 0 0 3 1 2
CO4 2 2 0 0 3 0 0
CO5 2 2 0 0 3 0 0
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Course Code Course Title: Sales & L T P J S C
MMK845 Distribution Management
Course Owner Dr. Sujit Kumar Patra Syllabus 1.0
version
Course Pre- Knowledge of Marketing Contact hours 45
Management
requisite(s)
Course Co- Coursera- Effective Sales – An Date
Overview
requisite(s) Approved
Alternate Exposure Industrial selling, Retail selling, Services selling.
Sales and Distribution Management focuses on the sales techniques and the management of the sales force. The
success of any sales and marketing department lies in the effectiveness of the Sales Force. The goal of the Sales
Management course is to examine the elements of an effective sales force as a key component of the organization's
total marketing effort. A successful Sales Manager needs to understand the fundamentals of the sales process, the
relationship between sales and marketing, sales force structure and issues in recruiting, selecting, training, motivating,
compensating and retaining sales people. Distribution strategy is the method used to bring products,
goods and services to customers or end-users. These distribution channels minimize the gap between point
of production and point of consumption, and thereby create place, time and possession utilities.
Course Objectives
1.To help students understand the Sales & Distribution functions as integral part of marketing
functions in a business firm
2.To comprehend the changing role of sales force and sales as a career.
3.To establish sales territories and estimate sales budgets.
4.To analyze sales force motivation, training and compensation methods
5.To assess the reasons for channel conflicts and their management
UNIT - I Title: Introduction to Sales Management No of Hours:10

Evolution of Sales Management, importance of Sales Management, types of Selling,
difference between Selling and Marketing, Modern Day Sales Activities, Selling Skills,
Selling Strategies, Selling Process. Changing role of sales force and sales as a career.
Learning Outcomes:
∙ Understand the concepts of sales management L1 L2

∙ Apply the concepts of selling Vs Marketing L1 L3
● Comprehend Selling strategies and skills l2
● Recognize the changing roles of sales force and sales as a career
L2
UNIT - II Title: Sales Planning and Budgeting: No of

Hours:10
Sales planning process, sales forecasting methods, sales budgeting process, methods
used for deciding sales budget, types of quotas and quota setting procedure, reasons
for establishing or revising sales territories, routing and scheduling sales persons,
market cost analysis.
Learning Outcomes:
● Analyze data to effectively forecast sales of a company. L4
● Evaluate performance of the sales force visa-vis the targets given L5
by the company.
● Assess the sales performance of the company. L5
UNIT - III Title: Sales Force Management No of

Hours:10
Recruitment and selection of the sales force, training the sales force, sales force
motivation, sales force compensation, sales force control and evaluation.
Learning Outcomes:
∙ Understand the performance of the sales force visa-vis the targets L4
given by the company.
● Comprehend sales force motivation. L2
● Evaluate sales force compensation to motivate sales force. L3
Pedagogy tools: Blended learning, Case let, video lectures, self-reading.
UNIT - IV Title: Introduction to Distribution Management: No of Hours:7

Definition, need for Distribution Channels, designing the Marketing Channels,
Motivating and Evaluating Channel Members, Capturing the Customer requirements,
online distribution of sales of goods and services.
Learning Outcomes:
∙ Understand the concepts of sales management and distribution L1
channel management.
● Apply the concepts of Motivation in sales management. L3
● Design the marketing channels with respect to nature of
products. L5.
UNIT - V Title: Managing Distribution Channels No of Hours:8

Managing Channel Information Systems, reasons for Channel Conflicts, Managing
Conflict, Managing, Ethical issues in Sales and Distribution Management, emerging
trends in sales and distribution.
Learning Outcomes:
● Understand the reasons for sales conflict. L2
● Apply the concepts of sales and distribution channel management.
L3
Examine the reasons for channels conflict L5
CO1 Will be able understand and apply the concepts of sales A1, A3
management and distribution channel management.
CO2 Analyze data to effectively forecast sales of a company. A2, A1
CO3 Evaluate performance of the sales force visa-vis the A2
targets given by the company.
CO4 Evaluate sales performance of the company. A2, A3
Textbook(s):
1. Services Marketing: Valarie A. Zeithaml, Mary Jo Bitner, McGraw-Hill Education; 7th
edition ,2017
2. Services Marketing, Jochen Wirtz , Christopher Lovelock , 8th Edition, 2016
Additional Reading
Newspapers and Market reports
Reference Book(s):
1. Tapan K.Panda, Marketing management text and cases: Indian Context, Excel Books, 2019
2. Michael D. Hutt, Dheeraj Sharma, Thomas W. Speh, B2B marketing: a south - Asian perspective, 11th ed,
Cengage Learning, 2020
Journal(s):
● Journal of Advertising.
● Journal of Consumer Research.

CO1 3 1 1 1 1 3 1
CO2 3 1 1 1 1 3 1
CO3 3 3 1 1 1 3 1
CO4 3 1 3 1 3 3 3
CO5 3 3 1 1 2 3 3
************
MMK847 Retail Management L T P J S C

Alternate Exposure Field Visits
Retail is the second highest employable sector in India after information Technology. Retailers today
must take complex decisions about selecting the appropriate target market, products, price and
presentation of the merchandise. This is in addition to training and motivating retail employees. Retailers
must build a path based on well-developed strategic plans and use state-of-the-art information and
distribution systems to be viable. Having a clear understanding of the fundamentals of retailing would
help to survive and prosper in business.
Course Objectives
● To provide an understanding of the concepts of Retail.
● To impart knowledge to analyse the retail strategy and process of strategy formulation.
● To evaluate the function of merchandizing and determine the pricing strategies of merchandize.
● To analyse the methodology of retail operations, specifically emphasizing on key activities and
relationships.
● To apply the tools of retail communication mix and test the role of branding in retail marketing.
.
Unit I Title: Introduction to Retail No of Hours- 8

Syllabus
Introduction to Retail: Meaning of Retail, the functions of Retailer, significance of retail, the
evaluation of retail formats, understanding retail formats, the evaluation of retail, and drivers of retail
Learning Outcomes:
• Understand the meaning of Retail and significance of retail as an industry. L2

• Classify the evolution of retail formats. L2
• Describe various retail formats. L2
• Comprehend the evolution of retail in India. L2
• Analyse the drivers of retail change in India. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest lectures, field visits
Unit II Title: Retail Strategy No of Hours- 10

Syllabus
Retail Strategy: Concept – strategic retail planning process, retail locations, types of locations, steps
involved in choosing a retail location, trade area and their evaluation, franchising- advantages and
disadvantages.
48
Learning Outcomes:
● Define the concept of retail strategy. L1

● Relate the importance of retail strategy and process of strategy formulation. L2
● Explain various types and characteristics of retail locations. L1
● Inspect the various steps involved in choosing a retail location. L2
● Interpret the concept of franchising, its advantages and disadvantages. L1
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest Lectures, Field Visits
Unit III Title: Merchandising & Pricing No of Hours- 8

Syllabus
Merchandizing and Pricing: Concept – evaluation and functions – role of merchandizer and
buyer- function of buying for different types of organizations-merchandize planning-
implications-process-sources of merchandize, concept of process of mechanize sourcing, retail
price, factors affecting retail prices, elements of retail price, retail pricing strategies, SCM in
Retail
Learning Outcomes:
• Understand the concept of merchandising and the functions for buying for different types of retail
organizations. L2
• Discuss the concept of merchandise planning and the processes involved in it. L2
• Apply the technology tools that aid merchandise planning. L3
• Comprehend the concept of retail pricing, its policies and strategies.L2
• Assess the concept of supply chain management in retail and its significance. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest Lectures
Unit IV Title: Store Operations No of hours-12

Syllabus
Store Operations –Concept -5SS of retail operations, legal aspects of store operations,
store design, visual merchandising, private label, need for private labels, category
management – components of category management.
Learning Outcomes:
• Understand the concept of retail store operations and 5 S’s of store operations. L2
• Explain the legal aspects of store operations. L3
• Apply the concept of store design and visual merchandising. L2
• Categorize the concept of private label and need of private labels. L2
• Evaluate the concept of category management and the reasons for the emergence of
category management. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Field Visits, Guest Lectures.
49
Unit V Title: Retail Marketing and Branding No of Hours -12
Syllabus
Retail Marketing & Branding: Retail Marketing Mix, Retail Communication Mix, role of branding in
retail,
1. customer loyalty, technology in retail-RFID, bar-coding, the changing Facets of retail Market
Basket Analysis and Retail Analytics lab sessions.
Learning Outcomes:
• Understand the concept of retail marketing mix and the role of branding in retail marketing.
L2
• Discuss the tools of retail communication mix and & relevance of IMC in retail. L2
• Comprehend what customer loyalty is and its important characteristics. L2
• Interpret the significance of technology and Omni channel retailing L1
• Evaluate retail analytics and Market Basket Analysis L4

CO1 Understand the fundamentals of retail concepts which can be applied A1
in retail career
CO2 Develop a retail strategy that appeals to a specific target market, A3
which includes location, layout/design, merchandising, pricing, and
promotions.
CO 3 Apply the knowledge of function of merchandizing and its pricing A3 & A2
CO 4 Analyze how to carry out Store Management in the most effective A3 & A2
way.
CO 5 Evaluate the best retail communication mix and retail branding. A2
Text Book
1. Swapna Pradhan, "Retail Management", Tata McGraw Hill Company, New Delhi,2017.
2. Levy &Weitz, "Retail Management", Tata McGraw Hill Company,New Delhi,2013
References
1. Piyush Kumar Sinha, "Retail Management", Wiley & Company,New Delhi,2014
2. Gibson G. Vedammani, "Retail Management", Jaico Publishing,NewDelhi,2013
3. TheJournalofBusiness&RetailManagementresearch,U.K
4. International journal of Retail & Distribution Management, Emerald
5. Journal of Marketing,India.
6. GITAM Journal of Management, GITAM Institute of Management, GITAM (Deemed to be
University), Visakhapatnam..
50
Journals(s)
1. IndianJournalofMarketing&JournalofAdvertisingResearch
2. GITAMJournalofManagement,GITAMInstitute of Management,GITAMdeemed
to be university, Visakahapatnam
Websites
1. Knowledge Reports| Retailers Association of India (RAI)m
2. RASCI - Retailers Association's Skill Council of India
3. Indian Retail Industry Analysis Presentation | IBEF
PO1 PO 2 PO 3 PO 4 PO 5 PSO1 PSO2

CO1 3 2 2 1 1 1 1
CO2 3 0 1 1 0 1 0
CO3 3 2 2 1 1 1 0
C04 3 0 0 3 0 1 1
CO5 3 2 2 1 1 1 0
*********
51
Course Code Course Name Title L T P J S C
MMK849 Digital Marketing 2 2
Course Owner Department of Marketing Syllabus version 1.0
Course Pre-requisite(s) Fundamentals of Marketing, Basic Contact hours 64

Knowledge of Computers
Course Co-requisite(s) Better to have a Laptop or Desktop Date Approved
Alternate Exposure
Home Program(s): MBA Batch/Academic Year: 2021 - 23
Course description
The era of digital environment and digital convergence has opened up new opportunities for marketing. The
shift in the consumer behavior from brick to click is posing new challenges for the marketers. The digital
revolution has created opportunity for innovation and empowered customer to digital convergence. The goal
of digital marketing is to understand the accessibility of customers to digital media and how it created avenues
to investigate the mindset of online consumers
Course Objectives
● To understand and develop a comprehensive digital marketing strategy.
● To make use of search engines for optimising the visibility and search results.
● To formulate and implement Social Media Marketing Strategies.
● To create, analyse and send promotional content through E-mails and Mobiles
● To apply measurement techniques for evaluating the digital marketing efforts.
Unit-1: Online marketing foundations (CO1, LO1) – 14 Sessions

Digital marketing strategy - exploring digital marketing - starting with a website - user experience design (UXD)
- user interface design (UI), Content marketing - foundations of content marketing - creation of content plan -
content creation and promotion - measuring content effectiveness - designing and developing blogs - creating,
promoting and measuring blog content - using newsletter in content - using photos in content marketing
Learning Outcomes:
After completion of this unit Student will be able to
● Understand the key issues of digital landscape. – L2
● Apply the content marketing goals – L3
● Analyse the Website usability – L4
52
● Create a digital marketing strategy – L6
Pedagogy Tools:
Blended Learning, Lecture, Practice, Discussion, Student Presentation, Polls
Unit – 2: Search Engine optimisation (CO2, LO2) – 12 Sessions

An introduction to search engine marketing (SEM) - Enhancing the organic search preferences, keyword
allocation for improving website’s searchability - Pay per click marketing - Online Reputation Management to
improve SEM - Enhancing the organic search preferences - Keyword allocation for improving website’s
searchability - Pay per click marketing - Online reputation management to improve search engine marketing -
keywords as the foundation of SEO - managing keyword data - link building strategies - measuring SEO
effectiveness - local search - Paid search - creating an advertisement - pay per click advertising - researching
keywords - creating a campaign
Learning Outcomes:
● Understand the importance of keywords – L2
● Apply the concept of SEO for greater visibility – L3
● Analyse paid, owned, shared and earned media – L4
● Evaluate the content marketing – L5
● Create a content marketing strategy – L6
Pedagogy Tools:
Unit -3: Social media marketing(CO3, LO3)–14 Sessions

Understanding social media marketing - building online community - growing an online community - getting
started with twitter - tweeting on twitter - building presence on twitter - getting started with facebook -
marketing on facebook - building your presence on facebook - measuring your efforts - understanding
instagram and advertising on instagram - developing linkedin’s business strategy - finding audience - engaging
audience
Learning Outcomes:
● Understand different types and functions of social media – L2
● Apply the purpose of Social media within organizations – L3
● Evaluate social media campaigns – L5
● Create a plan to manage social media Campaigns. – L6
Pedagogy Tools:
Unit-4: Marketing YouTube, E-Mail, Mobile (CO4, LO4, LO5) – 14 Sessions

understanding YouTube - monetizing with YouTube partner program - building an audience - customising the
channel - advanced video optimization on YouTube - using YouTube analytics, Email Marketing - Basic
components of Email marketing - Designing emails to enhance Email Marketing - Viral email marketing
campaigns - email marketing tools and setup - understanding of how email fits into a marketing plan - managing
the audience - audience engagement, Mobile Marketing - understanding mobile marketing - Alternative mobile
access technologies: platforms, services, devices and speeds - Consumer and corporate applications: content,
marketing, sales promotion, ticketing, participation/interaction - Location-based services (Proximity
marketing), SMS/ MMS, GPRS based services and marketing - Mobile messaging based Marketing - mobilizing
web presence - SMS campaign and building mobile applications.
53
Learning Outcomes:
● Understand the concepts of YouTube, e-mail & mobile marketing – L2
● Apply promotional campaigns through E-Mail & Mobile Marketing – L3
● Analyse the Viewership patterns – L4
● Evaluate the adverts’ adherence to a recognized code of conduct – L5
● Create a marketing campaign using digital marketing tools. – L6
Pedagogy Tools:
Unit – 5: Web Analytics (CO5, LO6) – 10 Sessions

Usage of Google Analytics - Implementation of Google Analytics - understanding analytics core concepts -
setting up goals - using different types of reports, Affiliate marketing foundations - fundamental affiliate
marketing principles - preparations for affiliate marketing - rolling out affiliate efforts.(stukend online
resources)
Learning Outcomes:
● Understand the benefits of analytics in marketing and foundations of affiliate marketing – L2
● Apply the google analytics concepts – L3
● Analyze the usage of affiliate marketing – L4
● Evaluate dashboards & other promotional tools - L5
● Create and generate various types of reports – L6
Assessment methods
Task Task Weightage

Task Task Type
Number Mode (%)
Group
T1 Students have to develop a blog on their own Practical 10
Activity
Content Writing Using Key Words and Implementing it
T2 Individual Practical 10
using SEO Techniques
Students have to create a marketing campaign of their Group
T3 Practical 10
choice and promote it through Social Media Networks Activity
Group
T4 Create a YouTube channel and promote the ad campaign Practical 10
Activity
Identify at least two Customer Segments and send the E-
T5 Mails and SMS to 200 individuals by the students and list Individual Practical 10
of E-Mails and Mobile Numbers have to be submitted
A1 A test will be conducted for 25 marks at the mid-term Individual Test 25

A2 A test will be conducted for 25 marks at the end-term Individual Test 25
TEXT BOOK
1. Digital Marketing: Strategies for Online Success by Godfrey Parkin, New Holland Publishers.
2. The art of Digital Marketing: The Definitive Guide to Creating Strategic, Targeted, and Measurable
Online Campaigns by Ian Dodson Wiley, 2016.
54
3. eMarketing: the essential guide to marketing in a digital world, Rob Stokes, 5th Edition, Quirk
eMarketing (Pvt.) Ltd.
REFERENCE BOOKS
1. Facebook Marketing: An Hour A Day by Chris Treadaway and Mari Smith, Sybex
2. Fundamentals of Digital Marketing by Puneet Singh Bhatia, Pearson, 2017.
3. Online Marketing, Richard Gay, Alan Charlesworth and Rita Esen, Oxford University Press, 2016
Websites:
1. www.seodigger.com
2. www.wix.com
3. www.google.com/analytics
4. www.way2sms.com
5. www.blogger.com
6. www.adwords.google.com
7. www.klout.com
CO PO Mapping
This is to map the level of relevance of the Course Outcomes (CO) with Programmed Outcomes (PO).

CO1 3 3 1 1 1 2 3
CO2 3 3 1 0 1 3 3
CO3 3 3 1 0 0 2 3
CO4 3 3 1 1 1 3 3
CO5 3 2 1 0 1 2 3
Target level Max 15 14 5 2 4 12 15
***********
55
MMK 846 MARKETING RESEARCH
Alternate Exposure
This course provides a comprehensive introduction to marketing research, and discusses key
concepts, processes, and techniques, as well as their applications. Students gain an appreciation for
the breadth and depth of the subject and its significance for a business enterprise. Besides an
overview of marketing research, the course covers research with qualitative data, and methods
used for analyzing research data to make decisions.
Course Objectives
1.Understand theoretical aspects of Marketing Research and its role in 21st century
2. Comprehend the planning and research process and designing the questionnaire.
3. Interpret measuring different scaling techniques in Marketing Research.
4. Evaluate different applications in Marketing Research and communicate through report writing
5. Apply recent research trends in different Marketing areas.
UNIT-I Title: Dynamics of Marketing Research No of Hours: 7

Introduction, Meaning of Research, Research Characteristics, Various Types of Research, Marketing
Research and its Management, Nature and Scope of Marketing Research, Marketing Research in the
21st Century (Indian Scenario) Role of Research in Marketing, Practical tips for researchers
Learning Outcomes:
After completion of this unit the student will be able to
● Recognize the role of Research in Marketing L1
● Describe the research characteristics and its types L2
● Interpret the Marketing Research to Indian Scenario L3
Pedagogy tools: Blended learning, Case let, Video lectures, self-reading
UNIT-II Title: Planning the Research Process No of Hours: 8

Introduction, Stages in planning the market research, Interview Techniques, designing questionnaires
and interview guides, Building Attitude Exploration into questionnaires
Learning Outcomes:
● Describe stages in Marketing Research L1&L2

● Illustrate the interview techniques in Marketing Research L3
● Design the Questionnaires L4
● Conducting Interviews L4
56
UNIT-III Title: Measurement and Scaling Techniques No of Hours: 10

Introduction, Importance of Measurement and Scaling in Marketing Research, Scales of
Measurement: Fundamental Properties, Primary Scales of Measurement, Attitude Measurement
Scales, Qualitative Research and its Implementation, Qualitative Research Methodology, Analysis and
Interpretation of Qualitative Research Data.
Learning Outcomes:
● Identify the use of different scaling techniques in Marketing Research L1&L3
● Describe the qualitative research and its implementation L1&L2
● Analyze and interpret the qualitative Research data L3&L4
UNIT-IV Title: Applications of Marketing Research No of Hours: 10

Advertising Research- Introduction, Purpose, populations involved in audience and advertisement
research, procedures for advertisement research, Publication considerations in advertisement
research. Social Research- - Introduction, Purpose, populations involved in social research,
procedures for social research
Report Writing and Presentation, Interpretation of Marketing Research Reports, Applications of
Marketing Research.
Learning Outcomes:
● Recognize the Advertising Research and its procedure L1
● Describe the Social research and its procedure L2
● Interpret different Marketing Reports L3
● Evaluate different applications in Marketing Research L5
UNIT-V Title: Recent Trends in Marketing Research No of Hours: 10

Online Marketing Research, Recent Trends in Marketing Research, Research in Lifestyle
Retail, Marketing Research and Social Marketing, Rural Marketing Research, Trends in
Services Marketing Research, Brand Equity Research, International Marketing and Branding
Research
Learning Outcomes:
● Describe and apply the recent research trends in Marketing areas L2&L3
● Interpret the International Marketing and Branding Research L3
● Differentiate Social and Rural Marketing Researches L4
57
Text Books:
● Naresh K. Malhotra et.al., “Marketing Research – An Applied Orientation”, 5th Edition,
Pearson, UK, 2017
● Nigel Bradley, “Marketing Research - Tools and Techniques”, 3rd Edition, Oxford University
Press, NewDelhi, 2013.
References:
● Donald R. Cooper & Pamela S Schindler, “Marketing Research – Concepts and Cases” Tata
McGraw Hill, New Delhi, 2006.
● G. Berry, “Marketing Research”, 4th Edition, Tata McGraw Hill, New Delhi
Journals
● GITAM Journal of Management
Websites
https://www.marketresearch.com
https://www.toolsrush.com

CO1 3 0 0 2 0 1 1
CO2 0 2 1 2 1 1 0
CO3 3 3 3 2 2 1 0
CO4 2 2 3 3 2 1 0
CO5 1 2 1 2 3 1 0
8 10 8 11 8 5 1
*********
58
HR SPECIALIZATION
MHU 841 Learning and 3 3 0 0 0 3

Development
COURSE OWNER Syllabus 1.0

version
Course Pre- Positive mindset to deal Contact 50

requisite(s) people challenges at hours
organization
Course Co- Online certifications and Date

requisite(s) reports Approved
Alternate Exposure HR Software’s And Dash Boards , Membership In Professional

Bodies Like NIPM,ISTD,SHRM
A learning and development strategy outline how an organization develops its workforce’s
capabilities, skills and competencies to remain successful. It is an important part of an organization’s
overall business strategy.
The objective of this course is to help students understand the various facets of learning and
development strategy such as business strategy, operational and cultural factors, the human capital
approach, keeping strategy updated, and the investors in people process. The course provides
participants with an understanding of the skills required, to employee training needs, design and
administer employee training and development programs, and evaluate both the efficiency and
effectiveness of such programs.
Course Objectives
● To Understand the basic concepts of ‘Learning and Development’ and as a tool to develop capabilities of
employees in the workplace.
● To identify the strategies in training and their needs assessment for organizational learning and
development.
● To identify the fundamental concepts of Learning and Development in Case analysis.
● To acquire knowledge to develop skills and abilities to manage of the organizations.
● To evaluate the process of overall learning and development
UNIT –I Introduction No of Hours 10

Introduction: Concept and key components of Learning and Development – Overview of Training
and Development systems – The forces influencing working and learning – Linking Training &
Development to company’s strategy – Requisites of effective training.
Learning Outcomes:
59
● Understand the key components of learning and development L1
● Discuss the various forces influencing the workplace and learning and explain how training
can help companies deal with these forces. L2
● Design and understand the overview of training and development systems L5
● Critically understand the requisites of effective training L1
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, corporate report, and online tools for right
engagement. (Menti Meter,Khoot)
UNIT –II Strategic Training No of Hours 10

Strategic Training: Evolution of Training – Learning as a strategic focus – Strategic Training &
Development process – Organizational characteristics that influence training. Training Needs
Assessment (TNA): Purpose of TNA – Training need assessment at different levels – Approaches to
TNA – Training need assessment methods.
Learning Outcomes:

● Understand the strategic training and development process L1
● Identify the training needs assessment for the effective learning L2
● Discuss how to create learning or training brand why it is important L3
Pedagogy tools: Case let, video lectures, self-reading, TED talks, Online dash boards for recruitment
and selection, Guest lectures.
UNIT –III Learning and Transfer of Training No of Hours 10

Learning and Transfer of Training: Concept of Learning – Learning Theories – Learning Process –
Instructional emphasis for learning. Program Design: Considerations in designing effective training
programs – Curriculum course, and lessons design – program design implications for transfer of
training – using knowledge management for learning and transfer of training.
Learning Outcomes:

● Understand the concept of learning theories L1
● Identify the considerations in designing effective training programs L2
● Understand the Curriculum course and lessons design L1
● Discuss how to use knowledge management for learning and transfer of training L3
Pedagogy tools:, Case let, video lectures, self-reading, Online survey and assessment, HR executive
Interviews,
UNIT –IV Training and Development Methods No of Hours 10

Training and Development Methods: Traditional Training methods – Technology based training
methods – Training Evaluation: Objectives of training evaluation – overview of the evaluation process
– outcomes used in evaluation of training programs – Determining whether outcomes are appropriate
– Evaluation practices – Determining Return of investment.

● Understand the differences between the traditional and technological training methods L1
● Understand the objectives and overview of training evaluation process L1
● Analyze the outcomes used in evaluation of training programs L4
60
● Identify the appropriate outcomes for the evaluation practices L2
Pedagogy tools:, Case let, video lectures, self-reading, Minor survey and report writing , Report
analysis and Trend analysis on compensation ,Industrial visit to know about the safety standards
UNIT – V The Future of T&D No of Hours 10
The Future of Training & Development: Training for Sustainability – Increased use of new technology
for training delivery – Capturing and sharing intellectual capital and social learning – Just-in-time
learning and performance support – Increased Emphasis on Performance Analysis: Big Data and
learning for business enhancement – Stake holder focused learning – Training partnership and
outsourcing.
Learning Outcomes:

● Understand the future trends that are likely to influence training departments and trainers
L1
● Understand the concept of social learning L2
● Discuss how these future trends may affect training delivery and administration, as well as the
strategic role of training department L3
Pedagogy tools:, Case let, video lectures, self-reading, Role plays, Group discussions, Discussions with
Union/Welfare officer for industry exposure

t
CO1 Understand and discuss the concepts of learning and development
and translate learning strategy into action.
CO2 Identify the key strategies in training and their needs assessment for
organizational learning and development.
CO 3 Analyze how to implement the theories of learning and transfer of
training.
CO 4 Discuss various training evaluation methods for the effectiveness and
trends in Learning and development.
CO 5 Evaluate the process of overall future learning and development.
Textbook(s):
● Noe, Raymond A. and Kodwani, Amitabh Deo. Employee Training and Development, McGraw Hill
Education India, 7th edition, Special Indian Edition, New Delhi, 2018.
Reference Book(s):
● Noe, Raymond A. and Kodwani, Amitabh Deo. Employee Training and Development, McGraw Hill
Education India, 7th edition, Special Indian Edition, New Delhi, 2018.
Journal(s)
● GITAM Journal of Management, GIM, GITAM Deemed to be University, Visakhapatnam.
● HRM Review.
● HRD Review
61
● NHRD
● E – Books and E – journals
CO-PO Mapping:
CO1 3 0 0 0 1 2 0
CO2 1 2 0 0 0 1 2
CO3 0 3 0 0 1 0 1
CO4 1 2 0 0 0 2 1
CO5 1 0 0 0 1 1 1

APPROVED IN:
SDG No. & Statement
SDG Justification:
*******
62
MHU843 Employee Welfare and
labour Adminstration
COURSE OWNER Syllabus 1.0

version
Course Pre- Awareness of various HR Contact 48

requisite(s) policies and Acts hours
Course Co- Online certifications, Date

requisite(s) coursera Approved
Alternate Exposure Field visit to factory ,and Interaction with Welfare officer
Employee welfare is a part of social welfare. Employee welfare includes anything that is done for the comfort
and improvement of employees’ life, and is provided over and above the wages. Welfare helps in keeping the
morale and motivation of the employees high so as to retain the employees for longer duration which helps
the organization to achieve its goals. Welfare may increase the expenses but it will benefit the organisation in
the long run, as it had proved to have direct correlation to productivity, loyalty, industrial relations, discipline
and brand image. It is also important for HR managers to understand various social security measures, State
and Central government machinery responsible for implementation of various legislations on welfare and
social security.
Course Objectives
● To understand the concept of employee welfare and various welfare facilities

● To understand various agencies responsible for providing welfare facilities
● To understand the State and Central Government Labour administrative
UNIT-1 Labour Welfare No of Hours 10

Labour welfare Concept and Scope: Employee Welfare- Meaning and Scope, Objectives of
Labour Welfare ,Theories of Labour Welfare- Principles of Labour Welfare, Labour Welfare in
India: Pre and Post Independence, Welfare practices in India presently- Various Constitutional
provisions for labour welfare in India.
Learning Outcomes:
Define the meaning and definition of employee welfare L1

Undertands the labour welfare practices in India L2
Interpret various welfare policies and its application across industries L5
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, ,and online tools
UNIT-II ILO No.of Hours 10

Impact of ILO on Employee Welfare in India: ILO – International Labour Organization- Structure of
ILO- Labour Welfare – Position in India -Agencies of labour welfare , Labour Welfare Work By Central
Government, State Governments, Employer’s role in welfare work, Trade Unions, NGO’s -Others.
63
Learning Outcomes:
Remember the role of ILO for industrial harmony L1

Understand various welfare agencies and welfare schemes L2
Execute various agencies performance central and state level L3
Pedagogy tools: Case let, video lectures, self-reading, Guest lectures,ppt
UNIT-III Welfare Facilities No.of Hours 10
Welfare Facilities: Classification of Labour Welfare Activities, Extra mural activities, Intra mural activities,
Welfare practices in India- Statutory & Non-Statutory Welfare Schemes, Factories act 1948, welfare centers ,
labour welfare officer- duties and function of labour welfare officer, - Status of welfare officer.
Learning Outcomes:
Understand classification of labour L2

Remember both statutory and non-statutory schemes L1
Examine the role of welfare officer across industries L4
Pedagogy tools:, Case let, video lectures, self-reading, , HR executive Interviews,Field visit
UNIT-IV Social Security No. of Hours 10
Social Security Concept and Scope: Concept and Scope, Social Assistance and Social Insurance, Organised,
Sector- Employees State Insurance Act, 1948 , Employees Provident Funds& Miscellaneous Provisions Act,
1952, Employees Compensation Act, 1923, Maternity Benefits Act, 1961 and Payment of Gratuity Act,1972.
Unorganised Sector-Unorganized Workers Social Security Bill, 2008 -Social security in India
Learning Outcomes:
Remember various social security acts L1

Describes both organised and unorganised labour L2
Evaluate social security schems and its relevance L5
Pedagogy tools:, Case let, video lectures, self-reading, Minor survey and report writing , Report analysis and
Trend analysis on compensation ,Industrial visit to know about the safety standards
UNIT-V Labour Administration No of Hours 8
Labour Administration: Evolution of Labour administration, Central Labour Administrative Machinery, Chief
Labour Commissioner (CLC), Directorate General of Employment &Training(DG of E&T), Directorate General,
Factory Advice Service and Labour Institutes(DGFASLI), Labour Bureau, Welfare Commissioners, Autonomous
Organisations- Employees Provident Fund Organization (EPFO), Employees State Insurance Corporation (ESIC)
Central Board for Workers Education (CBWE), Adjudicating Body- Central Government Industrial Tribunals
cum-Labour Courts (CGITs), Arbitration Body- Board of Arbitration, Joint Consultative Machinery (JCM)
Scheme, Central Labour Service (CLS), Citizens’ / Client’s Charter (CCC) Labour Administrative Machinery in A.P.
Learning Outcomes:
64
Remember various statutory bodies its adminstration L1
Understands the role of arbitration and labour bureau L2
Analyze the labour adminstration in AP L2
Union/Welfare officer

Course Outcome Assessment
CO1 understand the concept of employee welfare and various A1,A2 & A4
welfare facilities provided by the Central, State Governments
and various agencies
CO 2 understand different statutory and non-statutory welfare A1,A2,A3 & A4
facilities
CO 3 determine the difference between social security measures in A3 & A4
India
CO 4 compare and contrast the State and Central Government A3 & A4
Labour Administrative machinery
Textbook(s):
⮚ Sharma A. M., “Aspects of Labour Welfare and Social Security”, Himalaya Publishing House,
Mumbai
⮚ Vaid K. N., “Labour Welfare in India”, Sri Ram Centre for IR and HR, New Delhi,
⮚ Dr. SubbaRao, P., “Labour Welfare and Social Security”, Himalaya Publishing House, Mumbai,

•Edwin B Flippo, "Personnel Management", Tata McGraw Hill Publishing , New Delhi, 1984
•John H. Bernardin, "Human Resource Management - An Experiential Approach", Tata McGraw Hill, New
Delhi, 2013
•Mirza, Saiyadain, "Human Resource Management", Tata McGraw Hill, New Delhi, 2013
•Gary Dessler&BijuVarkkey, "Human Resource Management", Pearson, New Delhi, 2015 14th edition.
Journal(s)
• Harvard Business Review, Harvard Business School Publication USA
• People Matters online Magazine
• Human Capital Magazine
• Vikalpa, Indian Institute of Management, Ahmedabad
65
CO - PO Mapping
CO1 3 2 0 2 1 1 0
CO2 2 2 0 3 2 0 0
CO3 0 0 0 2 2 0 0
CO4 0 0 3 0 2 0 2
APPROVED IN:
BOS :<< date >> ACADEMIC COUNCIL: <<date>>

SDG No. & Statement:8
SDG Justification:
Promote sustained, inclusive and sustainable economic growth, full and productive
employment and decent work for all
********
66
Course Code: MHU 845 L T P J S C
Course Title: Employment Laws - I
Course Owner Dr Shamshuddin Shaik Syllabus version 1.0
Course Prerequisite(s): None Contact hours 48
Course Co-requisite(s): None Date

Approved
Alternate Exposure: Repeating exercises, either with the same participants or with
others, with the help of semi-scripted Role Plays. Extracted Supreme Court and High
Court case laws and Group Discussions from AIR, LLJ, LLR, or other sources.
Identification of Important Sections and analyze the arguments relating to various
topics and sub-topics.
To promote Industrial Harmony and better Employment relations between Employer and Employees,
the government always updates the rules and regulations for various organizations from time to time
as it helps every community grow together. Accordingly, it is essential to know about modernized
governmental policies and rules. Therefore, if any business wants to work without hurdles, an
entrepreneur, Human Resource Department should be up to date with employment laws. The first
thing to know about employment law is which laws apply to a particular business. Not all laws apply
to all employers. Therefore, HR managers need to understand applicable employment laws to protect
the rights of their employees. In the process, HR managers can help their companies avoid lawsuits,
fines, and legal expenses. It is not uncommon for Human Resource management trainees to ignore
the importance of learning about employment laws during their training. As a result, they enter the
corporate world without having a thorough understanding of the various employment laws and the
role of legal professionals in establishing and running harmonious relations and ventures.
Course Objectives:
1. To provide an understanding of the concepts of employment Laws

2. To impart knowledge to analyse the various employment Laws in India.
3. To evaluate the function of employment laws in Industrial Organizations.
4. To analyse the Cases and the Judgments of Supreme Court and High court
5. To apply the various sections of the Acts to solve case discussions.
.
Unit I: Title: Labor Legislation No of Hours- 10
Employment Laws: Significance - Need - Principles - Scope - - Classification - New Codes of

Employment Laws - Role of ILO - Aims - Objectives - Recommendations - Conventions - Impact of
Indian Constitution on Employment Laws. Social Security and Social Dialogue in Employment Laws
67
1. Understand the significance of Labor Laws in India. L2

2. Classify the evolution of Case Laws. L3
3. Understand the evolution of Cases and Sections. L3
4. Understand the Judgments in various acts. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest lectures, field visits.
Unit II: Industrial relations No of Hours- 10
The Industrial Disputes Act, 1947 - Significance - Need - Scope - Objectives - grievance redress
Machinery and Mechanism - Conciliation - Arbitration - Adjudication - Strikes - Lockouts - Layoff -
Retrenchment.
1. Define the concept of Industry. L1

2. Relate the importance of components of the above Acts. L2
3. Understand various types and characteristics of Laws. L3
4. Understand various Cases related to the Acts. L2
5. Understand the Legal framework of Act. L1
Unit III: Standing Orders and Trade Unions No of Hours- 8
The Industrial Employment (Standing Orders) Act, 1946 - Significance - Need - Objectives - Scope -
Certified Standing Orders - Posting - Principles of natural Justice - Amendment of Standing
Orders - Trade Unions Act, 1926 - Significance - Need - Objective - Scope - Registration -
Multiple Trade Unions - Contributions - Donations - Unfair Labor Practices - Collective
Bargaining - Office Bearers.
1. Define the concept of Industry. L1

2. Relate the importance of components of the above Acts. L2
3. Understand various types and characteristics of Laws. L1
4. Understand various Cases related to the Acts. L2
5. Understand the Legal framework of Acts. L3
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest Lectures, Field
Visits.
Unit IV: Health, Safety and Welfare No of hours-10
The Factories Act, 1948 - Significance - Need - Aims - Objectives - Health - Safety - Welfare -
Working conditions - Working Hours - Leaves - Welfare Officer - Safety Officer - Chief
Inspector - Rights - Duties - Penalties - Contract Labour (Regulation and Abolition) Act, 1970 -
Significance - Need - Scope - Objectives - Registration - Licensing - Health - Safety - Welfare -
68
Penalties.
1. Understand the concept of Factory. L1

2. Understand the concept of the Contract Labor Act. L2
3. Apply the Cases related to the Supreme court in the discussion of the Case analysis. L3
4. Understand the role and Mechanism of the Regulatory Body. L2
5. Understand the Provisions and Penalties under the Law. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Field Visits, Guest
Lectures.
Unit V: Wage Laws in India No of Hours -10
Payment of Wages Act, 1936 - Fixation of Wage periods - Time - Deductions - Maintenance of
Registers and Records - Penalties - Minimum Wages Act, 1948 - Fixing of Wages - Wage
Committees - Overtime - Exemption and Exceptions - Penalties.
1. Understand the concept of Wages in India. L2

2. Understand the Laws related to Wages. L1
3. Understand the Significance of Wage law in India. L2
4. Understand the Cases and applications in Discussion forums. L3
5. Understand the importance of Penalties. L4

CO1 Student will be able to understand the employment Law concepts. A1,A2&A3
CO2 Student can understand Legal interventions and its effects on A1,A3&A3
organisations.
CO3 Students can understand the role of various enactments and A2,A3&A3
applicability.
CO3 At the end student will be able to uunderstand the purposes, A3,
relevance and Various precedents, Judgments, Amendments.
CO3 Apply multidisciplinary approach to the employment and Legal A3,
context
TEXTBOOK
Padhi, P.K., "Labor and Industrial Laws", Prentice Hall of India, New Delhi, 2018
69
REFERENCES
Singh B.D., "Labor Laws for Managers", Excel Books, New Delhi, 2014 Malik P. L., "Industrial
and Labor Laws", Eastern Book Company, 2013 Mishra S.N., "Labor and Industrial Laws",
Central Law Publication, 2012
JOURNALS
Labor Law Reporter
Labor Law Journal
CO1 1 1 1 2 1 0 2
CO2 1 2 1 3 1 1 1
CO3 3 1 3 1 1 1 1
CO4 1 2 2 1 1 1 2
CO5

APPROVED IN:
SDG Justification:
********
70
MHU 847 COMPENSATION 0 3 0 0 0 3

MANAGEMENT
Course Contact hours 50

Pre-requisite(s)
Course Co-requisite(s) Date

Approved
Alternate Exposure
Compensation management is one of the important and complex functions of human resource
management. Compensation is one of the strategies to attract and retain talent in organizations. It is a
function that involves many principles, procedures and legislations. Knowledge of this function is
important for every employee as most of the disputes in organizations are around the wages and salaries
of employees. This course will equip the student with all the knowledge and skill of designing the
compensation structure of employees in organizations.
Course Objectives
1. To understand the various concepts related to compensation and wages.
2. To understand the concept of rewards and performance linked compensation.
3. To examine the different incentive systems adopted in organizations
4. To analyze the structuring of wages and compensation in organizations
5. To examine the differences in executive and non executive remuneration and the
challenges of compensation management in MNCs.
UNIT - I Title: Compensation and wages No of Hours : 10

Meaning and objectives of compensation; Scope; Significance; Dimensions of compensation; 3P
compensation concept; Concepts of Wage- Wages, Salary, Earnings, Take-Home pay, C.T.C; Types of Wages-
Minimum wages, Fair wages, Living wages, Nominal wages, Real wages; Wage Payments -Time Rate system,
Piece Rate system, Payment by results, work study, Balance or debt method, Incentive rate system; Wage
theories- Subsistence theory, Wage fund theory, Marginal productivity theory, Residual claimant theory,
Bargaining theory. Wage Structure: Components of wage structure- Basic; Dearness Allowance; Variable
Dearness Allowance (V.D.A.) and Calculation of V.D.A.; Incremental system; Fringe benefits.
Learning Outcomes:
1. Understand the concepts of wages and salaries · L2
2. Differentiate between types of wages · L4
3. Illustrate the components of wage structure ∙ L3
Pedagogy tools: Blended learning, Case let, video lectures, group discussions, self-reading
UNIT - II Title: Performance linked Reward system No of Hours :12

Concept of reward, Reward systems; Performance descriptors and Performance related pay; Variable pay-
Types of variable pay plans – Individual, Group and Organization wide plans; Factors affecting success of
71
variable pay plans, Benefits of Variable pay plan; Forms and types of performance linked reward system-
Merit pay, Skill based pay, Competency based pay, Shop floor incentive and bonus schemes- Individual
piece work, work measure schemes, Measured day work, Incentives.
Learning Outcomes:
1. Evaluate the linkage between reward system and performance of employees · L4
2. Distinguish between the various forms of performance linked reward systems - L3
∙
Pedagogy tools: Blended learning,Case let, video lectures, group discussions, self-reading
UNIT - III Title: Wage Incentive system No of Hours : 12

Classification of incentives-Individual incentive plans- Halsey system, Rowan system, Bedaux Point system,
Differential piece rate system, Emerson’s plan, Gantt Premium and task bonus, Accelerated Premium
system: Group incentive plans- Scanlon Plan, Rucker plan; Organization based incentive plans- Gainsharing
plans, Goal sharing plans, profit sharing plans, ESOPs – types of ESOPs, Annual Bonus, Economic value
added / Market value added; Principles and procedures for installing incentive systems; Linking wages with
productivity.
Learning Outcomes:
1. Classify different type of incentives · L2
2. Outline the various types of incentive plans L4
UNIT - IV Title: Wage Fixation No of Hours: 10

Compensation Policies (Micro level), Compensation strategy at Micro level, Developing a total
compensation strategy; Wage differentials- types; Wage curves, pay grades, broad banding; Pay surveys;
Factors influencing wage determination; Wage determination process- Job evaluation- methods of job
evaluation; Methods of Wage Fixation - Collective Bargaining; Wage Boards; Pay Commissions; Adjudication
Learning Outcomes:
1. Evaluate the factors influencing wage determination ∙ L4
2. Demonstrate the process of wage fixation - L4
3. Evaluate the different methods of wage fixation - L4
UNIT - V Title: Executive Remuneration No of Hours : 6

Criteria for fixing executive remuneration; Unique features of Executive Remuneration; Why managers
should be paid more; New developments in CEO's compensation; Principles & Procedures for Preparation
of Remuneration for Consultants and Other Outsourcing Agencies; Role of HR department in Compensation
Administration; Challenges of compensation management in MNC.
Learning Outcomes:
1. Differentiate between managerial and managerial compensation structure ∙ L3
2. Evaluate the role of HR department in Compensation management ∙ L4
72
3. Analyse the challenges of compensation management in MNCs. ∙ L4

CO1 Understand the various wage theories and the concepts related to A1, A2, A4
pay
CO2 Analyze and differentiate between the various components of A1,A2,A4
wages of non executives and executives
CO 3 Examine the different methods of wage fixation A1, A3, A4
CO 4 Calculate the DA and other components of wages and salaries and A1, A4
prepare pay roll
CO5 Present the challenges of compensation management in MNCs A2, A4
Textbook(s):
1. Singh, B.D., Compensation & Reward management. Excel books. New Delhi.
2.
1. Aswathappa, K ., Human Resources & Personnel Management. Tata Mc Graw Hill Publishing
Limited.
New Delhi.
2. Sharma,A.M., Understanding wage systems in India. Himalaya Publishing House, Mumbai.
Journal(s):
1. GITAM Journal of Management, Visakhapatnam
2. Harvard Business Review, New Delhi.
3. HRM Review, Hyderabad Human Capital, New Delhi
4. Personnel To-day, Kolkata
5. NHRD Review, New Delhi.
Website(s):
1.
CO-PO Mapping:

CO1 3 2 0 3 1 2 1
CO2 3 3 0 3 3 2 0
CO3 3 3 0 3 3 2 1
CO4 3 3 0 3 3 2 0
CO5 2 2 0 3 1 3 1
APPROVED IN:
73
SDG Justification:
The course outline and the subject lead to quality inputs that shall create a foundation and stay
with the participant for life.
74
Course Code: MHU849 T P J S C
Course Title: HUMAN RESOURCE VALUE PROPOSITION 3 0 0 0 3
Course Owner Prof. YVVSSS Vara Prasad Syllabus version 1.0
Course Prerequisite(s) Contact hours 43
Alternate Exposure
HR practices generally deal with people performance, information and work because they create an
infrastructure that affects, employees, customers, line managers and investors. HR professionals play different
roles in an organization. Employee champion administrative expert, change agent and strategic partner and
so on. HR investments build organizational capabilities. These organizational capabilities create intangibles,
like, talent, speed, collaboration, accountability, shared mindset, learning and leadership. The essential
message of this course is that HR must deliver value. HR practices must create value in the eyes of investors,
customers, line managers and employees. HR departments must be organized and they must implement
strategies that create value by delivering business results in efficient and effective ways. Similarly HR
professionals deliver value when their personal competencies deliver business results. Value is the foundation
and premise of the HR architecture.
1 understands what is HR Value proposition and its relevance in achieving the goals of the company
2 extrapolate the role of HR for value proposition
3 analyze the elements of value proposition
4 develop the skill of creating value proposition through HR
UNIT - I Title: The concept of HR value: : (8 sessions) (CO1, CO2, L1 & L2)
The concept of HR Value Proposition; its premise; five elements of HR Value Proposition; The fourteen
criteria of the New HR.
Learning outcomes: at the end of the unit student will be able to :
1 describe HR Value Proposition concept Co1, L1
2 interpret the HRVP frame work Co2, L1
3 apply the criteria of the new HR Co2, L2
Pedagogy tools: Blended learning, Case discussion, video lectures, self-reading, group discussions
Unit II External and Internal Business Realities: (9 sessions)(CO2, L2 & L3)

External and Internal: External business realities; Technology; Economic and Regulatory Issues; workforce
demographics external stakeholders; investors, customers; Internal Factors; Line managers and HR; Employees
and HR.
75
1 demonstrate the external business realities Co2, L2
2 analyse the HR transformation in serving external and internal stakeholders Co2, L2
3 describe how HR can add value by addressing HR outside in Co2, L2, L3
UNIT - III Title:HR and Value Proposition: (9 sessions)(CO2, CO3, L2, L3 & L4)
HR and Value Proposition; Flow of people; Flow of Performance Management; Flow of information; Flow of work;
HR leader; HR Competencies
1 describe the flow of people, performance management Co2, L2
2 describe the flow of information and work Co3, L3
3 can analyse and interpret the role of leader and HR competencies to add value to the organization
Co3, L3
UNIT - IV Title: HR organization: (9 sessions) (CO3, CO4, L3 & L4)
HR organization: Single business and Functional HR; Holding company business and dedicated HR; diversified business
and shared services HR; HR Transaction work; HR Transformation work; Roles for HR professionals: Employee
advocates, Human Capital developers, functional experts, Strategic Partner, .
1 can explain the concepts of single business and functional HR Co3, L3
2 demonstrate how HR works in holding company and diversified business and shared services Co4,
L3 & L4
3 analyse and apply various roles of HR professionals Co4, L3 & L4
UNIT - V Title: Professional development and implications: (8 sessions) (CO3, CO4, L3, L4 & L5)
Professional development and implications, Principles of Professional Development; Training for HR Professionals;
Development experiences for HR Staff; implications for the transformation of HR.
76
1 describe the principles of professional development Co2, L3, L4

2 can apply HR Evaluation Co4, L3 & L4
3 can demonstrate HR Audit Co4, L3 & L4

CO 1 understands what is HR Value proposition and its relevance in A1, A2 & A4
achieving the goals of the company
CO 2 extrapolate the role of HR for value proposition A1,A2, A3&
A4
CO 3 analyze the elements of value proposition A3 & A4
CO 4 develop the skill of creating value proposition through HR A4 & A5
Textbook(s):
1. Dave Ulrich and W. Brockbank, The HR Value Proposition; Harvard Business review press; New Delhi, 2013.
2. Dave Ulrich; Human Resource Champions HBR Press; 1995
CO & PO Mapping:
CO PO Mapping
CO1 1 1 1 2 2 1 1
CO2 1 1 2 2 3 2 1
CO3 1 2 2 2 2 1 2
CO4 2 2 3 2 3 2 2
******
77
MHU 851 Performance Management 3 3 0 0 0 3
COURSE Syllabus 1.0

OWNER version
Course Pre- Positive mindset to deal Contact 50

requisite(s) people challenges at hours
organization
Course Co- Online certifications and Date

requisite(s) reports Approved
Alternate HR Software’s And Dash Boards , Membership In Professional

Exposure Bodies Like NIPM,ISTD,SHRM
Of all the human resource management functions, performance management has a special place since it is a
strong determinant of organizational excellence. Organizations of contemporary era have realized that human
resource needs to be continuously excited and provided with opportunities for gratification of motivational
needs in order to sustain business growth. Performance management as a concept and practice has
substantive potential to fulfil business demands of an organization by integrating its growth with motivational
needs of human resource.
Course Objectives
● To understand the basic concepts of ‘Performance Management’ as a tool to measure

performance of employees in the workplace
● To identify the fundamental concepts of Performance management in Case analysis
● To acquire knowledge in measuring performance and managing in organizations
UNIT –I Introduction No of Hours 10

Performance Management: Introduction, Definition of PM – Objectives, Characteristics and
Prerequisites of PM – Dimensions of PM – Factors affecting of Performance Management – Linkage
of performance management with other HR Sub Systems – Role of HR Professionals in Performance
Management.
Learning Outcomes:

● Understand the concept of performance management L1
● Identify the pre-requisites of performance management L1
● Design and understand the model of performance management L5
● Design and understand the model of performance management L1
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, corporate reports ,and online tools for
right engagement.(Menti Meter,Khoot)
78
UNIT –II Performance Management System No of Hours 10
Performance Management System (PMS): Introduction to PMS – Objectives and Functions of PMS –
Conceptual model of Performance Management System – Characteristics of PMS – Performance
Management Process - Theories of Goal Setting and Corporate and Individual levels of goal setting –
Expectancy Theory.
Learning Outcomes:
● Understand the concept of performance management system L1

● Design a performance management system L2
● Evaluate the characteristics of an effective performance management system L3
Pedagogy tools: Case let, video lectures, self-reading, TED talks, Online dash boards for recruitment
and selection, Guest lectures.
UNIT –III Performance Planning No of Hours 10

Performance Planning: Definition and Importance of Performance planning – Objectives and
Characteristics of performance planning – Methodologies of Performance Planning – Process of
Performance Planning – Barriers to performance planning. Performance Managing: Meaning and
Importance – Objectives and Characteristics – Performance Managing Process.
Learning Outcomes:
● Understand the performance management process and planning L1
● Understand the theoretical framework of goal setting L1
● Assess the methodologies of performance planning L2
● Examine the barriers of performance planning L3
Pedagogy tools:, Case let, video lectures, self-reading, Online survey and assessment, HR executive
Interviews.
UNIT –IV Performance Appraisal No of Hours 10

Performance Appraisal: Meaning and Characteristics of appraisal – Objectives and Importance of
appraisal – Process of Performance Appraisal – Methods of Performance Appraisal – Ethical Issues in
Performance management.
● Understand the concept of performance appraisal L1

● Understand the objectives and importance of performance appraisal L1
● Assess the process of appraisal system methods L4
● Identify the ethical issues in performance management L2
Pedagogy tools:, Case let, video lectures, self-reading, Minor survey and report writing , Report
analysis and Trend analysis on compensation ,Industrial visit to know about the safety standards
79
UNIT – V Performance Monitoring No of Hours 10
Performance Monitoring: Definition of Performance Monitoring and Characteristics – Objectives of
monitoring – Process of Performance Monitoring – performance management Documentation –
Annual Stocktaking – Performance Management Audit – Leading high-performance teams –
Integrated Performance Management – Maturity Alignment.
Learning Outcomes:
● Understand the concept of performance Monitoring L1

● Define the process of performance monitoring L2
● Discuss about the performance management audit integrated PM L3
Union/Welfare officer for industry exposure

CO1 Understanding of terminologies and concepts of performance management.
CO2 Apply the key tools of performance management which helps in practice.
CO 3 Analyze how to implement performance planning and managing in
performance management system.
CO 4 Make use of different appraisal methods for employee development.
CO 5 Evaluate the process of performance monitoring for employee development
Textbook(s):
● Kohil A. S., & Deb, T., “Performance Management”, OXFORD University Press, New Delhi,
2008.
● Herman Aguinis, “Performance Management”, Pearson, New Delhi, 2008.
● Michael Armstrong and Angela Baron, “Performance Management”, Jaico Publishing House,
Mumbai, 2009.
● Rao, T. V., “Performance Management and Appraisal Systems”, Response books, New Delhi,
2007Additional Reading
Reference Book(s):
● Kohil A. S., & Deb, T., “Performance Management”, OXFORD University Press, New Delhi,
2008.
● Herman Aguinis, “Performance Management”, Pearson, New Delhi, 2008.
● Michael Armstrong and Angela Baron, “Performance Management”, Jaico Publishing House,
Mumbai, 2009.
● Rao, T. V., “Performance Management and Appraisal Systems”, Response books, New Delhi,
2007
80
Journal(s)
● GITAM Journal of Management, GIM, GITAM Deemed to be University, Visakhapatnam.
● HRM Review.
● HRD Review
● NHRD
● E – Books and E – journals
CO-PO Mapping:
CO1 2 0 1 0 1 2 0
CO2 1 2 2 1 0 1 2
CO3 0 1 2 2 2 0 1
CO4 2 1 0 1 1 2 1
CO5 1 1 0 2 1 1 1
APPROVED IN:
SDG Justification:
Consumer behaviour helps us understand how consumer can be taught responsible consumption
and thus ensures sustainable consumption and production patterns
*******
81
OPERATIONS

MOP841 Production Planning and 3
Control
Course owner Syllabus 1.0
version
Course Pre- NIL Contact 30
requisite(s) hours
Course Co- NIL Date
Alternate
Exposure
Introduction
Production planning and control entails the acquisition and allocation of limited resources to
production activities so as to satisfy customer demand over a specified time horizon. Planning is a
forward looking process and it is about working out what action needs to be taken now to satisfy
requirements in the future. Control is associated with checking that plans are being executed
correctly and taking appropriate remedial action if there is a problem or deviation from plan. As such,
planning and control problems are inherently optimization problems, where the objective is to
develop a plan that meets demand at minimum cost or that fills the demand that maximizes profit.
The underlying optimization problem will vary due to differences in the manufacturing and market
context. This course provides a framework for discrete-parts of production planning and control and
provides an overview of applicable model formulations.
Unit - I Introduction to Production Planning and Control No of Hours: 6

Introduction to operations management, locating the importance of planning and control in
operations management. Input-Transformation-Output models, Goods Vs Services, The 4Vs
of operations management, the five performance objective, polar diagrams, formulating
operations strategy
Learning Outcomes:
● Understand the basics of operations management L2
● Explain the Input-Transformation-Output models L2
● Analyse the 4Vs of operations management L4
● Analyse the five performance objectives and draw the polar diagrams L4
● Understand the basics of operations strategy L2
Pedagogy tools: Blended learning, case study, videos, self-reading
82
Unit - II Planning and Control Activities No of Hours: 6
Mechanisms of serving the market, planning and control activities: loading (finite and
infinite), scheduling (backward and forward), sequencing, monitoring and control,
volume/variety (vs) planning and control
Learning Outcomes:
● Understand the mechanisms of serving the markets L2
● Explain finite and infinite loading at the work centre L2
● Differentiate between sequencing and scheduling L4

● Differentiate between the forward and backward scheduling L4
● Understand the basics of monitoring and control L2

Unit - III Capacity Planning No of Hours: 6
Fluctuating demand, planning horizon, capacity management, Rough Cut Capacity Planning
(RCCP), Capacity Requirement Planning (CRP), queuing theory and forecasting
Learning Outcomes:
● Understand the concepts of capacity management for different planning L2
horizon
● Analyse the hierarchical planning processes L4

● Differentiate between Rough Cut Capacity Planning (RCCP) and Capacity L4
Requirement Planning (CRP)
● Choose a specific planning technique L3
● Understand the basics of queuing theory L2
Unit - IV Master Production Scheduling (MPS) No of Hours: 6
Background and links to sales and operations planning (SOP), sources of demand, Material
Requirement Planning (MRP) – Bill of Material (BoM), MRP Explosion, Enterprise Resource
Planning (ERP) and its history, bespoke vs packaged ERP software, ERP characteristics, SAP,
benefits and challenges of ERP
Learning Outcomes:
83
● Understand the concept of Master Production Scheduling (MPS) L2
● Evaluate the Material Requirement Planning (MRP) L5
● Understand bill of material and MRP explosion L2
● Understand the basics of Enterprise Resource Planning (ERP) L2
● Differentiate between bespoke and packaged ERP software L4
Pedagogy tools: Blended learning, case study, activities, self-reading
Unit - V Lean Production & Theory of Constraints (ToC) No of Hours: 6
Fundamental lean concepts and their impact on capacity, the pull system. Using Kanban for
process improvement, Understanding and managing constraints, improving process using
ToC and impact on operations strategy, general types of constraint causes, logistics and ToC
and scheduling and ToC, Drum-buffer-rope method
Learning Outcomes:
● Understand the basics of lean production L2
● Explain the “Kanban” rule for process improvement L2
● Understand the fundamental principles of theory of constraints (TOC) L2
● Improve process using TOC L5
● Explain Drum-buffer-rope method L2

CO1 Understand the systematic planning and control activities to A1, A2
achieve the highest efficiency in producing goods/services.
CO2 Explore the production facilities like men, machines, materials, A3
methods etc., to achieve stated production objectives with
respect to quantity, quality, time and cost
CO3 Evaluate & select a range of planning and control methods and A2, A4
techniques that can be used to match supply and demand in a
variety of contexts.
CO4 Critique an organisation from production planning and control A4
perspective.
CO5 Work collaboratively and select, apply and critique appropriate A3
theoretical concepts in relation to an organisational context.
Textbook(s): Slack, N, Chambers, S and Johnston, R (2007), Operations Management, 6th Ed, Prentice
Hall, ISBN: 0273731602
Additional Reading
84
Reference Book(s) :
Chapman, S N (2013). The fundamentals of Production Planning and Control, Pearson, 2013.
Burbidge, J L (1981), Principles of Production Control. London, Donald and Evans.
Greene, J H (1987), Production and Inventory Control Handbook. New York, McGraw Hill.
Mc Leavey, Dennis W and Narasimhan, S L (1985), Production and Inventory Control. Boston, Allyn
and Bacon. 1985.
Journal(s):
● Production Planning and Control
● Production and Operations Management
● International Journal of Production and Operations Management
● International Journal of Production Economics
● International Journal of Production Research
● Journal of Operations Management
Course Mapping
CO1 0 1 1 1 0 1 2
CO2 2 1 2 2 1 2 3
CO3 1 3 0 2 2 2 2
CO4 0 3 0 1 1 3 2
CO5 3 0 1 2 2 2 2
***********
85
MOP843 Supply Chain 3
Management
Course owner Prof. N Sai Sudhakar Syllabus 1.0
version
requisite(s)
Course Co-requisite(s) NIL Date
Approved
Alternate Exposure
Introduction
Uncertainty & vertical disintegration of supply chain architecture is a major component of supply
chain management within the contemporary context of economic globalisation. This course is
designed to:
• Develop the students’ critical awareness of the contemporary debates relevant to supply chain
management using manufacturing and service examples
• Relate and apply supply chain management concepts and techniques to analysis of real case
activity, simulations and game activity between the organisations operating in the supply chain
network
Course Objective
The objective set for this course is to provide students with an understanding of formulation of
practical solutions and procedures for the strategy development, planning and control of
manufacturing and service related supply chain management at all levels of operations
(SME/Large/MNE)
Unit - I Understanding the supply chain No of Hours: 6

Basics in supply chain, process view of a supply chain, material and information flow,
decision phases, competitive and supply chain strategies, achieving strategic fit, expanding
strategic scope, customer perspectives in supply chain and lead time, measuring supply
chain performance
Learning Outcomes:
Explain a supply chain and outline the steps that make up the chain L2
Explain the elements of managing and developing supply chains L2
Explain the role of time in gaining competitive strategies L2
Apply supply chain management concepts in practice L3
86
Unit - II Managing operations and logistics in a supply chains No of Hours: 6
Matching demand and supply including time based management, forecasting, capacity
planning, scheduling, inventory management, JIT, lean and agile thinking
Learning Outcomes:
Explain logistics and its role in a supply chain L2
Explore how capacity of the supply chain can meet customer demand L3
Explain the role of inventory in supply chain L2
Analyse the important items to monitor in supply chain L4
Apply JIT, lean and agile aspects to the supply chain L3
Unit - III Procurement and relationship management in supply No of Hours: 6

chains
Organizational/firm theories, Kraljic model for procurement, sourcing strategies, supplier
rationalization, supply structure, supplier selection, supplier development, integration and
coordination in the supply chain, managing inter-firm relationships
Learning Outcomes:
Explain the theoretical perspectives that are useful in supply chain management L2
Evaluate the factors involved in making decision to make or buy L5
Analyse the procurement process: sourcing, category strategy and supplier L4
relationship management
Unit - IV Retail logistics, warehousing, distribution in supply chains No of Hours: 6

Facility location analysis: network design, its alternatives and costs associated with them;
the infinite set approach - centre of gravity of supply and demand; the feasible set
approach - location weighted score method
Learning Outcomes:
Explain the role of warehousing in supply chain management L2
Explain the role of operations in warehouses L2
Analyse the mechanics of retail logistics L4
Evaluate how distribution works in a supply chain L5
87
Unit - V Risk management, reverse logistics and sustainability in No of Hours: 6
supply chains
The sources of supply chain complexity, mastering complexity, vulnerability in supply chains,
understanding the supply chain risk profile, managing supply chain risk, achieving supply
chain resilience, product returns, end-of-life disposal schemes, asset value recovery
strategies, ethics and impact of supply chain activities on triple bottom line
Learning Outcomes:
Explain the role of reverse logistics in supply chain management L2
Identify risks and explaining the various risk mitigation strategies L4
Analyse the humanitarian logistics L4
Evaluate the impact of supply chain activities on triple bottom line L5

CO1 Understand the role of operations and logistics for effective supply A1, A2
chain management.
CO2 Explore the role of procurement and relationship management in A4
supply chain strategy
CO3 Evaluate improvement strategies and solutions to problems in A2, A3
supply chains
CO4 Analyse risk in supply chain and evaluate mitigation strategies A4
CO5 Evaluate an operation for sustainable supply chains A4
Textbook(s):
Chopra, S. and Meindl, P. (2014). Supply Chain Management: Strategy, Planning and Operation, Sixth
edition. Chennai: Pearson Education.
Additional Reading
Reference Book(s) and journal papers:

Harrison, A., Van Hoek, R., (2011). Logistics management strategy: competing through the supply
chain, Fourth edition. Harlow: Financial Times Prentice Hall.
Cousins, P. D., Lamming, R., Lawson, B. and Squire, B. (2008). Strategic Supply Management:
Principles, Theories and Practice, First edition. Harlow: Financial Times Prentice Hall.
Christopher, M. (2011). Logistics & Supply Chain Management, Fourth edition. Harlow: Financial
Times Prentice Hall.
Blanchard, D. (2010). Supply Chain Management Best Practices, Second edition. Hoboken: John Wiley
& Sons, Inc.
Kovács, G. & Spens, K. M. (2007). "Humanitarian logistics in disaster relief operations", International
Journal of Physical Distribution & Logistics Management, Vol. 37, No. 2, pp.99-114.
88
Nudurupati, S. S., Bhattacharya, A. Lascelles, D. and Caton, N. (2015). “Strategic Sourcing With Multi-
Stakeholders Through Value Co-Creation: An Evidence From Global Health Care Company”,
International Journal of Production Economics. Vol.166, pp.248-257.
Potter, A., Mason, R. & Lalwani, C. (2007). "Analysis of factory gate pricing in the UK grocery supply
chain", International Journal of Retail & Distribution Management, Vol. 35 (10), pp.821-834,
Taticchi, P., Garengo, P., Nudurupati, S. S., Tonelli, F. and Pasqualino, R. (2015). “A Review of Decision-
Support Tools and Performance Measurement for Sustainable Supply Chain Management”,
International Journal of Production Research, Vol.53, No.21, pp. 6473-6494
Journal(s):
● Journal of Supply Chain Management
● Supply Chain Management, An International Journal
● International Journal of Physical Distribution & Logistics Management
● Journal of Operations Management
● Production and Operations Management
● International Journal of Production and Operations Management
● International Journal of Production Economics
● International Journal of Production Research
● Production Planning and Control
Co-Po Mapping:
CO-PO Mapping:

CO1 2 1 1 2 2 1 2
CO2 1 1 1 2 2 1 2
CO3 2 1 2 2 2 1 2
CO4 1 1 1 2 2 1 2
CO5 2 2 1 2 2 1 2
APPROVED IN:
SDG Justification:
This course is related to managing data which is a vital asset to any organization. This course might
help for building resilient infrastructure, promote inclusive and sustainable industrialization and
foster innovation.
********
89
Course Code: MOP 845 Course Title: Project Management

Home Programme(s):MBA Batch/AcademicYear: 2021-23
Course Leader:

Project management is becoming more important in today’s world. Mastery of key tools and concepts could
give a significant competitive advantage in the marketplace. This course is designed to:
● Provide experience in using the concepts, techniques, and decision tools available to project managers.
● Enlarge a basic understanding of the importance of work breakdown structures and networks to planning,
scheduling, and controlling projects.
● Create an awareness of potential conflicts and problems that can occur on projects.
● Identify appropriate behavior for successfully managing a project.
UNIT – I: INTRODUCTION (8 Hours)(CO1, CO2, L1 & L2)

Definition, Projects and Operations, Project Management- Project Management Body of Knowledge (PMBOK).
Application area Knowledge, standards and Regulations, Understanding the Project Environment. Importance
of Project management. Project Life Cycle-Project Initiation; Project planning, Project Execution, Monitoring
and Control, Project Closure.
UNIT – II: PROJECT SCOPE MANAGEMENT (8 Hours)(CO2, L2& L3)

Conceptual development, the scope statement, Work Breakdown Structure (WBS)-Development of WBS,
Organizational Breakdown Structure. Project Communications Management.
UNIT – III:PROJECT PLANNING (8 Hours) (CO2, CO3, L2, L3 & L4)

Project Network Analysis-PERT/CPM, Time estimates in Critical Path Analysis, Floats, and Project Time – Cost
Trade – off. Project Time Management
UNIT – IV: PROJECT RISK MANAGEMENT(8 Hours) (CO3, CO4, L3, L4& L5)
Risk Management Process, Contingency Planning, Project Cost Management, Project Quality Management.
UNIT – V: LEADERSHIP & PROJECT MANAGEMENT(8 Hours)(CO1, CO2, L1, L2 & L3)
Leaders vs. Managers, Traits of effective project leaders, Project Champions, Project Stakeholder
Management, Project Human Resource Management.
90
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO).0= No
Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance

CO1 3 0 0 1 0 3 0
CO2 3 0 0 2 0 1 3
CO3 2 3 0 0 1 3 2
CO4 2 1 0 0 1 1 3
CO5 2 0 0 3 1 2 1
APPROVED IN:
SDG No. & Statement
SDG Justification:

CO1 Demonstrate an understanding of the project environment, A1, A3, A4
life cycle, and the project selection and approval process.
CO2 Demonstrate the role of the Project Manager in the successful A1, A2, A3, A4
initiation and completion of a project.
CO3 Apply knowledge skills in forming and developing a project A2, A3 & A4
team.
CO4 Develop and integrate core management plans needed for a A3, A4
project.
***********
91
MBI857 International Trade Logistics 3
version
requisite(s)
Course Co- NIL Date
Alternate
Exposure
Introduction
In a business environment where world economies are depended on global trade for survival and
sustenance, logistics that supports the exchange of goods and services among countries has evolved
as a key pillar for economic success. This course helps a student to understand the nuances of logistics
in the dynamic international trade arena. Students would be exposed to various modes through which
the key players in logistics industry are contributing to the success of international trade. Students
are expected to gain insights into the various gamut of logistics sector and their key roles and
challenges in ensuring smooth flow of international trade.
Course Objective
● To create awareness on the role of logistics in maintaining balance between demand and supply
of goods across the world.
● To demonstrate about how logistic sector assures time, place, and form utility to the players in
global business.
● To impart on the mechanism of multimodal transportation systems and how it provides the end-
to-end services to global business operators.
● To sensitize on risk identification and management involved while dealing with global logistics
services.
● To apprise on the implications of regulatory framework involved in international trade logistics.
Unit - I Introduction to International Trade Logistics (ITL): No of Hours:8

Meaning, evolution and need for ITL – ITL as a mode for balancing demand and supply for
products & services. ITL as central function. Interfaces between marketing and logistics
functions for ITL. Integrated logistics services, evolution of 3rd party service providers.
Learning Outcomes:
Understand the need and evolution of International Trade Logistics L2
Understand the role of ITL in balancing demand and supply for products & services. L2
Understand the Interfaces between marketing and logistics functions L2
Analyse Integrated logistics services L4
92
Unit - II Sub-systems in Trade Logistics No of Hours: 8
Material handling and unitization of cargo. Packing warehousing, transportation systems.
Choice of transportation mode, innovations and developments influencing choice of
transport, selection criteria. Transportation principles, functionality, and cost factors. Role
of intermediaries in trade logistics. Freighting principles and practices in trade logistics.
Learning Outcomes:
Understand the Material handling and unitization of cargo L2
Analyzing the sub systems in Trade logistics L4
Understand the Transportation principles, functionality, and cost factors L2
Analyze Role of intermediaries in trade logistics. L4
Unit - III International Transport Infrastructure No of Hours: 8
Status of various transport infrastructure - Road Infrastructure, Rail Infrastructure, Inland
waterways, Pipeline infrastructure, Ports and Shipping Infrastructure, Civil Aviation
Infrastructure. Internationalization: Process & Theories, International Market Entry: Modes
& Strategies, Firm Competitiveness in the International Market
Learning Outcomes:
Assess the Status of various transport infrastructure L4
Analyse the Internationalization: Process & Theories L4
Analyse international marketing entry strategies and modes L4
Evaluate Firm Competitiveness in the International Market L5
Unit - IV Risks & Risk Mitigation in International Trade Logistics No of Hours: 8
Sources and types of risks in ITL. Risks assessment and management by exporters, importers.
Cargo insurance and claim procedure. Principles of cargo insurance.
Learning Outcomes:
Evaluate Sources and types of risks in ITL L5
Assess the Risks and management by exporters, importers L4
Understand Cargo insurance and claim procedure L2
Understand Principles of cargo insurance. L2
93
Unit - V Contemporary issues in International Trade Logistics No of Hours: 8
Discussions on reports published by United Nations Conference on Trade and Development
(UNCTAD), World Bank on international trade logistics and maritime trade.
Learning Outcomes:
Analyze reports published by United Nations L4
Analyze the role of World Bank on international trade logistics and maritime trade. L4
Analyze major trends and directions of International trade L4
CO1: Understand logistics for managing demand and supply of goods and services L2
in international trade.
CO2: Explain utility of logistics services in international trade. L5
CO3: Analyse multimodal transportation networks. L4
CO4: Assess and mitigate risk in international trade logistics. L4
CO5: Understand on the implications of regulatory framework involved in L2

international trade logistics.
Textbook(s):
• Ram Singh , International Trade Logistics, Oxford publishers
Additional Reading

• Anne O. Krueger, International Trade, Oxford University Press
• S.K. Baral, International Logistics Management, KUNAL BOOKS
Journal(s):
• Journal of International Trade, Logistics and Law
• Journal of International Logistics and Trade
• Journal of Shipping and Trade
• International Journal of Shipping and Transport Logistics
94
Course Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme
Outcome (PO). (Note: 1 - Low Correlation 2 - Medium Correlation 3 - High Correlation)
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 Total

CO1 3 1 1 2 0 3 1 11
CO2 1 2 1 1 0 2 1 8
CO3 2 3 1 0 1 2 1 10
CO4 2 1 1 1 1 3 2 11
CO5 1 1 1 1 1 1 2 8
Target Level Max 9 8 5 5 3 11 7 58
Sustainable Development Goals (SGDs)
SDG17** 2 0 0 1 2 1 1
SDG Justification: Topics like Integrated logistics services correlating with trade and
sustainable development, Risks assessment and management by exporters, importers, Cargo
insurance and claim procedure, Discussions on reports published by United Nations
Conference on Trade and Development (UNCTAD), World Bank on international trade logistics
and maritime trade are in correlation with the sub goals of SDG17
**Partnerships to achieve the Goal- Strengthen the means of implementation and revitalize the
Global Partnership for Sustainable Development.
******
95
_________________________________________________________________________________
_
Course Code:HOM847 Course Title: Service Operations Management
Home Programme(s): MBA(General/IB) Batch/Academic Year: 2021-23
Course Leader:

This course addresses the strategic and operational aspects of managing service systems. In addition
to discussing the design and operational control of service operations, specific issues pertaining to
certain sectors of the service industry are also addressed.
UNIT-I: -
Introduction to Service Operations; Role of Services in Economy; -Nature of services-the Service
Concept-Customers and relationships-Managing supply relationships -Global trends in Services
Sector; Changing paradigms in Competitiveness of services.
UNIT-II: -
Service Strategy-developing an overall vision for the service system-Developing a service strategy-
service culture
UNIT-III: -
Service delivery design-Implications for Service Delivery, Design-service Processes; service People,
Resource utilization; Performance Measurement-Linking operations decisions to business
performance
UNIT-IV: -
Managing Supply and demand-Managing Waiting Lines-Queuing, Theory Applications in Service
Systems- Capacity issues in service systems-Forecasting Demand for services.
UNIT-V: -
Global Services Delivery Models in Practice in IT/ITES and Financial Sectors; Risk & Security issues in
Financial Services Sector; Role of technology; Services Management in various sectors
Textbook:
Robert, Graham Clark. Service Operations Management: Improving Service Delivery, 2/e. Pearson
Education.
96
Reference Books:
1. Fitzsimmons, J.A. and Fitzsimmons, M.J. Service Management, Mc Graw Hill International
Edition (2006).
2. David W Parker, Service operations Management-the total experience
3. Bill Hollins, Sadie shinkins, Managing Service Operations-Design and Implementation, Sage
Publications
Journals:
⮚ International Journal of Operations and Quantitative Management, USA
⮚ Journal of Applied Mathematics and Stochastic Analysis, Hindawi
⮚ Journal of Operations and supply chain management.
⮚ International Journal of Supply Chain and Operations Resilience
CO-PO Mapping:

CO1 3 0 0 0 0 3 2
CO2 0 0 3 3 0 3 3
CO3 0 3 0 0 0 2 3
CO4 2 3 0 0 0 3 3
CO5 3 2 2 2 3 3 3
APPROVED IN:
SDG No. & Statement
SDG Justification:
****
97
GITAM Institute of Management (GIM)
Course Code: MOP847 Course Title: Decision Modeling
Trimester: III Course Type: Elective Credits: 3 (30 Sessions)

Home Programme(s): MBA (General/IB)
Course Leader:
Course description and learning outcomes
Managerial decisions, regardless of their functional orientation, are increasingly based on analysis
using quantitative models from the discipline of operations research/management science (ORMS).
ORMS tools, techniques and concepts have dramatically changed the way businesses operate in
marketing, finance, production, transportation, and service operations. The course is designed to
introduce you to few well known techniques of using data to make informed management decisions.
Course Objectives:
• To familiarize students with the basic concepts, models and principles of the operations
research/management science.
• To develop skills in formulating and structuring decision making problems as mathematical

models.
• To understand the use of software for obtaining solutions of the models formulated and
interpretation of results for better decision making.

Unit - I (6 Hours)
Decision Analysis-Influence diagrams, payoff tables, decision trees; Decision making with and without
probabilities; Risk Analysis and sensitivity Analysis; Decision Analysis with Sample information,
computing branch probabilities.
Unit - II (6 Hours)
Utility and Game Theory- meaning of Utility, Utility and Decision making-The expected utility
approach, Determining the utility of money, Introduction to game theory-competing for market
share, mixed strategy games, exercise problems.
Unit - III (6 Hours)
Project Scheduling- project scheduling with known activities, concept of critical path, determining the
critical path, contributions of PERT/CPM, project scheduling with uncertain activities, variability in
project completion, crashing activity times.
Unit - IV (6 Hours)
98
Multi Criteria Decision making (MCDM) model- Technique for Order Preference by Similarity to idle
Solution (TOPSIS), basic concepts, Decision matrix, ideal solution.
Unit - V (6 Hours)
Inventory Models- EOQ model, sensitivity analysis for EOQ model, Economic production lot size
model, Quantity discounts for the EOQ model, Single period Inventory model with probabilistic
demand.
S. No. Course Outcomes Assessment

• Identify and formulate operations research models that
1 A1, A3
represent real world problems
• Understand the mathematical tools that are needed to
2 A1, A2
solve decision making problems
3 Use Excel-Solver software to solve the proposed models. A2
4 Develop reports that describes the model and the solving A2, A3
technique, analyse the results and propose recommendations to
the decision-making processes
Prescribed text book:Quantitative methods for Business, Anderson et. al. 12e, Cengage.
CO-PO Mapping:
CO1 1 1 2 1 1 1 2
CO2 2 2 1 2 2 2 2
CO3 2 1 1 2 2 2 2
CO4 1 2 1 1 2 1 2
CO5 2 2 1 1 2 2 2
APPROVED IN:
SDG Justification:
Statement: The modules and topics mentioned in this course are designed to promote
sustained, inclusive and sustainable economic growth, full and productive employment and
decent work for all
*****
99
BUSINESS ANALYTICS (New Elective Basket)
MAN841 Big Data Analytics L T P J S C
3 2 4
Course Owner Department of Business Syllabus version 1.0

Analytics & Fintech
Course Pre-requisite(s) Java Programming, Contact hours 60

Fundamentals of Linux
Alternate Exposure
Big data is a term used to describe a massive amount of structured and unstructured data collected over the
years from different sources. Analysis of such data may provide great insights for a business. However,
traditional data management functions are not capable for handling such data and requires
specialized tool. Hadoop is a popular platform for carrying out big data analytics. This course offers basic
level content related to theory and practice of big data analytics using Hadoop ecosystem.
Course objective (CO)

1. To acquaint the students with the concepts of big data
2. To provide hands on experience in working with Hadoop
3. To provide hands on experience parallel processing
4. To provide hands on experience related to data warehousing for big data
5. To provide hands on experience related to NoSQL for big data
Learning Outcomes (LO)

1. To understand the concept of big data and processing the same using software tools
2. To lean MapReduce paradigm and know how to use it for big data analytics.
3. To learn local and parallel data processing using Apache Pig.
4. To learn and practice SQL like operations for big data using APACHE Hive.
5. To understand suitability of NoSQL for big data analytics using APACHE HBase.
100
UNIT - I Introduction to big data analytics No of Hours:12
Concept, Features of big data, big data challenges, Hadoop and its features, Hadoop Ecosystem,
Hadoop Components,
Hadoop Architecture, Hadoop Cluster, Installation methods, HDFS
Learning Outcomes:
To understand and practice
Understanding big data analytics and various processing strategies L1
Know about various tools for big data analytics L1
To understand computer networks with spl emphasis on Hadoop clusters L1
To understand network file systems using HDFS L1
Dealing with data through local and network file system (NFS) L1
Pedagogy tools: video lectures, online learning materials, lab practice
UNIT - II Hadoop Mapreduce No of Hours:12
Concept, YARN components, YARN, architecture, YARN mapreduce application execution flow, YARN
workflow,
Java for Mapreduce programming; Mapreduce examples; Mapreduce for data analytics: analyzing
numerical and categorical data sets; Mapreduce for statistical analysis; Hadoop streaming.
Learning Outcomes:
Understand mapreduce paradigm for programming L2
Write mapreduce programs L2
Analyze data sets using few in-build and user defined scripts L2
UNIT - III Introduction to Apache Pig No of Hours:12
Installation, Pig Components & Execution, Pig data types, Data models in Pig, Programming in Pig.
101
Learning Outcomes:
Understand both local and parallel computing environments for data processing L3
Parallel processing using Apache PIG L3
Analyze few data sets using Apache Pig programming concepts L3
Pedagogy tools: video lectures, self-reading
UNIT - IV Introduction to Apache Hive No of Hours:12
Installation, Architecture and components, data types and data models, HIVE partitioning and
bucketing, HIVE tables, HIVE QL: joining tables, dynamic partitioning. Introduction, Architecture and
components, Run modes, configuration, data models, HIVE data loading techniques.
Learning Outcomes:
Understand SQL for big data analytics L4
Practice SQL on big data sets using Apache Hive L4
UNIT - V Introduction to Apache Spark No of Hours:12
Installation, Interactive analysis, RDD programming; Spark SQL, Handling data sets and Data Frames in
Spark
Learning Outcomes:
Understand the spirit of parallel processing and distributed data L5
Learn about Resilient Distributed Dataset (RDD) using Spark L5
Handle data sets and data frames using Spark L5
Pedagogy tools: video lectures, self-reading
102
Textbook(s):
1. Kamakshaiah Musunuru, HADOOP Kichidi, Available at https://kamakshaiah.github.io/hadoop-kichidi/.
Reference Book(s):
1. Tom White, Hadoop The Definitive Guide, 4th edition, O’Reilly Media, Inc.
2. Edline, Hadoop – 2 Quick start guide, Pearson.
Text Books Topics
1: Kamakshaiah Musunuru, HADOOP Kichidi, Available at All

https://kamakshaiah.github.io/hadoop-kichidi/.
Reference Book(s): Topics
1 Tom White, Hadoop The Definitive Guide, 4th All

edition, O’Reilly Media, Inc.
2. Edline, Hadoop – 2 Quick start guide, Pearson.
CO-PO Mapping:
CO1 2 2 0 0 2 1 1
CO2 2 3 0 0 3 1 2
CO3 2 3 0 0 3 1 2
CO4 2 3 0 0 3 1 2
CO5 2 3 0 0 3 1 2
APPROVED IN:
Industry, Innovation and Infrastructure
SDG Justification:
The course provides understanding about the financial derivatives market. A the course
introduces the topics from the basics to applications, it provides for quality education and also
kindles the interest amongst the students to explore further for better investment opportunities
for the future.
*****
103
Course Code MAN843 Artificial Intelligence and L T P J S C
Machine Learning
2 2 3
Course Owner Dept of Business Analytics Syllabus version 1.0
Course Pre- Nil Contact hours 45

requisite(s)
Course Co-requisite(s) Nil Date Approved
Alternate Exposure
Artificial Intelligence has its foundation in Boolean algebra. With the introduction of computers, AI
has gained prominence, where attempts were made to make computers think and reason like
humans. It has come a long way from playing games to intelligent robots. This program aims to
introduce the basic concept AI, Knowledge base and Machine Learning.
Course objectives:
● To understand AI/ML role in Business/Management
● To understand and practice various algorithms related to Artificial Intelligence.
● To understand and practice various algorithms related to Supervised Machine Learning.
● To understand and practice various algorithms related to Unsupervised Machine Learning.
● To use algorithms on few business use cases and solve few relevant business problems using
AI/ML
104
UNIT - I No of Hours: 9
Graph Theory, Strategies for State Space Search and Control Strategies: Breadth First Search, Depth-
First Search, Iterative Deepening Depth First Search, Bi-Directional Search methods.
Practice: solving few business problems or use cases using Python/any other popular programming
language.
Learning Outcomes:
Understand the Strategies of State Space Search and Control L2
Understand the logic of Graph theory L2
Analyze the applicability of each strategy to real life problem L4
Practice the relevant business problems /cases on state space search L3

strategies
UNIT - II No of Hours: 9
Heuristic Search: Hill climbing, Simulated Annealing, AO* Algorithm. Recursive methods: Best First
Search Depth Fist Search, Binary search, Pattern-Matching. Knowledge based agents and knowledge
representation: methods and techniques.
Practice: solving few business problems or use cases using Python/any other popular programming
language used for AI.
Learning Outcomes:
Understand the concept of Heuristic Search L2
Understand the logics in Recursive Methods L2
Understand the Knowledge based agents and Knowledge representation L2
Analyze and solve the business problems in that area L3
105
UNIT - III No of Hours: 9
Introduction to numerical optimization: convex vs non-convex, smooth, and non-smooth problems,

noisy vs. exact cost functions. Various types of optimizers.
Practice: on particle swarm optimization, Genetic algorithms.
106
Learning Outcomes:
Understand the concept of Convex and non-convex problems L2
Understand the concept of smooth and non-smooth problems L2
Understand the concept of noisy and exact cost function problems L2
Describe the different types of optimizers L2
Solve the real-life problems using particle swarm optimizer and Genetic L3
algorithm
UNIT - IV No of Hours: 9
Supervised machine learning algorithms: Linear models, discriminant analysis, SVM, Nearest Neighbors,
Naïve bayes, Feature selection, Neural networks.
Practice: Solve few business use cases using Python libraries.
Learning Outcomes:
Understand the concept of Supervised Machine Learning algorithms L2
Solve the classification problems using discriminant analysis, SVM L3

and Nearest Neighbor, Neural Network approaches
Understand the procedure of feature selection L2
Solve the business problems using supervised machine learning L3

algorithms through python programming
UNIT - V No of Hours: 9
Unsupervised learning algorithms: Gaussian Mixture Models (GMM), Clustering, Covariance estimation,
Novelty and outlier detection, Density estimation, Neural networks.
Practice: Solve few business use cases using Python libraries.
Learning Outcomes:
Understand the concept of Unsupervised Machine Learning L2

algorithms
107
Solve the clustering problems using GMM, and Neural Networks L3
Understand the concepts of Covariance Estimation, Outlier L2

Detection, and Density estimation
Solve the business cases / problems on Outlier detection L3
Textbook(s):
Online resources and instructor led material.
Additional Reading
Reference Book(s):
1. Saroj Koushik, Artificial Intelligence, 2016, Cengage Learning

2. Tom Mitchell. Machine Learning, 2017, McGraw Hill
3. Stuart J. Russell, Peter Norvig, Artificial Intelligence, A Modern Approach, 3rd Edition, Pearson.
Website(s):

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APPROVED IN:
Quality Education
SDG Justification:
A the course introduces the topics from the basics to applications, it provides for quality
education
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Course Code MAN845 Marketing Analytics L T P J S C
3 3
CourseOwner Department of Business Analytics Syllabusversion 1.0
CoursePre-requisite(s) Nil Contacthours 45
CourseCo-requisite(s) Nil DateApproved
AlternateExposure
With rapid sharing of data across different social media platforms, companies are now focusing on
deploying several tools to analyze the same to develop targeted marketing and positioning strategies.
This course introduces different multivariate methods to students that can be used in practice for
segmenting, attracting and retaining different customers in different product and services.
Course Objectives
1. Understand what is Marketing Analytics
2. Importantance of Marketing Analytics in modern day business landscape
3. Understand different types of multivariate techniques used in marketing
4. Understand the application of tools likeExcel, Rand Python for marketing analytics.
5. Able to make inferences and recommendations for marketers.
109
UNIT - I Title: Analyzing Marketing Data and Environment No of Hours:9
Need of Marketing Analytics, Data Preparation, Slicing and Dicing, Data Summary using Graph, Graph Aided Business
Decision Making, Introduction to R for data analytics, Compare Sales Performance
Learning Outcomes:
● Understand the need of marketing analytics L2
● Understand Data cleaning and preparation L2
● Understand use of Graphical tools for basic data analysis L2
● Understand using R for basic data analysis L2
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets
UNIT - II Title: Segmenting, Targeting and Positioning: Product Analytics No of Hours:9

Item Exploration, Exploratory Factor Analysis, Cluster Analysis, Product Design, Attribute Selection, Test Marketing,
Demand Forecasting
Learning Outcomes:
● Understand the usage of exploratory factor analysis L2
● Understand the usage of cluster analysis L2
● Describe product design through attribute selection L2
● Understand the concept of test marketing L2
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Conjoint Analysis, Logistic Regression, Least Squares
Regresion, Moving Average, Naïve Method.
UNIT - III Pricing & Place Analytics No of Hours: 9

Linear and Non-linear pricing, Price Optimization, Price Bundling, Discounted Pricing, Price Skimming, Revenue
Management, Markdown Pricing, Designing Retail Outlet, Online Product Assortment, Allocating Retail Space and Sales
Resources, Catalog/Email Marketing
Learning Outcomes:
110
● Identify different pricing methods L2
● Perform price optimization L3
● Understand retail outlet design L3
● Understand the importance of catalog/ email marketing L3
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Market Basket- -Analysis, RFM Analysis
UNIT - IV Promotion Analytics No of Hours:9

Media Selection Model, Measure the effect of advertisement, Google AdWords Bid and CPC, Viral Marketing, measuring
consumer responses, measuring consumer value
Learning Outcomes:
● Understand the importance of media selection models L3
● Evaluate the impact of advertisement L3
● Understand the importance of Google AdWords L3
● Understand the significance of viral marketing L3
● Understand and evaluate consumer value L3
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Regression Analysis, Structural Equation Modelling, CLV
Modelling.
UNIT - V Qualitative Data Analysis No of Hours:9

Analyzing customer reviews, Twitter reviews analysis, Sentiment Analysis
Learning Outcomes:
● Extract data from online reviews L2
● Use R and Python for web scrapping L5
● Using R for analyzing customer sentiments L5
● Able to make suggestions to marketers L5
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Pedagogy tools: R-studio, Python, MS Excel, Tablaeu, SPSS
Textbook(s):
1 Marketing Analytics : A Practical guide to improving Consumer Insights Using Data Techniques By Mike
Grisby
Additional Reading
2. Reference Book(s):Marketing Research: An Applied Orientation, 7/e,NareshMalhotra&Satyabhushan Dash,

Pearson India
Journal(s):
1. Journal of Marketing Analytics, Springer.
Website(s):
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APPROVED IN:
SDG Justification:
The course provides understanding about the marketing analytics. A the course introduces the
topics from the basics to applications, it provides for quality education and also kindles the
interest amongst the students to explore further.
**************
112
MAN847 Data Analytics with R L T P J S C
2 2 3
Course Owner Department of Business Syllabus 1.0

Analytics version

Approved
Alternate Exposure
R is an open source programming language for statistical computing and graphics. Being open source,
it has found huge acceptance among data scientists and is one of the popular tool for data science
and machine learning business applications.
Course Objectives
1. Understand the programming concepts of R
2. To handle data on R platform
3. To be able to Descriptive Analytics using R
4. To be able to do Predictive Analytics using R
5. To Build Machine Learning models using R
113
UNIT - I Elements of R No of Hours:9
Concept of R, IDE of R, Mathematical Operators and Vectors, Assigning Variables, Special Numbers, Logical
Vectors, Classes, Different types of numbers, Changing classes, Examining Variables, The workplace,
Elements in R – Vectors, Matrices and Arrays, Lists, Conversion between vectors and lists, Combining lists,
Data Frames
Learning Outcomes:
Install the R and R studio L1
Understand the mathematical operators L2
Understand the Different types of numbers L4
Change the class of objects L3
Deal with matrices and arrays L2
UNIT - II Functions, Strings and Factors and Flow Controls No of Hours:9

Environments, Functions, 185 Strings, Factors, Flow Controls - Conditional – if and else, Vectorized
if, Multiple Selection, Loops – repeat loops, while loops, for loops, Advanced looping – replication,
looping over lists, looping over arrays, Multiple – Input Apply, Instant vectorization, Split-Apply-
Combine
Learning Outcomes:
Create list L3
Convert the lists into other types of data L3
Do the basic data manipulation L3
Create basic functions L3
Construct the strings L4
114
UNIT - III Packages and Visualization No of Hours:9
Loading packages, search path, libraries and installed packages, installing packages, maintaining packages,
Visualization – The three plotting systems, Scatterplots – base graphics, lattice graphics, ggplots, Line Plots,
Histograms, Box Plots, Bar Charts, Other plotting packages and systems
Learning Outcomes:
Implement if and else statement L3
Do multiple selection on data frames L3
Implement different looping techniques L4
Do the instant vectorization L4
Can split the data frame L4
UNIT - IV Computing Statistics and Exploratory Data Analysis with No of Hours:9

R
Summarizing data, Calculating relative frequencies, Tabulating Factors and creating contingency tables,
Testing categorical variables for independence, Calculating Quantiles of a dataset, Converting data into z-
scores, t-test, testing sample proportions, testing normality, comparing means of two samples, testing
correlation for significance, Variations, Missing Values, Covariation, Patterns and Models
Learning Outcomes:
Summarize the data L3
Create contingency tables L3
Normalize the dataset L4
Testing on sample data L4
Do the regression analysis L4
115
UNIT - V Machine Learning and Model Building with R No of Hours:9

Types of machine learning algorithm, supervised learning algorithms – Linear regression in R, Logistic
Regression in R Unsupervised Learning in R -Clustering with R, Recommendation Algorithms, Steps to
generate recommendations in R, Model Building: Model basics, Type of Models, Visualizing models –
Predictions, Residuals, Model Building, Communicating results – Basics of R Markdown
Learning Outcomes:
Deal with R packages L2
Visualize the given dataset L2
Create different plots L2
Deal with packages meant for visualization L2

CO Course Outcome Assessment
CO1 Understand the elements of R programming and write basic programs in A1, A2, A4, A5
R language
CO2 Write programs in R using control structures A1, A4, A5
CO3 Perform data visualization with R A5
CO4 Perform statistical analysis in R language A5
CO5 Perform machine learning tasks in R language A3
Textbook(s):
1. Abraham Silberschatz, Henry F Korth, Database System Concepts, McGraw Hill Education
Additional Reading
Reference Book(s):
1. A. Hoffer Jeffrey, V. Ramesh, Topi Heikki, Modern Database Management, Pearson
2. Andrew Couch, Microsoft Access Plain & Simple
Journal(s):
1. Journal of Business Analytics, Taylor & Francis
Website(s):
116
1.
Practical Experiments
Text Books Topics
1: Gardener, M (2013), Beginning R, New Delhi: Wiley India. All
Additional Reading
Reference Book(s): Topics
1: Teetor, P. (2014), R Cookbook, All

Mumbai: O’ Reilly India / Shroff
Publishers.
2. Cotton, R. (2014), Learning R, Mumbai :
O’ Reilly India / Shroff Publishers.
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APPROVED IN:
SDG Justification:
This course is related to visualization, which helps in understanding the data better and to provide useful insights,
practice of data analytics, and digital infrastructure in the industry
So, this course might help for building resilient infrastructure, promote inclusive and sustainable industrialization and
foster innovation.
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Course Code: MAN849 Course Title: DATA VISUALIZATION WITH TABLEAU
Semester: III Course Type: Core Credits: 3
Home Programme(s):MBA (BA) Batch: 2021 – 2023
Course Leader:
Data Visualization is the presentation of data in a pictorial or graphical format. Today analysts are required to
deal with large amount of data. Visualization helps in presenting the data in pictorial or graphical format. Such
visual representation will help in providing better insights to the decision maker. Tableau is popular
visualization tool to create visual data.
COURSE OBJECTIVES
• To understand the concept and benefits of visualization
• Understand the usage of different visual encoding
• Provide hands on working with Tableau tool
UNIT–I: Introduction to Visualization: Concept and importance of data visualization, Choosing appropriate
visual encodings – ordering of items, number of distinct values, structure of visualization, Positioning -
Placement and Proximity, Graphs and Layouts, Colors, Size, Text and Typography, Shape, Lines.
UNIT–II: Working with Tableau Data Source and Basic Charts: Introduction to Tableau, Connecting to Data
Source: Text Files, Excel, Access, other databases, merging multiple data sources, Univariate Charts – Creating
tables, bar graphs, pie charts, histograms, line charts, stacked bar graphs, box plots, Showing aggregate
measures, Bivariate Charts – Creating tables, scatter plots, swapping rows and columns, adding trend lines,
selecting color palettes, using dates
UNIT III: Fields, Hierarchies &Filters:Using predefined fields, calculating percentages, applying if-then logic,
applying logical functions, showing totals and percentages, discretizing data, manipulating text, aggregate
data. Grouping and creating hierarchies in Tableau. Creating and using Filters in Tableau.
118
UNIT–IV: Multivariate Charts and Maps: Facets, area charts, bullet graphs, dual axes charts, Gnatt charts, heat
maps, Maps – Setting geographical roles, placing marks on map, overlaying demographic data, choropleth
maps, polygon shapes, customizing maps
UNIT–V: Dashboards in Tableau: Adding title and caption, font size and colors, adding various marks, adding
reference lines, using presentation mode, adding annotation, adding drop-down selectors, search box
selectors, slider selectors, creating dashboards, creating animated visualizations. Connecting and using
Tableau Public Server.
S. No. Course Outcomes Assessment
1 Understand and design data visuals with different visual encodings A1 & A2
2 Create different types of charts and maps in Tableau A2 & A4
3 Work with User defined fields A2,A3 & A4
4 Customize the presentation with different elements in Tableau A1,A3 & A4
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CO4 0 3 0 0 3 3 3
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APPROVED IN:
SDG Justification:
This course is related to programming, which is considered important for IT applications,
practice of data analytics, and digital infrastructure in the industry. So, this course might help
for building resilient infrastructure, promote inclusive and sustainable industrialization and
foster innovation.
********
119
MAN851 Data Analysis through SPSS L T P J S C
2 2 3

Analytics
Alternate Exposure
SPSS is a Windows based program that can be used to perform data entry and analysis and to create tables
and graphs. SPSS is capable of handling large amounts of data and can perform all of the analyses covered
in the text and much more. SPSS is commonly used in the Social Sciences and in the business world, so
familiarity with this program should serve you well in the future.
Course Objectives
1. Understand the SPSS interface
2. To handle data on SPSS platform
3. To be able to Descriptive Analytics using SPSS
4. To be able to do Predictive Analytics using SPSS
5. To Build Machine Learning models using SPSS
120
UNIT - I Introduction to SPSS No of Hours:9
Data entering and filtering - Defining variables, understanding data measurement, assigning values and codes to
the strings, understanding measures of a data. Data preparation for further analysis – Testing outliers,
missing values, normality, computing variables in case of multi item measurement, Charts, graphs
and legacy dialogs.
Learning Outcomes:
Enter Data on SPSS. Define Variables etc L1
Understand Data Measurement, assign values/codes etc L2
To be able to Interprete the output L4
To be able to handle missing values L3
To be able to draw charts / graphs using SPSS L2
UNIT - II Correlation and Regression No of Hours:9

Introduction, Concept, types,Preparing and running correlation analysis. Introduction, Concept, Preparing data
and running linear Regression analysis. Introduction, Concept, testing assumptions, running multiple Regression
analysis, interpretation of the results.
Learning Outcomes:
Understand the concept of correlation and why we calculate it L3
To be able to run correlation analysis on SPSS and interprete the results L3
Understand the concept of Regression and its relevence L3
To be able to run Linear Regression Analysis on SPSS and interpret the outcome L3
To be able to run Multiple Regression Analysis on SPSS and interpret the outcome L4
121
UNIT - III T-Test and ANOVA No of Hours:9
Introduction, Concept, types, Preparing and running t-test, interpretation of the results. Introduction, Concept,
Preparing data and running ANOVA, interpretation of the results. Running Post-hoc tests and interpretation of the
results. Students will be able to work and learn with real-life hands-on assignment / model using raw dataset
Learning Outcomes:
Understand what is T test and where it is used L3
To be able to run T test on SPSS and interpret the results L3
Uderstand the concepts of ANOVA and Post-hoc tests L4
To be able to run ANOVA and Post-hoc tests and interpret the results L4
To be able to build models using real time raw datasets L4
UNIT - IV Factor Analysis No of Hours:9
Introduction, Concept, Use, Concept of Orthogonal Rotation and principal Component. Running Alkin-Mayor Test,
interpretation of the results. Running Factor Analysis, Scree plot, Concept of Rotated Solutions, Eigen value and
factor loading. Clubbing the items under factors, removal of variables based on factor loading, naming the factors.
Running factor Analysis on SERVIQUAL Scale
Learning Outcomes:
Understand the concept of PCA L3
To be able to run PCA and interprete results L3
Understand Factor Analysis L4
To be able to run Factor Analysis and interpret results L4
To be able to run Fcator Analysis on SERVIQUAL Scale L4
122
UNIT - V Validation of Questionnaire No of Hours:9
Concept, importance, Soft Sciences, Introduction to Scale, process of Scale development, Introduction to
preparation of a Questionnaire, Pilot study, importance of running pilot study. Running a reliability Analysis,
Cronbach’s Alpha, Inter-Item correlation, Delete an item, maximization of Alpha value, Interpretation of the results
Learning Outcomes:
Understand Scales and process of Scale developement L3
To be able to build a questionnaire L3
To be able to run Reliability Analysis on SPSS L3
Understanding Alpha value and to be able tomaximise Alpha value when there is a L3
need
Textbook:
Performing Data Analysis using IBM SPSS by AJ Guarino

SPSS Statistics for Data Analysis and Visualisation by Jesus Salcedo and Keith McCormick
References:
Data Analysis using SPSS by Lokesh Jasrai
Text Books Topics
1: Performing Data Analysis using IBM SPSS by AJ All

Guarino
SPSS Statistics for Data Analysis and Visualisation
by Jesus Salcedo and Keith McCormick
Additional Reading
Reference Book(s):
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APPROVED IN:
Quality Education
SDG Justification:
A the course introduces the topics from the basics to applications, it provides for quality education
*******
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______________________________________________________________________________
Course Code: MBA 842 Course Title: DATA ANALYSIS WITH PYTHON
Semester: III Credits: 3
Course Type: Elective
Home Programme(s):MBA Batch / Academic Year: 2021-2023
Course Leader:
Python is an open source high level interpreter based language. Python is interactive and object
oriented language with wide range of applications. Python is commonly used in the area of data
science and web based analytics.
Course Objectives
● Understand the analytics features of python
● Get hands on experience in build data applications with python
Unit I (8 sessions) (CO1 & L2)

Introduction to Python: Keywords and Identifiers, Statements and Comments, Input-Output and
Import, Operators, Python namespace, Data types - Numbers, Strings, Lists, Tuples, Set, Dictionaries,
Arrays, Matrix, Flow Control: If – else, for loop, while loop, break and continue, Pass statement,
Looping technique
Unit II (8 sessions) (CO2 & L2)

Functions and OOP Concepts: Defining and calling a function, Types of Function, Recursion, Python
Modules, Packages, OOP Concepts: OOP concepts in Python – Class, Inheritance, Multiple
Inheritance, Operator Overloading
Unit III (8 sessions) (CO3 & L2, L3)

IPython, NumPy and Pandas:IPython Basics, code development in IPython, IPython features, NumPy
Basics, NumPyArrays, Vectorized Computation, Indexing and sorting arrays, Structured arrays, Pandas
Basics, Pandas data structures, Descriptive statistics, Handling missing data, Hierarchical Indexing,
Vectorized string operations, working with time series
Unit IV (8 sessions) (CO4 & L4)
Working with Data: Reading and writing data in text format, binary data formats, interacting with
web, interacting with database, Combining and merging data sets, Reshaping and Pivoting, Data
Transformation, Data Aggregation, Pivot tables and Cross Tabulation
Unit V (8 sessions) (CO5 & L3)

Data Visualisation: Introduction to Matplotlib, line plots, scatter plots, visualizing errors, Density and
contour plots, Histograms and Binnings, Text and Annotation, Three dimensional plotting in
Matplotlib
125
CO1 Understand the language elements of Python A1, A2
CO2 Understand the OOP concepts in Python A1, A4
CO3 Write programs in python A1, A4, A5
CO4 Use python for data analysis A3
CO5 Use python for data visualization A5
CO PO Mapping
Programme Outcomes (POs) PSOs

1 2 3 4 5 1 2
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CO3 0 3 0 0 3 1 2
CO4 2 3 0 0 3 1 2
CO5 3 3 0 0 3 1 2
SDG 9: Industry, Innovation and Infrastructure
Statement: This course is related to programming, which is considered important for IT
applications, practice of data analytics, and digital infrastructure in the industry. So this
course might help for building resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation.
******
126
INTERNATIONAL BUSINESS

MBI 841 EXIM Management
Course Owner Dr.Srilalitha Girija Kumari Sagi Syllabus version 1.0
Alternate Exposure
Export Import Management is part of international business and it is an important activity of global economic
and trading environment. The objective of this course is to inculcate a strong understanding of the export
import process and procedures to follow. The students will be able to understand the role of various export
promotion councils in promoting exports. In addition the students will also be able to map the exchange of
commodities from one country to another and know the nuances of export import procedures.
Course Objectives:
● The course aims to provide a comprehensive view of Export-Import Management
● Relevant procedures with practical inputs are given to understand the operational procedures and
documentation formalities
● To enable student to be an integral part of Export-Import Management division of any organization
● To enable the students to efficiently manage processing of export orders and import clearances with an
understanding of; International Trade practices aligned with World Trade Organization (WTO), World
Customs Organization (WCO), International Trade Control and Harmonizing System (ITC HS) Norms, Export
Inspection Agency (EIA) norms.
● Explore the role of Export organization in promoting trade.
Unit I Title: Introduction Foreign Trade Policy Framework No of Hours- 10

Foreign Trade Policy framework, objectives of Foreign Trade Policy, and overview of the Policy . Export
Promotion Schemes, Export Facilities, Licenses & Incentives. Special Economic Zones, Status holders 100%
EOUs
Learning outcomes:
● To have a knowledge on Foreign Trade Policy L1
● To understand the framework of Foreign Trade Policy L2
● Understand the concept of Export Promotion Strategy L3
● Explain the preference given Special Economic Zones L4
127
● Explore the framework of Foreign Trade Policy and Incentives
system L5
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Discussion Groups
Unit II Title : Export Contract and International Commercial Terms (INCOTERMS) No. 10
Export contract, Terms of Delivery, INCOTERMS 2010, Payment Terms: Documentary Collection & Export
Costing, Export Finance, Documentary Credits, Uniform Customs and Practice for Documentary Credits
(UCPDC),Uniform Rules for Collection (URC 522) in India
Learning outcomes:
● To have a knowledge on Export Contract L1
● To understand the framework of International Commercial TermsL2
● Understand the concept of Documentary Credits Export Costing L3
● Explain the importance of UCPDC L4
● Explore the framework of URC 522 L5
Pedagogy Tools: Case study, Discussion, Self-reading, Polls, Student Presentations
Unit III Title : Key Risks in International Trade (Transit Risk, Credit & Country Risk) No.10
Types of Risks in International Trade: Transit Risks covered by Marine Cargo insurance, Credit & Country Risks
Management covered through Export Credit Insurance by Export Credit Guarantee Corporation of India and
role of ECGC in export credit risk management
Learning outcomes:
● To have a knowledge on types of risks involved in Export process L1
● To understand the framework of Marine Cargo Insurance Act L2
● Understand the concept of Cargo Insurance and Polices available L3
● Explain the importance of ECGC in export risk management L4
● Explore the framework of ECGC credit risk policies L5
Pedagogy Tools: Case Study, Discussion, Self-reading, Polls, Student Presentations

Unit IV Title : Need and Importance of Export Documentation No.10
Export documentation, need and importance of documentation, study of three types of documentation
process (Commercial documents, Regulatory documents, Incentive Documents) A step-by-step approach to
shipment process an export order
128
Learning outcomes:
● To have a knowledge on types of export documents L1
● To understand the framework of Aligned Documentation Process L2
● Understand the concept of Export Procedures and set of documents L3
● Explain the importance of Regulatory Documents L4
● Explore the framework of Incentives and documents L5
Pedagogy Tools: Workshop on processing Export Order, Discussion, Self-reading, Polls, Student
Presentations
Unit V Title : Import Regulations and Procedures of Customs Clearance No.10
Imports, Regulations, Open General and Special Licenses, Customs Act 1962, Rules of origin, Valuation,
Assessment procedure Customs Tariff, Import Clearance procedure: Documentation, Customs House Agents
(CHA)
Learning outcomes:
● To have a knowledge on Import Regulations L1
● To understand the framework of Customs Act 1962 L2
● Understand the concept of Customs Valuation and Assessment L3
● Explain the importance of Customs Clearance and Tariff L4
● Explore the framework of Out of Charge and role of CHA

L5
Pedagogy Tools: Workshop on processing Import Order, Discussion, Self-reading, Polls, Student
Presentations

CO1 Understand the role of exports and imports process in international
A1
business.
CO2 Explore the role of export management and trade procedures in
A3
international trade.
CO 3 Evaluate strategies and solutions to problems in export markets and
A2
export incentives schemes.
CO 4 Understand the risks in export cargo loss and tampering the cargo and
A2&A4
evaluate mitigation strategies.
CO5 Understand the role of Export organization in promoting trade. A4
CO PO Mapping
129
POs PSOs
PO1 PO2 PO3 PO4 PO5 PSO 1 PSO 2 Sum
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 9 11 4 11 6 8 11 54
Sustainable Development Goals (SDG)s
SDG8 and 17 ** 2 0 0 1 1 1 2
**Introduction to decent work and economic, growth global trade and financial systems, concepts
in the sustainable production and supply methods and sustainable means of the usage of resources
are in correlation with the SDG goals.
***********
130
MBI 843 International Economics
Course Owner Dr.Radha Raghuramapatruni Syllabus version 1.0
Alternate Exposure
The current course would focus on international trade and trade theories. The operations related to
international trade in goods, services, and capital. Further gives useful insights on trade operations,
international management, international economics and finance, and international competence.
Course Objectives
The objective of the course is to understand, analyze, and examine the following:
• The factors that determine trade between countries: labor productivity, labor intensity, technology,
skills, etc.; protectionism and new trade policies of developed and developing countries;
• Impact of global trade patterns on developing countries including
• Impact of exchange rate regime and global financial crisis on trade;
• The new world trading system, International markets, and its implications on the developing world.
• To understand the regulatory framework of the International economy.
Unit I Title: Introduction to Trade theories No of Hours- 10

Trade Patterns: Mercantilism and New Mercantilism; Explanations of trade patterns – Absolute and
comparative advantage – Calculations of Gains of Trade. Factor endowment Theory & Factor Price
Equalization Theory; Innovations and R&D; Intra industry trade; Uppsala Model, Tariffs and effective rate of
protection & its calculation. (Case: Germany’s Competitiveness)
learning outcomes:
● To have a clear knowledge of trade theories. L1
● To understand the gains of trade. L2
● Understand the core concepts of Intra trade. L3
● Explain the tariff structures. L4
● Explore the basis of international trade. L5
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards, cure card presentation
Unit II Title: Foreign Exchange Markets & Quantitative Easing No. of Hours-10
Emerging Markets: Impact of Quantitative Easing (QE) and its tapering on emerging markets – short-term
capital movements – Impact on exchange rates - scope for coordination with developed economies; Exchange
rate changes and Impact on trade – Elasticities (Marshall-Lerner condition and empirical estimates) – lags in
impact (J-curve).
131
(Case: Recent Terms of Trade of Developing Countries)
learning outcomes: After completion of this unit, the student will be able to
● To have a clear knowledge of Forex market. L1
● To understand the concept of quantitative easing. L2
● Understand the core concepts of Marshal Learner Condition. L3
● Explain the J-curve mechanism. L4
● Explore the impact of exchange rates on exports and imports. L5
Unit III Title: Trade and Development & WTO No of Hours- 10
Trade and Development, and WTO Issues: Global trade; Trade as engine of growth debate – Terms of trade of
developing economies -Fallacy of Composition Adding-up problem and Illustration of Flying-geese model;
Regional economic arrangements; WTO issues - Functions and basic principles - anti-dumping, subsidies and
countervailing duties, safeguards - agriculture – GATS – TRIPS - plurilateral agreements.
(Cases: Flying Geese Model of Trade, ADD on India Shrimps, GI Status for Indian Products)
Learning outcomes:
● Understand the relation between trade and development. L1.
● Explain the problem of Fallacy of composition. L2
● Analyze the Flying Geese Model of Trade. L3
● Understand the role and objectives-functioning of WTO. L4
● Explain the impact tariff and non-tariff barriers of trade. L5
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards, cure cards
Unit IV Title: Global Economic Slowdown No of Hours.10

Global economic slowdown –Double-dip recession - Euro zone crisis; capitalism and rising inequality;
Middle-income trap (between low-skills and innovation) – Impact of Covid Health crisis on World
trade; Resurgence of Japan.
Learning outcomes: After completion of this unit, the student will be able to
● Understand the reasons for global economic slowdown. L1
● Understand the double dip recession. L2
● Explain the Euro Zone Crisis. L3
● Explain the situation of two lost decades of Japan. L4
132
● Explain the impact of Covid Health Crisis on the World trade. L5
Pedagogy Tools: Discussions, Case study, Guest lectures, self-reading, polls, Conversation Boards
Unit V Title: International Monetary Systems No of Hours- 10
Global Finance: International monetary system – Bretton Woods - fixed vs. flexible exchange rates -
International financial architecture; International capital movements; Renminbi as an international currency;
Management of foreign exchange reserves – Investing in US Treasury Bills . (Case: India’s Exports of Select
Products & Exchange Rate)
learning outcomes: After completion of this unit, the student will be able to
● Understand the challenges of international monetary systems. L1
● Understand the International capital movements. L2
● Explain the management of foreign exchange systems. L3
● Discuss the emergence of renminbi. L4
● Describe the role of Bretton woods systems. L5
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards
● On successful completion of this course, students will be able to:

CO1 Understand the regulatory and policy frameworks of Global Economy.
A1
CO2 To understand the economic and business environment of the world
A3
economy
CO3
To identity the prospects and challenges of the Global Business Environment A3 & A2
CO4 Understand the evolution and progress of International Trade theories. A3 & A2
CO5 Understand the regulatory framework of the International economy. A4
CO PO Mapping
MBA – IB -CO-PO Mapping (International Economics)
POs PSOs
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
133
Target Level Max 9 11 4 11 6 8 11 54
SDG17** 2 0 0 1 1 1 2
**Introduction to global financial systems, concepts in the Unit-5 on sustainable production and
supply methods and sustainable means of usage of resources are in correlation with the SDG
goals.
**Partnerships to achieve the Goal- Strengthen the means of implementation and revitalize the Global
Partnership for Sustainable Development
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134
MBI 845 Geo Political Environment
Alternate Exposure
The Geo politics of the world has been fast changing because of globalization and advancement of technology.
Every single situation and the event of the world in any corner of the world has influence on every corner of the
globe. In the current global canvas India has been playing a vital role as the epi-center of the global power has
tilted towards Asia. In the given context the current course would help understand the global geo-politics. In
addition the students would learn the ways to operate business in global political environment. And will be
trained to have hands on experience by exposing to real time case studies and articles of importance appeared
in Press in the field of geo-politics and international business
Course Objectives
1. To discuss critical geopolitcs and politics of globalisation o
2. To examine inter industry factor mobility and the politics of trade.
3. To study the power potential of Eurasia using geographical position, area, and physiography. Choke
points.
4. To understand the maritime political geography.
5. To examine the effect of geopolitics on financial market
Unit I Title:Introduction to Geo-Political Environment No of Hours- 10

Classical Geopolitics, Critical Geopolitics & Environmental Geopolitics, Borders & Borderlands, Politics of
Globalization, Trans-Atlantic Alliance and anti-Americanism of Europe. Heartland and Rim land Theories
Geopolitics and Commodity Markets: Geopolitics and natural resources -carbon credits market etc, Inter-
industry factor mobility and the politics of trade. Case Study: Case of oil and energy markets
Learning outcomes:
● To have a grasp of geostrategic analysis of major world regions. L1
● To understand the geopolitical trends and issues in the World arena. L2
● Understand the core concepts in geo politics. L3
● Explain the power and structure of International trade. L4
● Explore the concept of interindustry factor mobility and politics of trade. L5
135
Unit II Title: Geo –Politics of Mid Eurasia No of Hours- 10

Central Asia and New Silk Road (Eurasian Corridor), Geopolitical value of Afghanistan; current situation Pathan
Homeland; Durand Line; Pipeline Crossroads.: Siberia, the Caucasus, and Sino-Russian political geography
(Fortress Russia). Analyzing the power potential of Eurasia using geographical position, area, and
physiography. Choke points: Kyber Pass, Bolens Pass, Chumbi, Roof of the World, Great Northern Wall.
Himalayan Watershed (Mother of all the great rivers of South, Southeast and East Asia). Boundary disputes in
South Asia- India, Pakistan and China (Kashmir; Sino-Indian Frontier. Case Study: Arunachal Pradesh
Learning outcomes:
● Understand the Geo politics of Eurasia. L1
● Explain the situation in Afghanistan. L2
● Analyze the power potential in Eurasia. L3
● Describe the power potential in Southeast Asia. L4
● Explain the boundary disputes in Asia. L5
Unit III Title: Supranational organizations in shifting world power cores No of Hours.10
World Trade Organization (WTO), Organization of the Islamic Conference (largest world religious
organization), League of Arab Nations. European Union and U.S. Trade Priorities and United nations
Organization, UNSC, North American Free Trade Agreement (NAFTA), Organization of the Petroleum
Exporting Countries (OPEC), North American Treaty Organization (NATO) and its role in World Geo
Politics. China’s One belt and one Road Initiative. The Quad group, G7 & G20. The New Development
Bank (BRICS).Case Study: The Covid-19 health crisis and WHO
Learning outcomes:
● Understand the role of the various international organizations. L1
● Understand the objectives and functioning of various regional groupings. L2
● Explain the process and objectives of United Nations organization. L3
● Explain the formation of New Development bank. L4
● Explain the reasons behind the formation of the Quad group. L5
Unit IV Title: Maritime Political Geography No of Hours- 10
136
Atlantic Ocean—Atlantic Community Majority of world’s shipping and trade. Pacific Ocean—Majority of
world’s population and land area (Pacific Basin).Indian Ocean—Geopolitically hot (Arabian Gulf, Read
Sea, and Arabian Sea). South China Sea—Flash point involving Vietnam, China, Indonesia, and Philippines
(especially the Spratleys and Pescadores); East China Sea, Yellow Sea. Choke points Hainan Island PRC
EEZ versus U.S. EEZ Lines of Maritime and the Law of the Sea. PRC in Panama and the Panama Canal.
Case Study: South China Sea
Explain the maritime geo politics L1.

● Explain the case of South China Sea. L2
● Understand the maritime political geography. L3
● Outline the significance of Indian Ocean. L4
● Discuss the significance of Maritime Law. L5
Unit V Title: Geopolitics and Financial markets (4 Sessions) No of Hours- 10
Challenges associated with geo political environment and measures to mitigate risks Protectionist Tendencies
& emerging trade norms. Euro currency market; Effect of geopolitics on financial market returns; Paradigms
of political economy, Ideas and interest groups, imperialism and world system; Financial geography of Europe.
Case study: Brexit & EU
Learning outcomes:
● Understand the challenges of geopolitical environment. L1
● Understand the Euro currency markets. L2
● Explain the emergence of imperialism and world systems. L3
● Discuss the value of geo political environment L4
● Describe the role of protectionist tendencies and emerging trade norms. L5
137

CO1 To familiarize students to acquire and develop conceptual knowledge of
different types of environments prevail globally, structures, systems and
A1
institutions with suitable global markets entry strategies
CO2 To identify geopolitical, social, economic (issues) in major world political

A3
regions, as well as underlying reasons of selected inter-state conflict
CO3
To examine major global and transnational issues that present major threats
to national security, and political and economic stability of the world family A3 & A2
of nation-states.
CO4 To deal the diversity in International politics and relations A3 & A2
CO5 To develop conceptual capacities in students to understand the interface
between global geo-political developments and its impact on international
A4
business.
New Geo-Political Great Game of Indo-Pacific: Challenges and Options for India by D R Bawa Singh. CO PO
Mapping
MBA – IB -CO-PO Mapping
Geopolitical Environment & International Business
POs PSO’s
PO1 PO2 PO3 PO4 PO5 PSO 1 PSO 2
Total
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Max Target
Achieved 9 11 4 11 6 8 11 60
SDG16** 2 0 0 1 1 1 2
**Introduction to international relations and geo politics and discussion on the geo political
tensions and need to introduce fair trade and responsible production and respect to
country’s sovereignty and international peace discussed in Unit. III & Unit IV, highly
correlate to the SDG goal 16.
Prescribed Textbooks:
• International Business – environments and Operations-John D Daniels, Lee H Radebaugh, Daniel P
Sulivan, Prashant Salwan –Published by Pearson Prentice Hall, published by Dorlin Kindersley (India)
Pvt. Ltd, new Delhi, Twelfth edition 2010
• The Global Business Marketing – Warren Keegan, Published by Prentice Hall of India Private Limited,
138
New Delhi, Seventh Edition 2007
• The Geopolitics of the Indo-Pacific edited by Pradeep Kaushiva Abhijit Singh Feb 2014 Knowledge
World, New Delhi.
• Business Environment - Shaik Saleem, published by Pearson Education in South Asia, Delhi, Feb 2008
(3 revised edition)
• Elements of International Business, - S N Chary, published by Willy India (P) Ltd, Edition 2006
• International Business – Concept, Environment and Strategy – Vyuptakesh Sharan, Published by
Pearson Education, Second Edition 2007
Suggested Readings:
• Credit Suisse (2013), Markets face an increasing number of geopolitical risks in 2014 - Market Update,
Mid-Dec 2013,, Australia, www.credit-suisse.com
• Ravenhill, John (2011) Global Political Economy, 3rd ed. Oxford University Press 1
• Rice University (2008), The increasing risk of geopolitical risk in energy markets, James A Baker III
Institute of Public policy.
• The Economist (2014), ' European Energy Security', 5 April.
• Tol, Richard, S J (2014), 'Climate policy targets revisited' www.voxeu.org, 25 April
• Balaam, David N., Bradford Dillman (2011), Introduction to International Political Economy, 5th ed.
Longman
• New Geo-Political Great Game of Indo-Pacific: Challenges and Options for India by D R Bawa Singh.
---------0----------
139
MBI847 International Marketing 3
Management
version
requisite(s)
Course Co- NIL Date
Alternate
Exposure
Introduction
The international markets are expanding rapidly touching the realms of economies across the globe.
The scope of international marketing, needless to say, is at the pinnacle engulfing countless
diversified, competitive and innovative products/services/events and experiences each day. The fact
that a transaction takes place “across national borders” highlights the difference between domestic
and international marketing. All this within the diverse economic, social and political environments
of host and home economies is what makes this subject interesting, informative and prescriptive.
Primarily aimed to equip the students with critical perspectives of the international marketing
scenario. Throughout the course an emphasis is placed on an integration of theoretical concepts and
real market situations.
Course Objective
1. To provide an understanding of the international marketing environment
2. To impart knowledge to analyze the complex global markets
3. To familiarize development of international competitive and cooperative strategies
4. To equip with skills in framing international marketing mix strategies
5. To update international marketing trends and practices
Unit - I Introduction to International Marketing No of Hours:8
Introduction to Global Marketing, Globalization and Global Marketing, Management

orientations, Driving & restraining forces, Global Marketing Environment. Global culture
environment
Learning Outcomes:
Understand the International Marketing management concepts theories and L2
principles
Understand the management orientations to global marketing L2
Understand the driving & restraining forces L2
140
Analyse global culture environment L4
Unit - II Global Market Research and Analysis No of Hours: 8
Research requirements in International Marketing, Global marketing information system

Learning Outcomes:
Evaluate the role of international marketer L5
Understand the research requirements in International Marketing L2
Understand the importance of international marketing research L2
Analyze global marketing information system L4
Unit - III Developing Global Marketing Strategies No of Hours: 8

Internationalization: Process & Theories, International Market Entry: Modes & Strategies,
Firm Competitiveness in the International Market, Global Market Segmentation, Targeting
and positioning.
Learning Outcomes:
Assess the International Market Entry process L4
Analyse the Firm Competitiveness in the International Market L4
Analyse Global Market Segmentation L4
Evaluate Targeting and positioning strategies L5
Unit - IV Creating Global Marketing Programs No of Hours: 8

Global Product & Brand Strategy, Global Pricing Strategy, Global Distribution & Supply Chain
Strategies, Global integrated marketing communications.
Learning Outcomes:
Develop a global marketing strategy by applying the basic concepts of product, pricing, L5
promotion, and channels of distribution in international settings.
Evaluate Global Product & Brand Strategies L5
Design global integrated marketing communications L5
Analyse international marketing opportunities L4
141
Unit - V Managing Global Marketing Operations No of Hours: 8
Global organization and leadership: managing the global marketing effort, the future of
global marketing: major trends and directions
Learning Outcomes:
Understanding role of global organizations and leadership in international marketing L2
Analyze the global marketing effort L4
Analyze major trends and directions L4
CO1: Understand the International Marketing management concepts theories L2

and principles
CO2: Evaluate the role of international marketer and his/ her responsibilities in L5
international markets
CO3: Demonstrate knowledge of the impact of environmental factors (cultural, L4
economic, institutional, legal and political) on international marketing
activities.
CO4: Develop a global marketing strategy by applying the basic concepts of L5
product, pricing, promotion, and channels of distribution in international
settings.
CO5: Apply personal and interpersonal skills appropriate to being an effective L3
member of an international marketing team.
Textbook(s):
• Warren J. Keegan & Gautam Dutta, Global Marketing Management, VIII ed. Pearson
Education.
• Kiefer Lee & Steve Carter, Global Marketing Management, Latest Edition, Oxford University
Press
Additional Reading

1. Cateora Philip R., Mary C. Gilly & John L. Graham, International Marketing, 16th
Edition, New York: McGraw-Hill/Irwin, 2013.
2. Johny K. Johansson, Global Marketing-Foreign Entry, Local Marketing & Global
Management, 5th Edition, McGrawHill,
Journal(s):
Journal of International Marketing
Harvard Business Review
142
Journal of International Business Studies
Journal of Global Marketing
International Marketing Review
Course Mapping

CO1 3 0 1 0 2 1 1 8
CO2 3 0 2 1 1 2 0 9
CO3 0 3 0 3 3 0 2 11
CO4 3 2 0 3 0 2 2 12
CO5 1 2 3 0 3 1 1 11
SDG17** 2 0 0 1 2 1 1
SDG Justification: Topics like managing the global marketing effort, the future of global
marketing: major trends and directions, Management orientations, Driving & restraining forces
are correlating with trade and sustainable development are in correlation with sub goals of
SGD17
******
143
MBI 849 Cross Cultural Management

Alternate Exposure
The international markets are expanding rapidly touching the realms of economies across the globe. It is
concerned with managing different cultures – in particular, “cross country and multi cultural similarities and
differences including challenges and issues” that invariably arise in international business. Failure to
understand and manage the differences in attitudes, values, and behaviours of those with whom managers
interact in international business transactions consistently has been shown to be a major source of difficulties.
The course addresses topics such as cross – cultural communication, cultural sensitivity, international business
practices, and various national cultures and regional cultures and their approaches to business and
management. The course includes lectures, presentations, case analyses, debates, workshop with panel
discussion, and experiential exercise along with video clippings.
Course Objectives:
The objectives of the course are to understand, analyse, and examine the following:
● Managing effectively across national and cultural boundaries in the international business is an
important feature of corporations and the modern workforce facing today.
● Understanding the role of culture in an organizational processes and activities is an important aspect
of modern management.
● A keen awareness and a high degree of cross-cultural competence in management are therefore key
to the career success of both present and aspiring managers / professionals.
● The main aim of the course is to provide conceptual, theoretical and practical knowledge of cross-
cultural management to the participants.
● This course aims to give an overview of cross-cultural management practices and it examines how
culture is expressed.
1. Unit I Title : Dimensions of Culture – a management perspective No.10
Definitions and Classification of Culture and Culture Code, Modalities of Cross-Cultural Dimensions- Hofsted’s
Cultural Dimensions, Hall’s Cultural Dimensions -Religion and its implication on business -A comparison of
world views: East and West -The importance of World views and international management
Learning outcomes:
● To have a knowledge on Culture L1
144
● To understand the framework of National Culture L2
● Understand the concept of Hofstede’s cultural Dimensions L3
● Explain the importance of Religion in cross cultural management L4
● Explore the framework of Hall’s Cultural Dimensions L5
Pedagogy Tools: Case Study, Video Clippings , Discussion, Self-reading, Polls, Student Presentations
2. Unit II Title : Cross Cultural Communication No.10
Characteristics of Communication- Culture and Communication -Major Obstacles to Cross Cultural

Communication- Non-verbal communication – across cultures –Hall and Hall’s concept of Low and High
Context communication - Cross – Cultural Conflict -Source and Type of Conflicts - Cross Cultural conflict and
resolution.
Learning outcomes:
● To have a knowledge on Communication both verbal and non-verbal L1
● To understand the framework of cross cultural communication L2
● Understand the concept of High and Low Context Communication L3
● Explain the importance of Communication to deal with conflict L4
● Explore the framework of Cross Cultural Conflict resolutions 5
3. Unit III Leadership Use of Power and Authority in Different No.10
Defining leadership – Models of Leadership, Use of power and Authority in different cultural set up, Various
Behavioural Styles of leaders across cultures, Leadership in different cultures -Motivation and Culture
Learning outcomes:
● To have a knowledge on Leadership and role of leader in a culture L1
● To understand the framework of Power and Authority in culture L2
● Understand the concept of Motivation in a culture L3
● Explain the importance of Behavioral Styles of leaders in a culture L4
● Explore the framework for Models of Leadership L5
Pedagogy Tools: Case Study, Video Clippings, Discussion, Self-reading, Polls, Presentations
4. Unit IV Organizational Culture in Multi-National Corporations (MNCs) No.10

145
Organizational Culture in Multi-National Corporations (MNCs) -Organizational Culture & National Culture -
Family culture - Eiffel Tower culture -Guided Missile culture -Incubator culture -Managing Multiculturalism
and Diversity, Phases of Multicultural Development.
Learning outcomes:
● To have a knowledge on Organizational Culture L1
● To understand the framework of National & Organizational CultureL2
● Understand the concept of Multiculturalism L3
● Explain the importance of Diversity in Organizational Culture L4
● Explore the framework of Organizational Culture in MNCs L5
Pedagogy Tools: Case Study, Video Clippings, Discussion, Self-reading, Polls, Student Presentations
5. Unit V Doing Business Across Cultures No. 10
Managing across Cultures - Cross Cultural differences and similarities in doing business -Parochialism and
Simplification -Cultural differences in selected countries and regions - Doing Business in China -Doing
Business in India - Doing Business in France- Doing Business in Arab Countries Doing Business in Africa
Learning outcomes:
● To have a knowledge on Managing Across Cultures L1
● To understand the framework of Parochialism L2
● Understand the concept doing business and cultural nuances L3
● Explain the importance of Culture Code L4
● Explore the framework of Business Culture L5

CO1 Understand the various theoretical perspectives and practical approaches to dealing with A1
culture, cultural difference, and cultural change within the framework of international business.
CO2 Understand management practices followed in different cultures and countries A3
CO3 Describe and explain key models used for comparing cultures, critically assessing thepractical A2
value of these in the context of cross – cultural management decision-making.
CO4 Evaluate strategies to manage cultural challenges in an international business context and cross A4
– cultural issues
CO5 Presents an overview of cross-cultural management practices and it examines how culture is A3 &A4
expressed.
146
CO PO Mapping

POs PSOs
PO1 PO2 PO3 PO4 PO5 PSO 1 PSO 2
Sum
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 9 11 4 11 6 8 11 54
SDG 4 ** 2 0 0 1 1 1 2
** Unit 1,4,5deals with the role of culture in an organizational processes and activities is an important
aspect of modern management
** Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
******
147
MBI857 International Trade Logistics 3
version
requisite(s)
Course Co- NIL Date
Alternate
Exposure
Introduction
In a business environment where world economies are depended on global trade for survival and
sustenance, logistics that supports the exchange of goods and services among countries has evolved
as a key pillar for economic success. This course helps a student to understand the nuances of logistics
in the dynamic international trade arena. Students would be exposed to various modes through which
the key players in logistics industry are contributing to the success of international trade. Students
are expected to gain insights into the various gamut of logistics sector and their key roles and
challenges in ensuring smooth flow of international trade.
Course Objective
● To create awareness on the role of logistics in maintaining balance between demand and supply
of goods across the world.
● To demonstrate about how logistic sector assures time, place, and form utility to the players in
global business.
● To impart on the mechanism of multimodal transportation systems and how it provides the end-
to-end services to global business operators.
● To sensitize on risk identification and management involved while dealing with global logistics
services.
● To apprise on the implications of regulatory framework involved in international trade logistics.
Unit - I Introduction to International Trade Logistics (ITL): No of Hours:8

Meaning, evolution and need for ITL – ITL as a mode for balancing demand and supply for
products & services. ITL as central function. Interfaces between marketing and logistics
functions for ITL. Integrated logistics services, evolution of 3rd party service providers.
Learning Outcomes:
Understand the need and evolution of International Trade Logistics L2
Understand the role of ITL in balancing demand and supply for products & services. L2
148
Understand the Interfaces between marketing and logistics functions L2
Analyse Integrated logistics services L4
Unit - II Sub-systems in Trade Logistics No of Hours: 8

Material handling and unitization of cargo. Packing warehousing, transportation systems.
Choice of transportation mode, innovations and developments influencing choice of
transport, selection criteria. Transportation principles, functionality, and cost factors. Role
of intermediaries in trade logistics. Freighting principles and practices in trade logistics.
Learning Outcomes:
Understand the Material handling and unitization of cargo L2
Analyzing the sub systems in Trade logistics L4
Understand the Transportation principles, functionality, and cost factors L2
Analyze Role of intermediaries in trade logistics. L4
Unit - III International Transport Infrastructure No of Hours: 8

Status of various transport infrastructure - Road Infrastructure, Rail Infrastructure, Inland
waterways, Pipeline infrastructure, Ports and Shipping Infrastructure, Civil Aviation
Infrastructure. Internationalization: Process & Theories, International Market Entry: Modes
& Strategies, Firm Competitiveness in the International Market
Learning Outcomes:
Assess the Status of various transport infrastructure L4
Analyse the Internationalization: Process & Theories L4
Analyse international marketing entry strategies and modes L4
Evaluate Firm Competitiveness in the International Market L5
Unit - IV Risks & Risk Mitigation in International Trade Logistics No of Hours: 8

Sources and types of risks in ITL. Risks assessment and management by exporters, importers.
Cargo insurance and claim procedure. Principles of cargo insurance.
Learning Outcomes:
149
Evaluate Sources and types of risks in ITL L5
Assess the Risks and management by exporters, importers L4
Understand Cargo insurance and claim procedure L2
Understand Principles of cargo insurance. L2
Unit - V Contemporary issues in International Trade Logistics No of Hours: 8

Discussions on reports published by United Nations Conference on Trade and Development
(UNCTAD), World Bank on international trade logistics and maritime trade.
Learning Outcomes:
Analyze reports published by United Nations L4
Analyze the role of World Bank on international trade logistics and maritime trade. L4
Analyze major trends and directions of International trade L4
CO1: Understand logistics for managing demand and supply of goods and services L2
in international trade.
CO2: Explain utility of logistics services in international trade. L5
CO3: Analyse multimodal transportation networks. L4
CO4: Assess and mitigate risk in international trade logistics. L4
CO5: Understand on the implications of regulatory framework involved in L2

international trade logistics.
Textbook(s):
• Ram Singh , International Trade Logistics, Oxford publishers
Additional Reading
150
• Anne O. Krueger, International Trade, Oxford University Press
• S.K. Baral, International Logistics Management, KUNAL BOOKS
Journal(s):
• Journal of International Trade, Logistics and Law
• Journal of International Logistics and Trade
• Journal of Shipping and Trade
• International Journal of Shipping and Transport Logistics
Course Mapping

CO1 3 1 1 2 0 3 1 11
CO2 1 2 1 1 0 2 1 8
CO3 2 3 1 0 1 2 1 10
CO4 2 1 1 1 1 3 2 11
CO5 1 1 1 1 1 1 2 8
SDG17** 2 0 0 1 2 1 1
SDG Justification: Topics like Integrated logistics services correlating with trade and
sustainable development, Risks assessment and management by exporters, importers, Cargo
insurance and claim procedure, Discussions on reports published by United Nations
Conference on Trade and Development (UNCTAD), World Bank on international trade logistics
and maritime trade are in correlation with the sub goals of SDG17
******
151
__________________________________________________________________________________
Course Code: MOP843 Course Title: Supply Chain Management
Semester: III Course Type: Elective Credits: 3 (40 Sessions)
Home Programme(s): MBA (General/IB) Batch/Academic Year: 2021-22
Course Leader: Prof. Sai Sudhakar Nudurupati
Course description
Uncertainty & vertical disintegration of supply chain architecture is a major component of supply chain
management within the contemporary context of economic globalisation.
Course Objectives:
This course is designed to:
• Develop the students’ critical awareness of the contemporary debates relevant to supply chain
management using manufacturing and service examples
• Relate and apply supply chain management concepts and techniques to analysis of real case activity,
simulations and game activity between the organisations operating in the supply chain network
• Formulate practical solutions and procedures for the strategy development, planning and control of
manufacturing and service related supply chain management at all levels of operations (SME/Large/MNE).
Unit I (6 sessions) (CO1; L1- L6)

Understanding the supply chain: Basics in supply chain, process view of a supply chain, material and
information flow, decision phases, competitive and supply chain strategies, achieving strategic fit, expanding
strategic scope, customer perspectives in supply chain and lead time, measuring supply chain performance
Unit II (6 sessions) (CO2; L1- L6)

Managing operations and logistics in a supply chains: Matching demand and supply including time based
management, forecasting, capacity planning, scheduling, inventory management, JIT, lean and agile thinking
Unit III (6 sessions) (CO2, CO3; L1- L6)

Procurement and relationship management in supply chains: Organizational/firm theories, Kraljic model for
procurement, sourcing strategies, supplier rationalization, supply structure, supplier selection, supplier
development, integration and coordination in the supply chain, managing inter-firm relationships
Unit IV (6 sessions) (CO3, CO4; L1- L6)

Retail logistics, warehousing, distribution in supply chains: Non-food logistics and food logistics, the role of
information technology, factory gate pricing, the role of warehouse in supply chains, warehouse operations,
warehouse layout, material handling equipment, home delivery, distribution channels, third and fourth party
logistics, e-tailing trends and issues
152
Unit V (6 sessions) (CO4, CO5; L1- L6)
Risk management, reverse logistics and sustainability in supply chains: The sources of supply chain
complexity, mastering complexity, vulnerability in supply chains, understanding the supply chain risk profile,
managing supply chain risk, achieving supply chain resilience, product returns, end-of-life disposal schemes,
asset value recovery strategies, ethics and impact of supply chain activities on triple bottom line
CO1 Understand the role of operations and logistics for effective supply A1, A2
chain management.
Explore the role of procurement and relationship management in
CO2 A4
supply chain strategy
CO3 Evaluate improvement strategies and solutions to problems in supply A2, A3

chains
CO4 Analyse risk in supply chain and evaluate mitigation strategies A4
CO5 Evaluate an operation for sustainable supply chains A4
Prescribed text book:

Chopra, S. and Meindl, P. (2014). Supply Chain Management: Strategy, Planning and Operation, Sixth edition.
Chennai: Pearson Education.
Referential text books and journal papers:
Harrison, A., Van Hoek, R., (2011). Logistics management strategy: competing through the supply chain, Fourth
edition. Harlow: Financial Times Prentice Hall.
Cousins, P. D., Lamming, R., Lawson, B. and Squire, B. (2008). Strategic Supply Management: Principles,
Theories and Practice, First edition. Harlow: Financial Times Prentice Hall.
Christopher, M. (2011). Logistics & Supply Chain Management, Fourth edition. Harlow: Financial Times
Prentice Hall.
Blanchard, D. (2010). Supply Chain Management Best Practices, Second edition. Hoboken: John Wiley & Sons,
Inc.
Kovács, G. and Spens, K. M. (2007). "Humanitarian logistics in disaster relief operations", International Journal
of Physical Distribution & Logistics Management, Vol. 37, No. 2, pp.99-114.
Nudurupati, S. S., Bhattacharya, A. Lascelles, D. and Caton, N. (2015). “Strategic Sourcing With Multi-
Stakeholders Through Value Co-Creation: An Evidence From Global Health Care Company”,
International Journal of Production Economics. Vol.166, pp.248-257.
Potter, A., Mason, R. and Lalwani, C. (2007). "Analysis of factory gate pricing in the UK grocery supply chain",
International Journal of Retail & Distribution Management, Vol. 35, No.10, pp.821-834,
Taticchi, P., Garengo, P., Nudurupati, S. S., Tonelli, F. and Pasqualino, R. (2015). “A Review of Decision-Support
Tools and Performance Measurement for Sustainable Supply Chain Management”, International
Journal of Production Research, Vol.53, No.21, pp. 6473-6494
Suggested journals:
• Journal of Supply Chain Management
• Supply Chain Management, An International Journal
• International Journal of Physical Distribution & Logistics Management
• Journal of Operations Management
• Production and Operations Management
153
• International Journal of Production and Operations Management
• International Journal of Production Economics
• International Journal of Production Research
• Production Planning and Control
Co-Po Mapping:
CO-PO Mapping:

CO1 2 1 1 2 2 1 2
CO2 1 1 1 2 2 1 2
CO3 2 1 2 2 2 1 2
CO4 1 1 1 2 2 1 2
CO5 2 2 1 2 2 1 2
APPROVED IN:
SDG Justification:
This course is related to managing data which is a vital asset to any organization. This course might
help for building resilient infrastructure, promote inclusive and sustainable industrialization and
foster innovation.
----------0----------
154
MBI 861 Freight Forwarding & Customs Clearance
Alternate Exposure
Freight forwarding, customs clearance and cargo management is an important activity of shipping and logistics
departments. Loading and discharging cargo in port and care of cargo in transit is major activity of a transit hubs and
ports. The goal of this course is to train in “Cargo Handling & Stowage” in connection with freight forwarding activity and
to provide students with knowledge, understanding and proficiency in monitoring the loading, stowage, securing and
unloading of cargoes. It includes procedures for safe entry into confined spaces and handling hazardous / dangerous
goods.
● The course makes the student understand the process of freight forwarding activities
● To acquire and improve their skills of clearing & forwarding procedures along with stowage techniques
● To Perform more productively in their cargo management activities through a stowage techniques and cargo
management process
● To demonstrate the skills meet the challenges of cargo terminal management.
● To demonstrate skills as a trained customs clearance and cargo manager.
1. Unit I Title : Freight Forwarding and Stowage Process Session : No.10

Stowage and Freight forwarding, World Custom Organization (WCO) Customs Act 1962 ITC (HS) HSN codes, SION norms
of Import & Exports under customs procedures. Freight Forwarding, procedures for Pre‐Operating Shipment Checks /
consignment – shipping documents Air way bills Freight Forwarding. Regulations
Learning outcomes:
● To have a knowledge on Freight forwarding and stowage process L1
● To understand the framework of Customs Act 1962 L2
● Understand the concept of SION norms of export and import L3
● Explain the importance of Pre –Operating Shipment Checks L4
● Explore the framework of shipping L5
2.Unit II Title : Customs Valuation and Assessment Sessions : No. 10

Customs Valuation & Assessments Calculation of Customs Duty and Duty calculator Customs Clearance
Documentations, Shipping Bill, Bill of Entry etc.
Learning outcomes:
● To have a knowledge on Customs Valuation L1
● To understand the framework of Customs
Clearance L2
● Understand the concept levy of Duty and Assessment L3
● Explain the process Bill of Entry filing and process L4
● Explore the framework of goods out of charge from customs L5
3. Unit III Title : Categories of Customs Clearance, Factory, Dock &Warehouse Stuffing No.10
Categories of Customs Clearance Procedure by Case study analysis : Export by Factory stuffing & Dock Stuffing, Export of
Warehoused goods without payments of duty, First Check procedure & second Check Procedure in Import, Export on re-
import and Import on Re-export
Learning outcomes:
155
● To have a knowledge on categories of customs clearance L1
● To understand the framework of Factory, ware house stuffing
● clearance L2
● Understand the concept of First & Second Check Procedure L3
● Explain the preference given to goods without payment L4
● Explore the framework of export on re-import on re-re-
export L5
4. Unit IV Customs Bonding Process Session : No.10

Customs Bonding Procedure: Unclear goods (Unclaimed by buyer), Warehoused goods (In-bond & Ex-bond), KYC norms
for Customs House Agent – (CHA)
Learning outcomes:
● To have a knowledge on customs warehouse process L1
To understand the framework of customs bonding
procedures L2
● Understand the concept of unclaimed /unclear goods L3
● Explain the preference given to KYC norms L4
● Explore the framework of Customs House Agent –
CHA L5
5. Unit V Foreign Trade Policy / EXIM policy and Schemes of Incentives Session : No.10
Foreign Trade Policy / Exim Policy Incentives, Customs Duty Draw Back claims and settlements under Section 74, Section
75 Customs Rules for Search, Seizure, confiscation & Arrest in case of any mis-appropriation.
Learning outcomes:
● To have a knowledge on Foreign Trade Policy L1
● To understand the framework of Foreign Trade
Policy L2
● Understand the concept of Export Promotion Strategies L3
● Explain the preference given to Export promotion L4
● Explore the framework of Foreign Trade Policy and Incentives
system L5

Course Outcomes Assessme
nt
CO1 Understand the concepts related to Freight forwarding & Clearance A1
CO2 Improve their skills of clearance, stowage, shipping and logistics handling. A3
CO 3 Demonstrate skills as a trained in stowage, freight forwarding & Clearing & Forwarding A3 & A2
CO 4 Can deal with the International trade logistics operations of cargo handling and stowage
A3& A2
in clearing and forwarding.
CO5 Helps to understand the customs clearance and cargo management. A4
156
CO PO Mapping
POs PSOs
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 9 11 4 11 6 8 11 54
SDG 17** 2 0 0 1 1 1 2
**Introduction to global trade and financial systems, concepts in the Unit-5 on sustainable
production and supply methods and sustainable means of usage of resources are in correlation with
the SDG goals.
Global Partnership for Sustainable Development
********
157
Electives in Banking & Financial Services

MBI 851 Financial Institutions and
Markets
Course Owner Dr.Radha Syllabus version 1.0
Raghuramapatruni

Alternate Exposure
Financial markets, or markets for financial assets, play an important role in the efficient functioning of a market
economy. Financial Institutions are any establishments that make these markets function efficiently.
Unit I Title: Introduction to Financial Institutions No of Hours- 10

Introduction, Financial Institutions, Financial Intermediaries, and Asset Management Firms
Depository Institutions: Activities and Characteristics, The U.S. Federal Reserve and the Creation of Money,
Monetary Policy, Insurance Companies, Investment Companies and Exchange-Traded Funds.
Learning outcomes:
● To have a grasp knowledge on various financial institutions. L1
● To understand the functioning of financial intermediaries and asset management firms. L2
● Understand the core concepts involved in US Federal Reserve System. L3
● Explain the mechanism in monetary policy. L4
● Explore the functioning of traded firms. L5
Unit II Title: Pricing of Financial Assets No. of Hours: 10

Properties and Pricing of Financial Assets, The Level and Structure of Interest Rates, The Term Structure of
Interest Rates, Risk/Return and Asset Pricing Models, Primary Markets and the Underwriting of Securities,
Secondary Markets.
Learning outcomes:
● To understand the properties and pricing of financial assets. L1
● To understand the level and structure of interest rates. L2
● Understand the core concepts of interest rates, risk and returns L3
158
● Explain the mechanism in asset price models. L4
● Explore the functioning of primary and secondary markets. L5
Unit III Title: Treasury and Agency Security Markets No of Hours.10

Treasury and Agency Securities Markets, Markets for Common Stock: The Basic Characteristics, Markets for
Corporate Senior Instruments: The Residential Mortgage Market, Residential Mortgage-Backed Securities
Market, Market for Commercial Mortgage Loans and Commercial Mortgage-Backed
Learning outcomes:
● Understand the role of the treasury and security markets. L1
● Understand the basic characteristics of treasury markets. L2
● Explain the residential mortgage market. L3
● Explain the mechanism of commercial mortgages. L4
● Explain the reasons behind the commercial mortgage loans. L5
Unit IV Title: Maritime Political Geography No of Hours- 10
Futures Markets, Options Markets, Pricing of Futures and Options Contracts, The Applications of Futures and
Options Contracts, OTC Interest Rate Derivatives: Forward Rate Agreements, Swaps, Caps, and Floors, Market
for Credit Risk Transfer Vehicles: Credit Derivatives and Collateralized Debt Obligations.
Explain the Futures markets. L1.

● Explain the Options markets. L2
● Understand pricing of the futures and options contracts. L3
● Outline OTC interest rates and derivatives. L4
● Discuss the significance of credit risk. L5
Unit V Title: Geopolitics and Financial markets (4 Sessions) No of Hours- 10
International Financial Institutions, International Monetary Fund, ADB, New Development Bank, International
Infrastructure Investment Bank, BRICS Development Bank, International Financial Corporations.
159
Learning outcomes:
● Understand the challenges of International financial institutions. L1
● Understand the International Monetary Fund. L2
● Explain the emergence of New Development Bank. L3
● Discuss the AIIB L4
● Describe the role of International Financial Corporations. L5

CO1 Apply concepts relevant to financial markets and financial institutions, such
as the flow of funds, levels of interest rates and interest rate differentials, to A1
current events or topical issues.
CO2 Determine and analyze the appropriate measures of risk and return for
A3
various financial instruments.
CO3
Identify and evaluate the role symmetric versus asymmetric information
A3 & A2
plays in the structure and operation of the financial system information.
CO4 Evaluate empirical evidence of market performance, and contrast it with

A3 & A2
theories of market performance.
CO5 Understand the mechanics and regulation of financial securities exchanges
A4
and determine how the value of stocks, bonds, and securities are calculated.
160
CO PO Mapping
CO PO Mapping
CO1 1 1 0 1 0 1 1
CO2 2 2 0 2 2 1 1
CO3 2 2 2 2 2 1 1
CO4 2 3 2 3 1 2 2
CO5 2 3 0 3 1 2 2

Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. You need to read different books
and journal papers to master certain relevant concepts to analyses cases and evaluate projects. Some of these
reference books given below will be available in our library.
Suggested Readings:
✔ Bank Management and Financial Services Paperback – 1 July 2017,by Peter Rose (Author), Sylvia
Hudgin
✔ International Financial Institutions, Climate Change & The Urgency To Facilitate Clean Energy
Investment In Developing & Emerging Market Economies, ova Science Publishers Inc, Year published: 2017-
04-30
✔ Coping with Crisis: International Financial Institutions in the Interwar Period by Mokoto
Cosovahttps://www.biblio.com/
----
161
Course Code: MBI 853 Course Title: Banking Theory & Practices
Semester: III Course Type: Elective Credits:3
Home Programme(s):MBA Batch/AcademicYear:2021-23
Course Leader:
Course description and Course objectives
The significance of banking sector in India is continuously in upward direction for several decades. The sector
is playing a role of a catalyst in development of three pillars of the economy i.e., agriculture, industry and
services. The change process began with a passing of Banking Regulation Act, 1949. The Act was considered as
a Land Mark in the history of commercial banking in India as it provided consolidation and regulation of banking
system in India. Nationalization of 14 Banks in 1969 is another land mark. The Banks started playing a critical
role in social development process and became a partner in Government’s welfare schemes and policies. The
third land mark in the development of Banking Sector in the country is the liberalization policies introduced by
the Government of India in 1991.
Course objectives:
• The course aims to equip the student with the historical background of Banking in India, growth of
commercial Banks in India and the regulations of Indian Banks.
• To make the student to know about the banking theory
• To give the student adequate exposure to banking practice.
• Understand and apply innovations in the banking sector.
• To give an overall exposure to banking theory and practices.
Unit I (8 sessions) (CO1, CO2, L1 & L2)

Introduction: Origin of banking – Definition- Banker and Customer - relationship – General and special types of
customers – Types of customer – Types of deposits – Origin and growth of commercial Banks in India.
Unit II (8 sessions) (CO2, L2& L3)
Modes of Credit Delivery: Cash Credit – Loans – Overdrafts – Bills Finance – Pricing of loans – Types of Securities
– Pledge, Hypothecation, Assignment, Lien and Mortgage.
Unit-III (8 sessions) (CO2, CO3, L12, L3 & L4)
Banking Practices: Obligations, Duties of a banker, Rights of banker, Clayton’s Rule, guidelines for writing
cheques, endorsements, Banking Ombudsman Scheme, 2006.
162
Unit IV (8 sessions) (CO3, CO4, CO5,L13 & L4)
Banks’ Financial Statements: Bank Liabilities – Bank Assets – Contingent Liabilities – Income Statement –
CAMELS Ratings
Unit V (8 sessions) (CO3, CO4, CO5,L3, L4 & L5)
Banking Innovations: Banking Services and Innovations – Product centric Innovations – Process centric
Innovations – Marketing Innovations – Pricing Innovations - E-Payment Systems and Electronic Banking.
CO1 Acquire knowledge about theoretical aspects of banking and relationship A1

between banker and customer.
CO2 Learn about the practicalities of banking and the latest trends in banking A3
CO3 Analyze Financial Statements, Assets and Liabilities A2
CO4 Learn the practical and latest approaches in the banking sector A4
CO5 Gives an exposure to banking theory and practices. A4
CO PO Mapping
CO PO Mapping
CO1 1 1 0 1 0 1 1
CO2 2 2 0 2 2 1 2
CO3 2 2 2 2 2 1 2
CO4 2 3 2 3 1 2 2
CO5 2 3 0 3 1 2 2
***
163
MBI855 Forex Management &
Derivatives
Raghuramapatruni

Alternate Exposure
Forex Management and Derivatives market has been transformed over the past decade, largely in response to
regulations that emerged from the global financial crisis. Forex Management and Derivatives is essentially a
way of knowing what type of uncertainties are out there and taking steps to counter them and be fully
prepared for eventualities. Decisions have to be taken, business needs to be conducted. Forex Management
and Derivatives gives a thorough understanding of forex markets and concepts related to derivatives and helps
to make informed decisions.
Unit I Title: The Foreign Exchange Market No of Hours- 10
The Foreign Exchange Market - Organization – Spot Vs Forward Markets – Bid and Ask rates – Interbank
Quotations – International Market Quotations – Cross Rates –Merchant Rates – FEDAI Regulations – Role of
RBI.
Learning outcomes:
● To have a clear knowledge of foreign exchange market. L1
● To understand the Sport and forward markets. L2
● Understand the core of Interbank quotations. L3
● Explain the International market quotations. L4
● Explore the FEDAI regulations L5
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards, cure card presentation
Unit II Title: Foreign Exchange Markets & Quantitative Easing No. of Hours-10
Emerging Markets: Impact of Quantitative Easing (QE) and its tapering on emerging markets – short-term
capital Exchange Rates - Exchange rate systems – Gold Standard – Bretton Woods – Fixed Vs Floating Exchange
Rate systems – Determinants of Exchange Rates – Exchange Controls
● To have a clear knowledge of Quantitative easing. L1
● To understand the impact of Short term capital. L2
● Understand the core exchange rate systems. L3

164
● Explain the system of Bretton Woods. L4
● Explore the impact of exchange rates on exports and imports. L5
Unit III Title: Trade and Development & WTO No of Hours- 10
Foreign Exchange Transactions – Purchase and Sale transactions – Spot Vs Forward transactions – Forward
Margins – Interbank Deals – Cover deals – Trading – Swap deals –Arbitrage Operations – Factors determining
Forward margins – Different types of Foreign exchange exposers.
Learning outcomes:
● Understand the relation between trade and development. L1.
● Explain the problem of forward margins. L2
● Analyze the interbank deal. L3
● Understand the arbitrage operations. L4
● Explain the types of foreign exchange exposers. L5
Unit IV Title: Global Economic Slowdown No of Hours.10

Ready and Forward Exchange Rates – Principle types of Ready Merchant rates –Ready rates based on cross
rates – Forward exchange contracts – Execution of Forward contracts – cancellation and Extensions - Dealing
position – Exchange position – Cash position.
● Understand the forward exchange rates. L1
● Understand the ready merchant rates. L2
● Explain the execution of forward contracts. L3
● Explain the situation of cancellation and extentions. L4
● Explain the concept of cash position. L5
Unit V Title: International Monetary Systems No of Hours- 10
Currency Derivatives – Currency Forwards – Currency Futures – Currency Options – Exchange traded
transactions – Financial Swaps – Forward Rate agreements – Interest Rate Options.
165
● Understand the currency derivatives. L1
● Understand the currency forwards and futures. L2
● Explain the exchange traded transactions. L3
● Discuss the financial swaps. L4
● Describe the forward rate agreements. L5

CO1 Understand the concepts related to Forex Market and Derivatives Market. A1
CO2 To understand the factors effecting the forex market and derivatives
A3
market.
CO3
Demonstrate knowledge of the framing and procedures relating to Forex
A3 & A2
markets and different types of currency derivatives and its operations.
CO4 Evaluate the latest developments in the forex markets and derivates market. A3 & A2
CO5 To understand the global factors effecting the forex and derivatives market A4
CO PO Mapping
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 PSO PSO2 Sum
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 1 10
CO3 2 2 2 2 2 1 1 12
CO4 2 3 2 3 1 1 2 14
CO5 2 3 0 3 1 1 2 12
Target Level Max. 9 11 4 12 6 5 7 54
********
166
SEMESTER – IV
S.N Code №. Level of Title of course Theory Practi Credits Internal External Total
o the Course /Projec cal/V Assessm Assessm Mark
t iva ent ent s
Report Voce Marks Marks
NEW

5 MOE802 Open Elective 1 1 50 - 50
Contemporary
6 1 50 - 50
Course -1
Contemporary
7 1 50 - 50
Course -2
Comprehensive
8 MMB892 Skill Based 2 100 - 100
Viva
TOTAL CREDITS
(excluding PCDs) 17 450 200 650
Business
MMB816
9 Skill Set Simulations 2 50 - 50
10 MMB818 Skill Set Club Activity 2* 50 - P/F
Spreadsheet
MMB822
11 Skill Set Modelling 1 50 - 50
TOTAL CREDITS
(including PCDs) 20 550 750
Total Credits without PCDs is 101.Total Credits With PCDs-112
The MBA Programme
Open Elective: This is course that the student should select from the list of open electives offered by University.
Student may also choose a course from BSE and NSE Certification courses or UGC Swayam/Moocs or Coursera
courses with minimum of 4 weeks duration. However the students has to produce pass/course completion
certificate for Viva voce for awarding marks.
PCDs out of 11 credits students must earn minimum 7 credits. But venture Development is a compulsory
course.
The curriculum of the Four Semester MBA program is designed to have a total of 112 credits.
However for the award of MBA degree, the students has to earn a minimum of 108 credits
including 7 PCDs.
167
LIST OF ELECTIVES IN SEMESTER IV
S. Course Sessions Marks

Course Level Course Credits
No. Code T P Total CA SEE Total
Finance
1. MFI842 Elective Financial Risk Management 3 3 50 50 100 3
2. MFI844 Elective International Financial Management 3 3 50 50 100 3
3. MFI846 Elective Corporate Valuation 3 3 50 50 100 3

4. MFI848 Elective Financial Derivatives 3 3 50 50 100 3
International Introduction to
5. MFI850 Elective 3 3 50 50 100 3
Investment (CISI – 2)
6. MFI852 Elective Insurance Management 3 3 50 50 100 3
Marketing
7. MMK842 Elective 3 3 50 50 100 3

Rural Marketing
8. MMK844 Elective Services Marketing 3 3 50 50 100 3
9. MMK848 Elective Customer Relationship Management 3 3 50 50 100 3
10. MMK850 Elective B2B Marketing 3 3 50 50 100 3
11. MMK852 Elective Global Marketing 3 3 50 50 100 3
12. MMK854 Elective Marketing Metrics 3 3 50 50 100 3
13. MHU842 Elective Employment Laws - II

3 3 50 50 100 3
Industrial Relations & Statutory
14. MHU844 Elective 3 3 50 50 100 3
Compliance and Drafting
Global Human Resource
15. MHU846 Elective 3 3 50 50 100 3
Management
Strategic Human Resource
16. MHU848 Elective 3 3 50 50 100 3
Management
17. MHU850 Elective HR & Technology 3 3 50 50 100 3
18. MHU852 Elective Change Management 3 3 50 50 100 3
Operations & Supply Chain

Management
19. MOP842 Elective Materials Management 3 3 50 50 100 3
20. MOP844 Elective Quality Management 3 3 50 50 100 3

168
21. MOP846 Elective Logistics Marketing 3 3 50 50 100 3
22. MOP848 Elective Strategic Logistics Management 3 3 50 50 100 3
23. MOP 850 Elective Port & Terminal Management 3 3 50 50 100 3
24. MBI858 Elective Global Sourcing 3 3 50 50 100 3
Business Analytics (New Electives)

25. MAN 842 Elective Web & Social Media Analytics 3 3 50 50 100 3
26. MAN 844 Elective Decision Science 3 3 50 50 100 3
27. MAN 846 Elective Data Science with Python 3 3 50 50 100 3
28. MAN 848 Elective Advanced Excel & Models 3 3 50 50 100 3
29. MAN 850 Elective Business Intelligence 3 3 50 50 100 3
30. MAN 852 Elective HR Analytics 3 3 50 50 100 3
Managing Global Compliance in
31 MBI842 Elective 3 3 50 50 100 3
Exports
Doing Business with Emerging
32 MBI844 Elective 3 3 50 50 100 3
Markets
33 MBI846 Elective International Business Negotiations 3 3 50 50 100 3
Sectoral and Cluster Strategies for
34 MBI848 Elective 3 3 50 50 100 3
Multilateral Trade Institutions &
35 MBI850 Elective 3 3 50 50 100 3
India
Port and Shipping Management
36 MBI856 Elective 3 3 50 50 100 3
(Logistics Elective)
37 MBI858 Elective Global Sourcing 3 3 50 50 100 3
International Commodity
38 MBI852 Elective 3 3 50 50 100 3
Management
39 MBI854 Elective Risk Management in Banking 3 3 50 50 100 3
40 MBI 860 Elective International Trade Finance 3 3 50 50 100 3
169
Course Code: MFI 842 Course Title: Financial Risk Management

Semester: IV Credits: 3
Course Leader:

The course offers an introduction into the evolving and expanding practice of financial risk
management. Risk management is a complex process of identifying, quantifying and managing
various risk exposures. The course analyzes and discusses the various sources of risk. Particular
attention is devoted to the main risk management techniques such as Value at Risk (VaR), volatility
models, and correlation models. The course focuses on the main issues of financial risk management.
Risk management has emerged as one of the most important area in finance. The evolution of this
subject has been attracting the interest of both practitioners and academia. Therefore, the course is
a blend of theory and application. Real data analysis is an important part of this course. A student
successfully completing this course will be familiar with the main current practices of financial risk
management.
● To provide understanding of essential terms, concepts and principles of financial risk management.
● To build the required skills and ability to apply principles of financial risk management for
corporate decision making
● To develop skills in students to use the techniques for risk management.
Unit I (CO1, CO2, L2,L3)

Financial Risk: An Overview, Evolution, and the Environment. Risks definition (market, credit, liquidity,
operational), more specifically on the identification of different forms of risk (currency, interest rate,
equity, commodity) – Stock pricing model- Black Scholes Model and Greeks.
Unit II (CO2, L2 & L3)

Market Data Analysis, Probability and distributions of asset prices, measuring return and risk,
Modeling Risk Factors, Using implied volatility in Value-at-Risk measures Risk and volatility
Measurement, the issue of time aggregation, different measures of volatility such as EWMA, ARCH &
GARCH processes, volatility clusters and the issue of time varying volatility. (N.P)
Unit III (CO2, CO3, L12, L3 & L4)

Risk &Forecasting issues in asset prices (exchange rates & interest rates), modeling interest rates such
as Cox-Ingersoll-Ross Models, ARMA processes in generating currency forecasts and using in decision
making. Currency risk analysis in global investing, risk environment in Indian forex markets, forwards
and non-deliverable forwards, cross-currency risk analysis.
170
Unit IV (CO3, CO4, L13 & L4)
Credit Risk Basics: Probability of Default, Credit ratings & Transition Matrix analysis, Contingent claim
approach and the KMV Model, Credit Risk Management and Credit VaR. Indian environment in VaR
applications (NSE, BSE, NCDEX, CCIL), RBI guidelines for credit & market risk management, VaR based
margining.
Unit V (CO3, CO4, L3, L4 & L5)

Operational and other key Risks: Overview of operational risk, liquidity risk, funding risk. Interaction
of Market, credit and liquidity risks. Approaches in modeling operational risks- Fraud Risk- Regulatory
Risk- External Risk.
Course Outcomes (Cos)

CO1 Understanding of terminologies and concepts of financial risk A1,A4
management
CO2 Apply Tools and techniques deployed in organizations across the A1,A4
risk classes to manage risks
CO3 Analyze information and apply quantitative methods used in Risk A2,A4
Management to support decision making
CO4 Evaluate Credit /Market / Operational Risks A2,A4
CO5 Formulate a risk management strategy A2,A4
CO PO Mapping
CO PO Mapping
CO1 1 2 2 3 3 1 1
CO2 1 1 2 2 2 1 1
CO3 2 2 1 2 3 1 1
CO4 1 0 1 1 2 2 2
**********
171
Course Code: MFI844 Course Title: International Financial Management
Semester: IV Course Type: Elective Credits: 3
Course Leader:
Finance function cannot be isolated from the forces of Globalisation. The growth of Multinationals, the
liberalization of capital and foreign exchange markets of various nations and the subsequent increase in the
private capital flows across the globe demand the study of International Financial Management (IFM). The
increasing contagion effects of financial crisis triggered to the rest of the world has compelled the CFOs of even
firms with purely domestic focus. This course draws its concepts from the macro level course in International
Economics and the fundamental course in Financial Management, and adds additional dimensions, for building
theories and models for decision making at the firm level, especially in an international context.
Course Objectives
The broad objective of this course is to expose the students to the various issues related Investment,
Financing and Risk Management functions of Corporate Financial Management in an international
context. In this process it aims at the following specific objectives
● To differentiate International Financial Management from Financial Management
● To understand the environment which add new dimensions to the subject
● To appreciate the conceptual underpinnings in practicing the Finance function in an
international context
● To apply a few specific techniques for effective decision making

UNIT-I: CO1,L1,L4
International Finance: Finance function in a global context, globalfinancial
markets,InternationalMonetarySystem- IntroductiontoIDR-Sovereign Risk. International Financial
Environment – IMF - SDR – EMU – CAD (BOP)
172
UNIT-II: CO2, L2,L3
ForeignExchangeMarket:Structure, mechanism ofcurrencytrading,exchangerate quotations, forward

contracts, interest arbitrage, exchange rateregimes and the foreign exchange market in India (NP)
UNIT-III: CO3, L1, L2, L3, L4
Management of Currency Exposure: Measurement of exposure andrisk, managing transaction exposure,

operating exposure, short-termfinancial management in multinational corporation(NP). Currency Derivatives
–Netting – forfeiting.
UNIT-IV: CO4, L2, L3, L4
International Financing
Decision:Evaluatingborrowingoptions,fundingavenuesinglobalcorporatemarkets,internationalequityfinancin
g,introduction to ADRs, GDRs, Private Equity, understanding International transferring. International Capital
Structure, International Portfolio
UNIT-V: CO5, L4, L5
International Project appraisal: Problems and issues in foreigninvestment analysis, methods of Capital
Budgeting, NPV and APV methods(NP).
On successful completion of this course students will be able to: ( LOs)

CO 1 Understand the international financial environment A1,A3,A4
CO 2 Apply & evaluate exchange rate regimes & arbitrage process A1,A3,A4
CO 3 Evaluate alternatives to decide risk exposures A3
Apply funding & borrowing options to take financial decisions in A2,A4
CO 4
MNCs.
CO 5 Evaluate capital budgeting decisions A2,A4
TEXTBOOK
Jeff Madura, International Corporate Finance, Cengage Learning, Latest Edition.
Alan C Shapiro, Multinational Financial Management, John Wiley & Sons.
P.G.Apte, International Financial Management, Tata McGraw Hill Co. Ltd.
Eun& Resnick, International Financial Management, Tata McGraw Hill Co. Ltd.
C.Jeevanandam, Foreign Exchange & Risk Management, Sultan Chand Publishers
Eitman, Stone Hill, and Muffet, Multinational Financial Management,
173
CO PO Mapping

CO1 3 2 0 2 1 1 2
CO2 2 2 0 1 1 1 2
CO3 2 2 1 0 1 1 1
CO4 3 2 1 0 0 0 1
CO5 2 2 1 1 1 0 1
APPROVED IN:
Responsible Consumption and Production
SDG Justification:
Promote sustained, inclusive economic growth; full and productive employment and decent work
for all
********
174
Course Code: MFI 846 Course Title: Corporate Valuation

Course Leader:

The primary objective of a firm is to maximize shareholders’ value through effective financial
management. Hence it is imperative that all financial managers understand the drivers of corporate
value and the process involved in computing corporate value. Gaining an insight into the basic
techniques used for measuring the value of an organisation and the strategies that can be adopted
for maximizing shareholders’ value will prove beneficial to managers as well as organizations.
● To understand the concepts of Valuation and to evaluate various valuation techniques
● To understand the concepts of Merger and Acquisition and to evaluate the financial implications
of M&A
● To understand the concepts of value creation from Divestitures
● To apply the techniques learnt to value a company

Context of Valuation: Concept of value, need for valuation and myths of valuation, Approaches to
Valuation.
Unit II (8 sessions) (CO2, CO3, CO4, L2, L3, L4)

DCF Approach to Corporate Valuation: Introduction, steps, McKinsey’s Enterprise DCF Model.
Relative valuation approach to corporate valuation: Introduction, steps, Equity Valuation Multiples,
Enterprise Valuation Multiples and Operational Multiples (NP).
Unit III (8 sessions) (CO2, CO3, CO4, CO5, L3, L4, L5)
Concept of Mergers and Acquisitions: Types and benefits, major laws involved in M&A - Companies
Act 1956, Competition Act 2002 and SEBI Regulations.
Unit IV (8 sessions) (CO1, CO3, L2, L4)

Valuation of Mergers and Acquisitions: Significance of share exchange ratio, significance of P/E Ratio
and EPS analysis in the merger process, calculation of minimum and maximum share exchange ratios.
(NP)
175
Unit V (8 sessions) (CO1, CO4, L2, L4)
Takeover Strategies and Defensive Strategies: Value creation from divestitures, sources of value
creation using divestitures and managing divestitures.
On successful completion of this course, students will be able to: (COs)

CO1 Understanding of terminologies and concepts of Mergers &
A1,A3
Acquisition and Valuation
CO2 Apply DCF Approach to Mergers & Acquisition and Valuation A1,A3 & A4
CO3 Analyze the significance of share exchange ratio, significance of P/E
A2,A4
Ratio and EPS analysis in the merger process
CO4 Make use of Concept of Mergers and Acquisitions A2,A4
CO5 Evaluate the Takeover Strategies and Defensive Strategies A2&A4
TEXT BOOK
● Prasanna Chandra, Corporate Valuation and Value Creation, Tata McGraw Hill, New Delhi, 2013
REFERENCES
● Damodaran. A, “Valuation”, New Jersey: John Wiley & Sons, 2006
JOURNALS
● Strategic Management Journal, John Wiley & Sons
● GITAM Journal of Management, GITAM Institute of Management, GITAM (Deemed to be
University), Visakhapatnam
CO PO Mapping

CO1 2 2 1 1 1 1 1
CO2 1 1 2 2 2 1 1
CO3 1 1 2 2 2 1 1
CO4 2 2 3 3 3 2 2
CO5 1 1 2 1 2 2 2
************
176
Course Code: MFI 848 Course Title: Financial Derivatives

Course Leader:

Financial Markets are the lifeblood of an economy and country. Since the financial deregulations in
1991, Indian economy has grown significantly and businesses have learnt and tapped the other
sources of capital, than just bank loans. The Capital Markets course offers the basic foundation of
Equities/ Stocks, upon which the Financial Derivatives markets are built upon. Those who plan to
become financial analysts in organizations need to manage client funds more efficiently by hedging
the financial risk exposure. Financial Derivative products are one of the effective tools for hedging
financial risk.
This course will help:
● To understand the basic concepts of Forwards Trading, Futures, Trading & Options Trading.
● To understand the basic concepts of Currency and Interest Rates Swaps and apply them to hedge
risk exposure
● To understand the basic concepts of Option Pricing Models (Binomial and Black Scholes)

Introduction of Financial Derivatives -types of derivatives- Trading mechanism and contracts of the
main Financial Derivatives instruments: Clearing and settlement of trades, margin trading
Unit II (6sessions) (CO2, CO3, CO4, L2, L3, L4)

Forwards and Futures trading and differences between them: Trading in Forwards, Futures: theory,
pricing and hedging strategies for foreign exchange, short and long-term interest rate and Index
Futures.
Unit III (6sessions) (CO2, CO3, CO4, CO5, L3, L4, L5)
Options Market: Trading and hedging using Options; equity Options; Options vs. Futures. Option
pricing using Black-Scholes Model and Binomial Analysis; Options on Stock Indices and currency;
Option Greeks; Exotic Options (NP)
Unit IV (6sessions) (CO1, CO3, L2, L4)

Options trading Strategies - Spreads (Bull Spreads, Bear Spreads and Butterfly Spreads) -
Combinations (Straddles, Strangles, Strips and Straps)
177
Unit V (6sessions) (CO3, CO4,L2, L4)
Swaps Markets: Structure, currency, interest-rate, equity and commodity Swaps- pricing of swaps -
pricing simulations. (N.P. - Numerical Problems)

CO1 Understanding of terminologies and concepts of financial A1,A4
Derivatives
CO2 Apply techniques of applying forwards and futures trading A1,A2&A4
mechanism using hedging strategies.
CO3 Analyze options contracts using various pricing tools A2&A4
CO4 Evaluate different options trading strategies A2 &A4
Prescribed Text Book

● Gupta, S. L., "Financial Derivatives, Theory, Concepts & Problems", PHI Learning Pvt. Ltd., New
Delhi, 2013.
References
● Ranganatham, M., &Madhumathi, R., "Derivatives and Risk Management", Pearson, New
Delhi, 2014
● Kevin, S., "Commodity and Financial Derivatives", Pearson, New Delhi, 2014(Latest Edition)
● John C Hull and ShankarshanBasu" Options and futures and other derivatives" ninth edition,
2015, Pearson Publishers.
Journals
● GITAM Journal of Management, GITAM Institute of Management, GITAM University,
Visakhapatnam
●
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 SUM

CO1 3 1 0 0 0 3 0 7
CO2 3 1 0 0 0 3 0 7
CO3 3 3 0 0 0 3 3 12
CO4 3 3 0 0 0 3 3 12
CO5 3 3 0 0 0 3 3 12
APPROVED IN:
178
Equity in education
SDG Justification:
As the course is the foundation for understanding financial Analytics, the course introduces the
topics with pedagogy designed to include all types of students. This will ensure that every learner
achieves the desired outcomes and receives a quality education.
********
179
Course Code: MFI 850 Course Title: CISI – 2 International Introduction to
Securities & Investments
Home Programme(s): MBA (2021-23) Admitted Batch
Course Leader:
Course description and Learning Objectives

CISI is a recognized UK body that offers specific courses catering to the financial industry, which is
highly sought out by banking industry. While taking this module, students should register with CISI to
obtain training material and complete the online test to obtain certification from CISI. This module
will provide introduction to the basic instruments like equities, bonds etc and their characteristics.
This course will help:
● To understand the basic concepts of financial services industry.
● To understand the basic understanding of Assets and Markets
● To evaluate bonds
Unit I (8 sessions) (CO1A1 & A2, A4)

Financial Services Industry -features, role of different parties in the financial services industry.
Economic Environment-factors, types-state controlled, market, mixed, open-supply of goods and
services-need for credit-causes/impact/control of Inflation/deflation- GDP/BOP/Unemployment.
Unit II (8 sessions)(CO2A2 & A3,A4)

Financial Assets and Markets-types, characteristics, Money Market Instruments-CP/TB/CD, Property
Investment-direct/indirect, Foreign Exchange markets, securities-types, features-pre emptive rights,
right to vote, capital gain, dividends, risks associated with equity stock.
Unit III (8 sessions) ( CO3, A3,A4)

Bonds-characteristics, types, duration, YTM, Derivatives –features, types, futures, options, swaps.
Unit IV (8 sessions) (CO4, A3, A4)

Investment Funds-Mutual funds-Open/closed, REITs, ETFs; Financial services Regulation- financial
crime, insider trading and Ethics
Unit V (8 sessions) (CO5, A3, A4)

Other Financial Products- features, types, retirement plans, mortgages, loans and Life assurance.
180
References
● CISI: International Introduction to Securities & Investment
● Capital Markets, Fifth Edition
● Institutions, Instruments, and Risk Management by Frank J. Fabozzi
● Introduction to futures and options markets (3rd edition) by john hull
● All about derivatives by Michael Durbin.
CO PO Mapping
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 Sum
CO1 3 3 0 1 0 1 1 9
CO2 3 3 3 2 1 1 1 14
CO3 3 3 3 2 1 1 1 14
CO4 3 3 3 2 1 1 1 14
CO5 2 2 2 2 2 1 1 12
Target Level Max. 14 14 11 11 5 5 5 63

CO1 To understand the basics of financial services industry. A1
CO2 To understand the basic economic environment. A2
CO3 Evaluating bonds using different models A3
CO4 To apply the learning in managing investment funds. A4
CO5 To apply the learning in the CISI module test and obtain certification. A4
*****
181
Course Code: MFI 852 Course Title: Insurance Management
Home Programme(s):MBA (General) Batch/Academic Year: 2021-23 Admitted Batch
Course Leader: Prof.P.Sheela

Risk is part of any business endeavor, unless there is risk taking there is no return. A great deal of
time, efforts and money is spent in coping with downside risks by using insurance as a tool. Having
an understanding of the fundamentals of risk and insurance management and its application on
problem-solving from managerial, consumer, and societal perspectives. This course is very crucial in
Management education. This course offers a comprehensive overview and a broad prospective of the
principles of Risk Management and Insurance. While emphasizing traditional risk management and
insurance, this course introduces other types of risk management and stresses that professionals may
use the same general framework to manage all types of risk. The value of insurance lies in the
protection it affords from losses arising from risk control failures or from other causes.
● Enable the students to understand the way in which business and society make an assessment of,
control and manage risk.
● Introduces to the students insurance as a tool for risk management.
● Engage students in active discovery of risk management principles and prepare them to Analyze
and use appropriate risk management techniques for various situations.
● Develop the students’ critical awareness of the contemporary debates relevant to insurance
management from the business and individual point of view.
● Demonstrate knowledge of common insurance policies and the industry operations.
Unit I (10 sessions) (CO1,CO2,CO3- L2,L3,L4)

Risk: Introduction to Risk, Risk Identification, Chances of loss, peril and hazard, classification of risk,
types of pure risk, burden to the society, methods of handling risk, Risk Management: Objective of
risk management, Steps in risk management process, Benefits of risk management, Risk reporting.
Unit II (10 sessions) (CO1,CO2,CO3-L2,L3,L4)

Insurance: Basic characteristics of Insurance, requirements of an insurable risk, types of insurance
business, insurance as contract, essential elements, fundamental principles of insurance,
Conceptual Framework of Double Insurance, Over-insurance, Under-insurance, Insurance
documents.
182
Unit III (12 sessions) (CO1,CO2,CO3,CO4-L2,L3,L4)
Life Insurance: Principles of Life Insurance, Types of life insurance, policy options, condition &
privilege, nomination, assignment, annuities, need for annuities, contract, classification of annuities,
Group Insurance, Types of Group insurance Schemes, Group and Pension Insurance Policies, calculation
of premium.
Unit IV (10 sessions) (CO2,CO3,CO4,CO5-L2,L3,L4)

General Insurance: Principles of General Insurance, laws related to General Insurance, Types of
General Insurance- Fire, Marine, Motor Vehicles, Health Insurance, Rating making in General
insurance.
Unit V (12 sessions) (CO2,CO3,CO4,-L2,L3,L4)

Insurance Company Operations: Underwriting-Principles of Underwriting, Underwriting in Life and General
Insurance, Claims Management-Claim Settlement in General Insurance and Life Insurance, Insurance
Marketing: Marketing of Insurance Products, Reinsurance.
Case study (CO1,CO2, CO3,CO4,CO5-L2,L3,L4,L5)

CO1 To use appropriate risk management techniques in situations A1,A2,A3,A4
CO2 Effectively communicate risk management and insurance, concepts, A1,A2,A3,A4
practices, and applications
CO3 Apply the insurance mechanism in risk management in both life and A1,A2,A3,A4
general
CO4 To analyze various products offered by the insurance companies and their A1,A2,A3,A4
significance;
Text Book
● George E.Rejda,“Principles of Risk Management & Insurance”,Pearson, New Delhi,2014
References
● Scott Harington, “Risk Management & Insurance”, Tata McGraw-Hill Education, New
Delhi,2014
● RichardJones,“RiskBasedManagement”,GulfPub,2014
● RakeshAgarwal,“GeneralInsuranceAgents”,K.M.RaiMittakforMittalPublications, 2013
Journals
● Journal of Insurance and Risk Management, BIM Tech, New Delhi
● Indian Journal of Risk management, Institute of Management, Nirma University of Science
and Technology, Ahmedabad
Visakhapatnam
● Indian Journal of Public Enterprise, Institute of Public Enterprise Research.
● The IUP Journal of Risk & Insurance, Hyderabad
● SAARJ Journal of Banking and Insurance Research, South Asian Academic Research Journal.
● ICFAI Journal of Risk & Management, Hyderabad.
● Insurance Chronicle, ICFAI, Hyderabad.
● Insurance Times, Kolkata.
183
● Yogakshema, LIC of India, Mumbai.
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 Sum

CO1 2 2 2 2 2 1 0 11
CO2 3 2 3 3 3 1 0 15
CO3 3 2 3 3 3 1 1 16
CO4 3 3 3 3 3 1 1 17
CO5 3 3 3 3 3 1 1 17
APPROVED IN:
4: Quality Education.,
8: Decent Growth & Economic Growth.
SDG Justification:
decent work for all
********
184
MARKETING SPECIALIZATION

MMK 842 Rural Marketing
Course Owner Prof Smitha V Girija Syllabus version 1.0
Course Pre-requisite(s) Marketing Management Contact hours 45
Course Co-requisite(s) Coursera - Sustainable Date Approved
Innovation for Subsistence
Market Places
Alternate Exposure
Rural Marketing has emerged as an important internal sub-division within marketing discipline
particularly in the context of a large rural economylike India. In India the rural economy contributes
nearly half of the country's GDP and the size of the rural market is growing in a steady phase and
companies are re designing some of their products to match rural consumers' affordability. An insight
into a more holistic perspective of rural marketing which includes rural marketing environment,
buying behavior, STP approach and Pricing would be beneficial to Management students who wish to
move into thisemerging area of RuralMarketing.
Course Objectives
● To discuss the various aspects of rural marketing as an integral part of marketing management
and develop an understanding of rural marketing.
● Differentiatetheruralmarketenvironmentfromtheurbanandsemi-urbanmarkets
● Understand the factors influencing the rural consumer behavior and their brand loyalty
● To analyze rural markets through marketing mix while applying the marketing concepts
suitable to the rural markets.
● To evaluate pricing and distribution strategies for rural consumers
Unit 1 Title: Nature, Characteristics of Rural Market No of Hours- 9
A Conceptual Framework, Nature, Characteristics of Rural Market, Challenges & Opportunities. An

Overview of Indian Rural Market, ruralmarketing mix. Bottom of the Pyramid.
Learning Outcome:
● To develop an insight into rural marketing regarding different concepts and basic practices in
this area. L1
● To discuss the challenges and opportunities in the field of rural marketing. L2
● To analyze emerging perspectives of rural marketing L3
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards ,
Unit 2 Title: Rural Marketing Environment No of Hours- 9
Defining rural India, evolution of rural marketing, rural market structure - demographic environment,
physical environment, economic environment and technological environment
Learning Outcome:
● To study the Developments and Complexities of Rural Environment L2

185
● To evaluate New Market Opportunities and Rural Market Conditions L5
● To analyze the Effect of External Factors L4
Pedagogy Tools: Case study, Guest lectures, self-reading, polls, Conversation Boards ,
Unit 3 Title Rural Consumer Behavior No of Hours- 9
Consumer buying behavior models, factors affecting consumer buying behavior, characteristics of
rural consumers, consumer buying process, opinion leadership, brand loyalty
Learning Outcome:
● To review the importance of Consumer Behavior L1
● Understand the consumer purchase decision-making process and the factors that influence
theconsumer and its outcomes L2
● Know the initiatives that a marketer can take to assist the rural consumer in his decision-making
process L3
Unit 4 Title Marketing Mix and Product Strategies No of Hours- 9
Segmenting, Targeting Positioning, Product strategy, marketing mix challenge, product concept and
classification, rural product categories, new product development, product lifecycle, product mix and
rural packaging, Need for Innovation in Rural Markets
Learning Outcome:
● To debate the emerging managerial initiatives and relevantframeworks in rural marketing L3

● To examine the way marketing initiatives in product development are built around social
issues L5
● To Identify and assess rural market potential for products and services L4
Unit 5 Title: Pricing, Distribution and Communication Strategies No of Hours- 9
Pricing strategy, Internal influences, pricing objectives, external influences pricing strategies, marketing entry strategies,
distribution strategy, channels of distribution, behavior of the channel and communication strategy
Learning Outcome:
● To understand the factors affecting the pricing decision of products for rural markets
● To discuss the importance of designing the right rural distribution model
● To evaluate the challenges and devise strategies for communication
186
S. No. Course Outcomes (COs) Assessment

CO1 Discuss rural market Challenges & Opportunities in a dynamic A1
market.
CO2 Explain and interpret Rural Marketing Evolution and A3
Structure
CO3 Apply the concepts relating to consumer buying behaviour A3 & A2
CO4 Differentiate and design marketing strategies for rural A3 & A2
specific products.
CO5 Assess and interpret the relevance of pricing and A2
distribution strategies.
Text Book
PradeepKashyap,"RuralMarketing",Pearson,NewDelhi,2016
References
● Rural Marketing: Text and Cases, 2e Paperback – 2011by Krishnamacharyulu
● AshrafImam,MassoumehNasrollah,ZadehandAph,"RuralMarketing",2013
● Mathur, U., "The Rural Marketing Book", 2013
● Sanal Kumar, "Rural Marketing", Sage Publications, New Delhi, 2012
JOURNALS
● International Journal of Rural Management, Sage Publications
● Journal of Rural Studies, Elsevier
● Prabandhan: Indian Journal of Management.
● Journal ofMarketing, India
● Journal of MarketingResearch, India
Visakhapatnam
Websites
● https://knowledge.wharton.upenn.edu/article/how-companies-can-win-in-rural-india/
● https://hbr.org/2014/06/unlocking-the-wealth-in-rural-markets
PO1 PO2 PO3 PO4 PO5 PSOs 1 PSOs 2 SUM

CO1 2 2 2 3 0 1 0 10
CO2 2 2 2 3 0 1 0 10
CO3 3 2 3 3 0 1 0 12
CO4 3 2 1 3 0 1 0 10
CO5 3 0 0 3 0 1 0 7
Target Level Max. 13 8 8 15 0 5 0 49
*********
187
MMK844 Services Marketing
Course Owner Dr. Sujit Kumar Patra Syllabus version 1.0
Course Pre-requisite(s) Knowledge of Marketing Management Contact hours 45
Alternate Exposure
Since the service sector is growing rapidly in virtually all countries around the world, new job creation
comes mainly from services. As an economy develops, the relative share of employment between
agriculture, industry and services changes dramatically. Even in emerging economies, the service
output is growing rapidly and often represents at least half of the Gross Domestic Product (GDP).
While the importance of services is ever growing, the challenges faced by the managers are unique
and severe, the services sector being very diverse in nature. From giant international airlines, banks,
hotel chains, insurance, telecommunications, and government to locally owned or operated small
businesses like laundry, beauty salons, cyber-cafes, and many business-to business services, the
marketing-relevant issues can be as wide as one can imagine. The aim of this course is to familiarize
the students with the various aspects, processes and components of services marketing.
Course Objectives
● To able to differentiate between product and services marketing and apply the extended marketing mix
● To identify the quality dimensions for different services and develop SERVQUAL
● To comprehend the behaviour of consumers in Services Marketing
● To assess the new consumer development process and organizational culture for services.
● To familiarize students with the contemporary trends of services marketing.
UNIT – I Title: Understanding Services and Service Quality No of Hours:9

Introduction to Services Marketing: Understanding services-Five unique characteristics of services-
Services marketing Mix- Gaps model of services -Service Quality management- Dimensions of
service quality,- SERVQUAL
Learning Outcomes:
● Define the key concepts and principles of services marketing L1
● Understand the importance of Services Marketing Mix.. L2
● Comprehend the dimensions of SERVQUAL . L3
Pedagogy tools: Blended learning, Case let, video lectures, self-reading.
188
UNIT - II Title: Consumer behavior in Services Marketing No of Hours:9
Consumer behavior in services and Service strategies:Understanding how consumers choose and
evaluate services-Factors that influence customer expectations and perceptions of service-
Service Differentiation and Positioning –Building customer relationships- Service Recovery
Importance of customer satisfaction
Learning Outcomes:

● Recall how consumers choose among varied services . L2
● Describe Consumer Behaviour with regard to perception of different services. L3
● Categorize and differentiate services L3
● Evaluate customer satisfaction and service recovery for failure of service . L3
UNIT - III Title: New Service Development No of Hours:9

New Service Development:New service development process - Service Blue Printing -Company
defined and Customer defined service standards-Impact of service-scape on customers’
perceptions of service.
Learning Outcomes:
● Apply the concepts in New Service Development process L3
● Interpret service blueprinting in designing of new services L3

● Assess service standards of the company and the customers L4
● Evaluate customers’ perceptions of service. L4
UNIT – IV Title: Organization Culture for Service Excellence No of Hours:9

Managing people for competitive advantage: Creating an organization culture for achieving
service excellence-Role of service employees, intermediaries and customers in enhancing the
quality and productivity of service-Balancing service capacity and demand-Self service
technologies
Learning Outcomes:
● Examine the organization culture for achieving service excellence L3
● Comprehend the role of employees, intermediaries and customers for enhancing service
and quality L4
● Assess service capacity and demand L4
189
UNIT – V Title: Integrated Service Marketing Communications &Pricing No of Hours: 9
of services
Managing Service Promise : Strategies for managing service promises and customer expectations-
Integrated Service Marketing Communications-Pricing of services
Latest trends in service marketing: Innovations in Services Marketing-Service Profit Chain-Creating

a Leading Service Organization.
Learning Outcomes:
● Identify Strategies for managing service promises L5

● Examine the role of Integrated Service Marketing Communications .
● Comprehend the pricing of services. L5
● Be appraised of the latest trends in Services Marketing
Pedagogy tools: Blended learning, Case let, video lectures, Project

CO1 To develop an understanding of services and service marketing. A1, A2, A3, A4
CO2 To differentiate the Segmentation, Targeting, Positioning A1, A3
process in services.
CO3 To illuminate the students about the service quality dimensions A1, A2, A3,
and SERVQUAL model. A4
CO4 To apprehend the overview and different strategies for marketing A3, A4
of services.
CO5 To acquire the knowledge of contemporary issues in services A3
marketing.
Textbook(s):
1. Zeithaml et al (2018) Services Marketing,
Tata McGraw Hill Education Private Limited, 7th Edition
Additional Reading
1. Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A conceptual model of service quality and its implications
for future research. Journal of marketing, 49(4), 41-50.
2. Zeithaml, Valarie A., Ananthanarayanan Parasuraman, and Leonard L. Berry. "Problems and strategies in services
marketing." Journal of marketing 49, no. 2 (1985): 33-46.
3. Zeithaml, Valarie A., Leonard L. Berry, and Arantharanthan Parasuraman. "The nature and determinants of
customer expectations of service." Journal of the academy of Marketing Science 21, no. 1 (1993): 1-12.
4. Parasuraman, A., Zeithaml, V. A., & Malhotra, A. (2005). ES-QUAL: A multiple-item scale for assessing electronic
service quality. Journal of service research, 7(3), 213-233.
5. Zeithaml, Valarie A., Arun Parasuraman, and Arvind Malhotra. "Service quality delivery through web sites: a
critical review of extant knowledge." Journal of the academy of marketing science 30, no. 4 (2002): 362-375.
Reference Book(s): Lovelock, C. H., & Wirtz, J. (2004). Services marketing: People, technology, strategy. Upper
190
Saddle River, N.J: Pearson/Prentice Hall.
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Program Outcome (PO).
CO PO Mapping
Internal PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 Sum
C01 3 0 0 0 0 0 0 3
C02 3 3 0 0 0 0 0 6
CO3 3 1 0 0 2 1 0 7
CO4 3 0 0 3 1 0 1 8
CO5 1 1 2 1 0 0 3 8
Target Level Max. 13 5 2 4 3 1 4 32
*******
191
MMK 848 Customer Relationship 3 3
Management
version
CoursePre-requisite(s) Basics of Marketing Contact hours 45
CourseCo-requisite(s) Date Approved
AlternateExposure
Customer Relationship Management is all about the tools, technologies and procedures to
manage, improve or facilitate sales, support related interactions with customers, prospects, and
business partners through out the enterprise. At its core, a CRM tool creates a simple user
interface for a collection of data that helps businesses recognize and communicate with
customers in a scalable way. The goal of the system is to track, record, store in database, and
thendeterminetheinformationinawaythatincreasescustomerrelations.
Course Objectives
1. Understand the concepts of Customer Relationship Management and the
relationship between loyalty, and retention of customers
2. Apply the tools and techniques of CRM in Customer Segmentation, Customer
Churn Prediction, Market Basket Analysis
3. Analyze the influence of distribution and communication channels on CRM.
4. Assess the issues in implementation of CRM
5. Evaluate the process of CRM in different industries and develop plans under
changing scenarios
Unit I Introduction to CRM No of Hours- 10

Definition, concept, factors leading to evolution of CRM, Need and benefits of CRM, IDIC
model for building relationships, Features & advantages of e-CRM, process of CRM, types
of CRM, CRM Cycle.
Customer Retention: Need & Importance, Determinants of retention, Strategies to boost
customer retention.
Customer Loyalty: types of loyalty, Attitudinal vs Behavioural loyalty, , loyalty ladder,
loyalty classification on profitability and duration, types of loyalty programmes, Process
of designing loyalty programmes
Learning Outcomes:
● summarize the basic concepts of Customer Relationship Management L2
● illustrate the relevant aspects of CRM viz., e-CRM, CRM process, CRM cycle etc. L2
● explain customer retention and its determinants and explore strategies to enhance
customer retention rate L2, L4
● discuss various aspects of customer loyalty and design loyalty programmes suitable
in a given industry L2, L6
Pedagogy Tools: Case study, Videos, Activity, Discussion, Self-reading, Polls, Student
Presentations
192
Unit II Analytical tools and techniques in CRM No of Hours- 11
Management of Data: Customer database, Passive marketing database and Active
marketing database
Data Warehouse: Features of Data Warehouse, ETL process, Multidimensional Analysis.
Analytical CRM through Data Mining: Concept of Data Mining, Techniques. Applications
in CRM: Customer Segmentation, Customer Churn Prediction, Market Basket Analysis
Learning Outcomes:
● recognize the importance of data in CRM and explain the various types of
database and their management in CRM. L2
● describe data warehouse and its role in CRM L2
● apply the analytical tools and techniques to maintain CRM L3
Presentations
Unit III CRM: Marketing aspects No of Hours- 12

Web marketing, digital marketing, analyzing customer buying behavior, customer
behavior prediction, customer life-cycle, customer life-time value.
CRM & Marketing channels
Distribution Channels: Functions of distribution channels, Factors affecting CRM through
distribution channels, Major challenges in facing CRM through distribution channels.
Communication channels: Importance of communication channels, Emerging trends of
Communication channels in CRM
Learning Outcomes:
● examine various types of marketing and their relevance in CRM
● analyze and predict the buying behavior of customer and to interpret the
customer life-time value L4
● identify the functions of distribution channels and explain the factors that affect
the challenges in CRM through distribution channels L2
● Interpret the emergent channels of communication and determine and examine
the appropriate channel for CRM in a given context. L2, L3 & L4
Presentations
Unit IV Implementation of CRM No of Hours- 8
Elements of CRM System, CRM implementation, Key success factors of CRM, Role of a
contact center in building relationships, Barriers and Challenges in CRM, Reasons for
failure of CRM
Learning Outcomes:
● explain various elements of a CRM system L1
193
● illustrate various steps involved in and analyze various key success factors in the
implementation of CRM L2, L4
● specify the barriers and challenges in the path of CRM implementation
L2
Presentations
Unit V Sectoral application of CRM No of Hours- 4
CRM in retailing, Business organizations (B2B), Rural marketing

CRM in services marketing: Quality dimensions and service gaps
Learning Outcomes:
● describe and apply the process of CRM in varied sectors L2 & L3
● examine the dimensions and gaps of service quality and to choose an appropriate
decision to fill the gaps . L4
Presentations
Case Let (Not Exceeding 200 Words)
Text Book
1. Jagadish.N.Sheth, AtulParvatiyar & G.Shainesh - Customer Relationship Management –
Emerging Concepts, Tools& Applications- TATA McGraw-Hill , 2001
2. Mallika Srivastava, Customer Relationship Management, VikasPublications, New
Delhi,2016.
3. G. Shainesh and Jagdish N Sheth (2006),’Customer Relationship Management – A Strategic
Perspective’ Trinity Press (Laxmi Publications): New Delhi
References
1. Alex Berson, Stephen Smith, Kurt Thearling., Building Data Mining Applications for CRM.
Tata McGraw Hill, New Delhi, 2014.
2. Mohammed, H.Peeru and A.Sagadevan, Customer Relationship Management, Vikas
Publishing House, New Delhi, 2013.
3. Paul Greenberge, CRM-Essential Customer Strategies for the 21st Century. Tata McGraw
Hill, New Delhi, 2013.
Journals
1. GITAM Journal of Management, GITAM University, Visakhapatnam, India.
2. Harvard Business Review, Harvard Business School Publication Co., USA.
3. Marketing Mastermind, IUP Publications (A Division of the ICFAI Society),
Hyderabad, India
Websites
1. https://www.agilecrm.com/resources
2. https://crm.org/
194
PO1 PO 2 PO 3 PO 4 PO 5 PS01 PS02 SUM
CO1 3 0 0 0 2 0 2 7
CO2 2 3 0 0 2 2 2 11
CO3 3 2 0 1 2 0 2 10
CO4 2 3 1 0 2 2 2 12
CO5 2 1 0 1 2 2 2 10
TOTAL 12 9 1 2 10 6 10 50
******
195
MMK850 B2B MARKETING L T P J S C
Course Owner Dr.T.Venkateswarlu Syllabus version 1.0

Course Co-requisite(s) Date Approved April 2021
Alternate Exposure Field Visits
Business to Business (B2B) marketing in India is undergoing a phenomenal change; what was looked upon as
an underdeveloped nation is now regarded as a potential economic powerhouse, providing multinational
companies with unparalleled opportunities. With liberalization and privatization taking place in almost all
major sectors of the economy, the dynamics of industrial marketing is rapidly changing to gain competitive
advantage. It is imperative that Management students aiming to move into B2B marketing sector be
sensitized to the value implications of B2B market environment and have a basic idea about the fundamental
concepts of B2B marketing, industrial buyer behaviour, B2B marketing opportunities, B2B Branding and
marketing strategy.
Course Objectives
● To understand the basic concepts of B2B marketing.

● To examine the organizational buyer behaviour and enrich the knowledge on relevant models
and methods of B2B buyer behaviour.
● To assess B2B Marketing Strategies and tools.
● To evaluate how market segmentation, targeting, positioning is carried out in B2B Markets.
● To interpret the impact of Pricing and Marketing Communication Mix on B2B Markets.
UNIT - I Title Introduction to new generation business to business No of Hours : 9

marketing.
Syllabus
Introduction to new generation Business-to-Business Marketing : Business and Consumer
marketing-A contrast, B2B value chain, Trends and changes in B2B marketing.
Learning Outcomes:
• Understand the various concepts of B2B Marketing. L1

• Explain the differences between Business and Consumer Marketing. L3
• Analyze differences in Business Markets and Consumer Markets.nL4
• Comprehend the importance of B2B value chain. L2
• Interpret the trends and changes in B2B Marketing. L4
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Field Visits
UNIT - II Title Organizational Buying Process No of Hours :9
Syllabus
Organizational buying process: Classifying Products, Customers and Organizations, Types of
organizational customers and their unique characteristics, Organizational buying behaviour,
Organizational buying process- Various models.
196
Learning Outcomes:
● Understand the concept of Organizational Buying Process. L1

● Explain the importance of classifying Products, Customers and Organizations. L2
● Appraise the various types of Organizational customers and their unique characteristics. L2
● Assess the importance of Organizational Buying Behavior L1
● Evaluate Organizational Buying Process and Various models.L2
UNIT - III Title Establishing Enduring relationships in B2B No of Hours :9

Marketing
Syllabus
Establishing enduring relationships in B2B marketing, new generation value added partnerships roles
in B2B Marketing, Managing buyer seller relationships. Segmenting Business Markets and Demand
Analysis: Segmenting, Targeting and Positioning. Value based segmentation, Organizational demand
analysis, determining market and sales potential, Sales forecasting methods.
Learning Outcomes:
• Understand the importance of establishing enduring relationships in B2B Marketing. L3

• Describe the new generation value added partnerships roles in B2B Marketing. L2
• Apply techniques to manage buyer seller relationships. L3
• Comprehend the importance of Segmenting, Targeting and Positioning in B2B Markets. L3
• Analyze the importance of value based segmentation. L4
• Evaluate the concept of Organizational demand analysis and methods used to determine sales potential and
various methods of Sales forecasting. L4
UNIT - IV Title Managing Innovation and Marketing Mix No of Hours :9

Syllabus
Managing Innovation and Marketing Mix: New product development process, Direct & Indirect channels,
Distributors &manufacturers rep, Channel objectives & Design, Selection & Motivation of channel members,
Pricing in Business-to-Business Marketing. Pricing basis, managing price as part of Marketing Strategy,
Managing pricing tactics, pricing implementation-case of negotiated pricing, B2B Advertising, Trade shows,
Personal selling, Key account management.
Learning Outcomes:
• Understand the importance of New Product Development in B2B Markets. L2
• Explain the roles of direct and indirect channels. L1
• Apply methods which can motivate Channel members. L3
• Assess the concept of Pricing in B2B Markets. L4
• Evaluate the role of B2B Advertising, Trade shows, Personal selling and Key Account
Management. L1
197
UNIT - V Title Strategic Perspectives in Business Marketing No of Hours :9
Planning
Managing services for Business Markets, Use of technology and AI as a strategic intervention for profit
maximization, e- commerce for business customers and e-Supply chains in industrial markets,
Planning, implementation and control of B2B marketing.
Learning Outcomes:
• Understand how to manage services in Business Markets. L2
• Describe the usage of technology and AI as a strategic intervention for profit maximization.
L3
• Explain the concepts of e-commerce and e-supply chains in industrial markets. L1
• Assess the significance of technology in B2B Markets. L2
• Evaluate the importance of planning , implementation and control of B2B Markets. L2
Text Book(s)
1. B2B Marketing Text &Cases ,Krishna K.Havaldar & Shailendra Dasari, MHE,5e July 2021.
2. Robert Vitale, Waldemar Pfoertsch and Joseph Giglierano, “Business to Business Marketing”,
Pearson Publications, New Delhi, 2011
.
Additional Reading
1. Michael D. Hutt, DheerajSharma,Thomas W. Speh, "Business Marketing Management: B2B",
10th Ed., Cengage Learning India Pvt. Ltd., New Delhi, 2012
2. James C Anderson and Seshadri, D. V. R., "Business Market Management (B2B):
Understanding, Creating and Delivering Value", 3rd Ed., Pearson Publications, New Delhi, 2011
3. Armstrong, Gary and Philip Kotler, "Principles of Marketing", Prentice Hall, New Delhi, 2006
Journal(s)
5. IndianJournalofMarketing&JournalofAdvertisingResearch
6. GITAM Journal of Management,GITAMInstitute of Management,GITAM, deemed to
be university, Visakahapatnam
CO-PO Mapping:
PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 SUM

CO1 3 3 1 2 1 2 1 13
CO2 3 2 0 2 0 2 1 10
CO3 3 3 0 2 0 2 1 11
CO4 3 2 1 1 0 2 3 12
CO5 3 2 1 1 0 2 3 12
Target 58
15 12 3 8 1 10 9
Level Max
BOS :
**************
198
MMK 852 Global Marketing 3 3
Course Pre-requisite(s) Basics of Marketing Contact hours 45
Alternate Exposure
In an increasingly global economy, businesses need to employ marketing strategies that

can advantageously position them in a competitive world market. Global marketing
necessitates a firm to understand the environments associated with servicing customers
locally with global standard solutions or products. Marketing in a global economy has the
importance of being the avenue for maintaining competitiveness among an increasing
number of competitors; addressing changing consumer needs and patterns The objective
of this course is to make the students well versed with Marketing in the global
scenario to understand the environment in which the global companies operate,
and the importance of market research and various strategies applicable to global
markets.
Course Objectives
1. Describe globalization and examine various strategies to enter new global markets
considering environmental factors affecting global business.
2. Determine the significance of global Marketing Research and Information
3. Analyze the bases and process for global markets segmentation and explain the
criteria for grouping countries.
4. Assess how modification of product, price and channels are required to operate in
a global market.
5. Evaluate the export procedure and documentation required to operate globally.
Unit I Globalization & Environment No of Hours - 10
Globalization: Scope and Objectives – Multinational Corporations – Entry strategies

Environmental factors affecting global business: Economic Environment - Cultural
Environment - Political Environment - Legal Environment – Regional Integration.
Learning Outcomes:
● explain the core concepts of global marketing L2
● describe the entry strategies of Multinational Corporations L2
● appraise the ecosystem in which the global business is being operated L4
Presentations
Unit II Global Marketing Intelligence No of Hours- 11
Global Marketing Research and Information - Information Requirements of Global

Markets- Organization for Global Market Research - Global Marketing Information System
199
Learning Outcomes:
● discuss the need for research in global markets L2
● examine the information requirements of global markets L4
● Illustrate the mechanism of global marketing intelligence and demonstrate its
organization L2 & L3
Presentations
Unit III Global Market Segmentation No of Hours - 12
Segmenting the Global Market - Segmenting Basis and Process - Global Markets and
Criteria for Grouping Countries.
Learning Outcomes:
● analyze how global markets are segmented L4
● apply the criteria for Grouping Countries L3
Presentations
Unit IV Global Marketing Decisions No of Hours - 8

Product Policy and Planning- Global Pricing Strategies- Global Channels of Distribution -
Global Advertising.
Learning Outcomes:
● Explain the product planning strategies in global marketing L3
● Determine the pricing strategies that affect a company's future performance L2
● Assess the channels of distribution in a global business setting L2
● Evaluate the appropriate channel of media for advertising in a global context L4
Presentations
Unit V Sales Management & Export Documentation No of Hours -4
Multinational Sales Management and Foreign Sales Promotion - Export Procedure and
Documentation - Special Economic Zones.
Learning Outcomes:
● Discuss the intricacies of multinational sales management L2
● Illustrate the sequential export procedure and documentation L3
● Explain the role of Special Economic Zones in export promotion L2
200
Presentations
Course Outcomes
CO1 Define globalization and examine various strategies to enter new global A1, A4
markets considering environmental factors affecting global business.
CO2 Determine the significance of global Marketing Research and A1, A4
Information
CO 3 Analyze the bases and process for global markets segmentation and A1, A4
explain the criteria for grouping countries.
CO 4 Assess how modification of product, price and channels are required to A2, A3, A4
operate in a global market.
CO 5 Explain the export procedure and documentation required to operate A1, A4
globally.
Text Book
1. Masaaki Kotabe, Kristiaan Helsen,Global Marketing Management, 7th Edition, Wiley,
2016.
2. Svend Hollensen, Global Marketing, 7th Edition, Pearson, 2016.
References
1. Philip R. Cateora , John Graham , Mary C Gilly International Marketing, 17th
Edition, McGraw-Hill Education, 2015.
2. Warren J.Keegan., Global Marketing Management, 8th Edition, Pearson, 2013 (latest).
Journals
1. Global Business Review, International Management Institute, New Delhi.
2. International Journal of Global Business and Competition
3. GITAM Journal of Management, GITAM Institute of Management, GITAM
University, Visakhapatnam.
4. E- Books and E-Journals
Websites
1. https://hbr.org/1986/05/customizing-global-marketing
2. https://www.noodle.com/articles/what-does-a-global-marketing-manager-do-job-
description
PO1 PO 2 PO 3 PO 4 PO 5 PSO1 PSO2 SUM
CO1 10
2 0 2 3 1 1 1
CO2 9
1 3 0 1 2 1 1
CO3 8
2 2 0 2 1 1 0
CO4 9
1 2 0 2 2 1 1
CO5 9
2 1 0 2 2 1 1
TOTAL 45
10 8 2 10 8 5 4

****
201
Course Code Course Title
MMK 854 Marketing Metrics
Course Owner: Department of Marketing Syllabus version 1.0
Rajeshwari Panigrahi
Course Pre-requisite(s) Knowledge of marketing and Contact hours 50
basic statistics
Alternate Exposure
In recent years, data-based marketing has swept through the business world. In its wake,
measurable performance and accountability have become the keys to marketing success. In
this environment Management students need a comprehensive, practical reference on the
metrics used to quantify their results.
Course Objectives
1. Explain the concepts related to measuring and quantifying decisions in marketing
2. Apply key marketing metrics in decision making
3. Develop analytical skills
4. Compare and evaluate performance of marketing decisions based on various metrics
generated.
5. Evaluate and develop marketing data to understand the effectiveness of marketing
decisions.
UNIT - I Title: Share of Hearts Minds and Markets No of Hours: 10 hrs.

Market Share, Relative Market share, Market concentration, Brand Development Index, Category
Development Index, Penetration, share of requirements, Heavy Usage Index, Awareness Attitudes and
usage, Customer satisfaction, Willingness to recommend Net promoter, Willingness to search.
Learning Outcomes:
1. Understand market share and penetration metrics. L3

2. Examine the dynamics behind market share and take appropriate L3
marketing decisions.
3. Understand attitude of the customers and usage rate to plan L1
segmented promotions and loyalty programs.
UNIT - II Title :Market Penetration Metrics No of Hours:10

Trial, Repeat, Penetration and volume projections, Growth Percentage and CGR, Cannibalization Rate
and Fair share draw rate, Brand equity Metrics, Conjoint utilities and consumer preference,
Segmentation and conjoint utilities, Conjoint utilities and volume projections
202
Learning Outcomes:
1. Understand segmentation metrics L3
2. Construct customer segment on the basis of usage. L3
3. Identify Important product features as per customer choice L3
4. Assess product development decisions L3

UNIT - III Title :Margins and Profits No of Hours:10
Margins, Selling Price and Channel Margins Average Price per unit and price per statistical unit, Variable
costs and fixed costs, Marketing Spending-Total, fixed and variable, breakeven analysis and
contribution analysis, Target Volume.
Learning Outcomes:
1. Understand costs and margins and its impact on decision making. L1
2. Interpret production decisions based on costs. L3
3. Estimate the target volume decisions L3
UNIT - IV Title: Marketing Communication Metrics No of Hours:10

Advertising Impressions, gross rating points, Cost per thousand impressions, Net reach and frequency,
share of voice, Impression’s page views and hits, Rich Media Display time, Rich Media Interaction rate,
Click through rates, Cost per impressions, Cost per click and cost of acquisition, Visits, Visitors and
abandonment bounce rate, Friends, followers and supporters, downloads.
Learning Outcomes:
1. Describe the role of marketing metrics in evaluating success of L1
marketing communication.
2.Measure the outcome of communication programs L3
3. Evaluate decisions based on the success of marketing program L3
UNIT - V Title: Sales Promotion Metrics No of Hours:10

Baseline sales, Incremental sales, and promotional lift, Redemption rates for coupons/rebates, Percent
sales on deal. Percent time on deal and average deal depth, Pass through and price waterfall.
Learning Outcomes:
1. Understand Sales metrics L1
2. Analyze the sales data and examine the impact of promotion on sales L4
3.Indentify successful promotional offers and plan sales promotion based L2
on the success.
203
Textbook(s):
1.Marketing Metrics -The Definitive guide to Measure Marketing performance Paul W Ferris
et.al, Pearson Publications New Delhi 2018 edition
2. Marketing Metrices A manager’s guide to measuring marketing performance Neil T Bendle
et.al Pearson Publications New Delhi 2018 edition
Reference Book(s): Marketing Metrics –

1.The Definitive guide to Measure Marketing performance Paul W Ferris et.al, Pearson Publications
New Delhi 2018 edition.
2. Data Driven Marketing The 15 Metrics Everyone in Marketing Should Know, Mark Jeffery Wiley
Publications Wiley; 1st edition (29 January 2010)
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Program Outcome (PO).
CO PO Mapping
Internal PO1 PO2 PO3 PO4 PO5 PSO1 PSO2 Sum
C01 3 1 1 0 0 0 0 5
C02 1 3 1 0 0 0 0 5
CO3 3 3 0 0 1 0 1 8
CO4 3 3 1 0 0 0 1 8
CO5 1 3 0 0 0 0 0 4
Target Level Max. 11 13 3 0 1 0 2 30
*******
204
Course Code: MHU 842 L T P J S C
Course Title: Employment Laws - II
Course Prerequisite(s): None Contact hours 50
Course Co-requisite(s): None Date

Approved
Alternate Exposure: Repeating exercises, either with the same participants or with
others, with the help of semi-scripted Role Plays. Extracted Supreme Court and High
Court case laws and Group Discussions from AIR, LLJ, LLR, or other sources.
Identification of Important Sections and analyze the arguments relating to various
topics and sub-topics.
To promote Industrial Harmony and better Employment relations between Employer and Employees,
the government always updates the rules and regulations for various organizations from time to time
as it helps every community grow together. Accordingly, it is essential to know about modernized
governmental policies and rules. Therefore, if any business wants to work without hurdles, an
entrepreneur, Human Resource Department should be up to date with employment laws. The first
thing to know about employment law is which laws apply to a particular business. Not all laws apply
to all employers. Therefore, HR managers need to understand applicable employment laws to protect
the rights of their employees. In the process, HR managers can help their companies avoid lawsuits,
fines, and legal expenses. It is not uncommon for Human Resource management trainees to ignore
the importance of learning about employment laws during their training. As a result, they enter the
corporate world without having a thorough understanding of the various employment laws and the
role of legal professionals in establishing and running harmonious relations and ventures.
Course Objectives
1. To provide an understanding of the concepts of employment Laws

2. To impart knowledge to analyse the various employment Laws in India.
3. To evaluate the function of employment laws in Industrial Organizations.
4. To analyse the Cases and the Judgments of Supreme Court and High court
5. To apply the various sections of the Acts to solve case discussions.
.
Unit I: Labor Legislation No of Hours- 10
The Employees State Insurance Act, 1948: Significance - Need - Aims - Objectives - Scope -Social
Security - Corporation - Fund - Social Security Officers - Duties - Contributions - Benefits - Penalties
1. Understand the significance of the ESI Act in India. L1
205
2. Classify the evolution of Benefits under the Act. L2
3. Understand the evolution of Cases and Sections. L3
4. Understand the Judgments of High courts and the Supreme Court. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest lectures, field visits.
Unit II: Compensation and Gratuity No of Hours- 10
The Employees Compensation Act,1923 - Significance - Objectives - Scope - Injury - Partial and
permanent Injury - Total Disablement - contributory Negligence - Compensation - Meaning -
Calculation of compensation Distribution - Penalties - The Payment of Gratuity Act,1976 - Meaning -
Objectives - Scope - Eligibility - Calculation - Limitation - compulsory Insurance - Nomination -
Penalties.
1. Define the concept of Compensation. L1

2. Define the concept of Gratuity. L2
3. Understand various Sections in Acts. L3
4. Understand the Applicability of the Act in Industrial Organizations. L2
Unit III: Provident fund and Maternity Benefit No of Hours- 8

The Employees Provident Fund and Miscellaneous Provisions Act, 1952 - Significance -
Aims - Objectives - Scope - Contributions - Pension Scheme - Deposit Linked Insurance
Scheme - Withdrawal - Transfers - Penalties - The Maternity Benefit Act,1961 -
Significance - Objectives - Applicability - Maternity Benefit - Leave with Wages - Social
security - Miscarriage - Nursing Breaks - Inspectors - Powers and duties - Forfeiture -
Registers - Penalties.
1. Define the concept of Provident fund. L1

2. Define and Understand the concept of maternity Benefits. L2
3. Understand the components of the Acts. L3
4. Understand and analyze the Case laws in India. L2
Pedagogy tools: Blended learning, Case let, video lectures, self-reading, Guest Lectures, Field
Visits.
Unit IV: Bonus and Equal Remuneration laws No of hours-12
The Payment of Bonus Act,1965 - Applicability - Aims - Objectives - Computation of Profit - Eligibility
- Statutory Bonus - Minimum Bonus - Maximum Bonus - Set off - Set on - Penalties - The Equal
Remuneration Act, 1976 - Significance - Objectives - Discrimination - Advisory Committee -
Inspectors - Penalties - Amendments.
206
1. Understand the concept of Bonus. L1

2. Understand the concept of Equal Remuneration. L2
3. Apply the Cases related to the Supreme court in discussion of the Case analysis. L3
4. Understand the role and Mechanism of Regulatory Bodies. L2
5. Understand the Provisions and Penalties under the Law. L2
Pedagogy tools: Blended learning, Case lets, video lectures, self-reading, Field Visits, Guest
Lectures.
Unit V: Title: Child labor – Shops and Establishments No of Hours -10
The Child Labor (Prohibition & Regulation) Act, 1986 - Significance - Aims - Objectives - Scope -
Regulation - Prohibition - Conditions of work - Disputes of Age - Health - Safety - Penalties - A.P.
Shops & Establishments Act,1988 - Registrations - Renewal - Daily and Weakly Hours - Opening
and closing - Holidays - Maternity Benefit - Insurance Scheme - Wages - Deductions - Penalties
- Amendments.
1. Understand the concept of Child labor laws in India. L1
2. Understand the Laws related to Shops and Establishments. L2
3. Understand the Significance of abolition and Regulation of child labor in India. L2
4. Understand the Cases and applications in Discussion forums. L3
5. Understand the importance of Penalties. L4
TEXTBOOKS
Padhi, P.K., "Labor and Industrial Laws", Prentice Hall of India, New Delhi, 2018
REFERENCES
Singh B.D., "Labor Laws for Managers", Excel Books, New Delhi, 2014 Malik P. L., "Industrial
and Labor Laws", Eastern Book Company, 2013 Mishra S.N., "Labor and Industrial Laws",
Central Law Publication, 2012
JOURNALS
Labor Law Reporter
Labor Law Journal
207
CO PO Mapping
C01 2 1 1 1 2 1 1
C02 1 1 1 1 3 1 2
CO3 1 2 1 3 2 2 1
CO4 2 1 1 1 1 1 1
CO5 1 1 1 1 1 1 1
*****
208
MHU844 INDUSTRIAL RELATIONS AND 3 0 0 0 0 3

DRAFTING OF STATUTORY
COMPLIANCES
Alternate Exposure
Industrial relations which is an insuperable part of the personnel function encompasses the complex web of
relations, between employers, workers and the government. Industrial climate today is characterized by the
escalating expectations of workers, the gradual contraction of managerial powers, strife and indiscipline
coupled with worker-militancy uncertainties caused by structural developments in the industry. This course
gives insights to students in understanding the dynamics of industrial climate and the mechanisms
supporting good industrial relations.
Course Objectives
1. To recognize the dynamics of industrial relations in organizations
2. To examine the causes of poor industrial relations in organizations
3. To describe the different mechanisms for maintaining good industrial relations
4. To apply the various principles and procedures for maintaining discipline in organisations
5. To discuss the statutory compliances in an organization to maintain good industrial relations
UNIT - I Title Industrial Relations No of Hours: 10
Concept of IR; Significance of IR; Scope and aspects of IR; Components of IR; Approaches to IR- Psychological approach,
Sociological approach, Human relations approach, Systems approach, Gandhian approach; Factors affecting IR;
Prerequisites for successful IR; Emerging trends in IR; Impact of Globalization and technology on IR.
Learning Outcomes:
1. Understand the components of industrial relations and the significance of healthy industrial relations L3
2. Understand the various approaches to industrial relations -L3
Pedagogy tools: Blended learning,Case let, video lectures, self-reading, group discussions and presentations
UNIT - II Title: Trade Union Concept No of Hours: 10

Evolution of trade unions in India; Functions of Trade Unions in India; Problems of Trade Unions; Role of trade unions
in IR; employers organizations - functions and their role in IR; the role of State in IR and different types of interventions.
Learning Outcomes:

1. Analyse the role of trade unions in maintaining good industrial relations · L3
2. Analyse the role of employer associations and Government in maintaining good industrial
Pedagogy tools: Blended learning,Case let, video lectures, self-reading, group discussions and
209
presentations
UNIT – III Title: Industrial Conflicts No of Hours : 12
Classification of industrial disputes; causes and consequences of disputes; Prevention of industrial disputes-
Collective bargaining(CB), workers participation in Management, joint management committees and Work
committees; Resolution of industrial disputes- Tripartite bodies, Bipartite bodies, ILC and SLC; Settlement
machinery–mediation, conciliation, arbitration and adjudication.
Learning Outcomes:
1. Analyse the causes of industrial disputes - L3
2. Differentiate between the different types of strikes · L3
3. Evaluate the various dispute prevention and settlement mechanisms · L4
UNIT - IV Title: Discipline No of Hours : 12

Grievances -causes of grievances, grievance redressal mechanism; Discipline- managing discipline, code of discipline
and its objectives; unfair labor practices; Misconduct, acts of misconduct; Domestic enquiry - Principles of Natural
Justice, domestic enquiry process, Consequences of non-compliance with the principles; Standing orders -The main
provisions of Industrial employment (Standing Orders) Act, 1946.
Learning Outcomes:

1. Manage discipline and conduct domestic enquiry L4
2. Understand the principles of natural justice L3
UNIT - V Title: Drafting of Statutory Compliance Forms No of Hours : 06
Important provisions of Labour Laws- Section 2A, 11-A and 17-B under the industrial disputes act; Non compliance of
statutory compliances; Drafting the various compliance forms, domestic enquiry reports.
Learning Outcomes:
1. Understand the application of Sections 2A, 11 A and 17B =L2
2. Draft the charge sheet and the domestic enquiry report. - L4
Textbook(s):
1. Memoria & Memoria, “Dynamics of Industrial Relations”, Himalaya Publishing House, New Delhi.
2.
1. H.L. Kumar; Law relating to disciplinary proceedings in industries; Universal Law Publications, New
Delhi.
2. P.K. Padhi; Labour and Industrial Laws; Prentice Hall;
210
3. S.N. Mishra; Labour and Industrial Laws, Central Law Publications; New Delhi.
4. Singh, B. D., “Industrial Relations - Emerging Paradigms”, EXCEL BOOKS, New Delhi,
.
CO-PO Mapping:

CO1 2 1 0 3 3 2 1
CO2 2 1 0 3 3 2 1
CO3 2 1 1 3 3 3 1
CO4 3 2 1 3 3 3 1
CO5 3 1 1 3 3 3 2
APPROVED IN:
SDG Justification:
*******
211
Course Code : Course Title L T P J S C
MHU846
Semester : IV Global Human Resource 3 3
Management
Course Owner : Syllabus 1.0
version
Course Pre- Contact hours 50
requisite(s)
Alternate Exposure

In the emerging global economic environment, even companies which operate in domestic
marketshave to contend with global competition. The rise of India and its growth story highlights
the growingrole of multinational companies in India and Indian multinationals in global economy.
Among thevarious dimensions of international business, the people dimension or the management
of humanresources with all its cross cultural complexities and culture fit issues in mergers and
acquisitionsassumegreater significanceand pose major challenges.
Managing people in a multinational context is the essence of international human resource
management. This requires a broader perspective of what operating internationally involves,
and aclear recognition of the range of issues pertaining to all categories of staffing operating
in differentfunctional, task and managerial capacities. The objective of this course is to equip
the students with basic concepts of GHRM including various HR processes and high
performance Human ResourcePractices.
Course Objectives:
The course intent to enable students to
● To understand the basic concepts of ‘Global Human Resource Management’
● To understand the effect of ‘Culture’ global HRM
● To identify the Issues and Challenges arise in Global Context.
● To acquire knowledge regarding Best HR practices in Global context
Onsuccessfulcompletionof thiscourse,studentswillbeableto:
212
CourseOutcome Assessme
nt
CO1 Understandtheconceptsof‘GlobalHumanResourceManageme A1,A2&A
nt’intermsofPCN, HCN and TCN. 3
CO2 Understandtheculturaltheories,employeerecruitmentandselec A1,A2&A
tionandtheirrelevancein GHRM. 3
CO3 UnderstandtheIssuesandChallengesarisesinGlobalContext(Exp A3&A4
atriatecompensation,Expatriatetraining,Reassignmentetc)andl
everagethe
diversityfororganizationaldevelopment.
CO4 UnderstandglobalemployeerelationsanditschallengestoHRma A3&A4
nagers.
CO5 AttheendstudentwillbeabletounderstandregardingBestHRprac
tices
inGlobalcontext
Unit I (10sessions) CO1,CO2, L3, L4 No.of Hours = 10

International Human Resource Management: Concept, scope and significance, approaches to
International Human Resource Management, differences between domestic and international
HR activities, organizational structure of multinational corporations.
Learning Outcomes:
● To have a knowledge on international human resource management L1
● To understand the concept of International Human Resource Management
L1
● To analyse the differences between domestic and international HR L1
● Explain the preference given to organizational structure of Multi National
Corporations L2
● Explore the framework of International HR activities L1
Pedagogy Tools: Case Study, Self-reading, Polls, Group Discussion, Video Lectures,
Research Project Blended Learning, Student Presentations
Unit II (10sessions) CO2, CO5, L3, L4 No.of Hours = 10

Recruitment and selection criteria for international assignments, culture-theories of culture
and its impact on organizations.
Learning Outcomes:
● Understand the contents and importance of selection process of IHR L2
● Recognize the framework of International HR Terms L2
● Analyse the concept of culture in IHR L3
● Describe the importance of cultural theories L4
● Analyse the impact of culture on organizations and IHR L4
213
Unit III (10sessions) CO2, CO3, CO5, L3, L4, L5 No.of Hours = 10
Training and development, methods of training, management development in international
assignments, process for repatriation.
Learning Outcomes:
● Understand types of training methods L1
● Describe the framework of training and development L2
● Analyse the concept of repatriation and polices available L3
● Summarize the importance of training and development methods L4
● Understand the process of international human resource management L1
Unit IV(10sessions) CO3,CO4, CO5, L3,L4,L5 No.of Hours = 10

Compensation; multinational corporations and compensation system; performance
management in MNCs.
Learning Outcomes:
● Recognise and elaborate different types compensation mechanisms L1

● Interpret the framework of corporate compensation system L2
● Summarize about the performance management in MNCs L3
● Apply the knowledge to learn about the methods of performance management systems
L4
● Understand the framework of Incentive system of MNCs L5
Pedagogy Tools: Case Study, Self-reading, Polls, Group Discussion, Video Lectures, Research
Project Blended Learning, Student Presentations
Unit V (10 sessions)CO3,CO4, CO5,L3,L4, L5 No.of Hours = 10

Labor Relations in multinational corporations; issues and challenges of IHRM.
Learning Outcomes:
● Describe the nature and scope of Labour Regulations L1
● Interpret the framework of Labour Relations in MNCs
L2
● Understand the concepts of IHRM L3
● Recognize the importance of labour relations in IHRM L4
● Define the issues and challenges of IHRM L5
214
Prescribed Text book:
⮚ PeterJ.Dowling,DeniceE.Welch.,International Human Resource Management.Thomson,India:

Latestversion.
⮚ Anne-WilHarzingJorizVanRuysseveldt.,InternationalHumanResourceManagement,
SagePublications.NewDelhi:2006.
⮚ Charles M. Vance Yongsun Paik.,Managing a GlobalWorkforce.Prentice–
Hall.NewDelhi:2007.
⮚ K. Aswathappa,Sadhna Dash.,InternationalHumanResourceManagement.TataMcGraw–
HillPublishingCompanyLimited. NewDelhi:2007.
CO-PO Mapping:

CO1 2 1 2 1 1 2 2
CO2 2 1 1 2 1 2 2
CO3 1 1 2 1 2 1 2
CO4 2 1 1 2 2 1 1
CO5 2 2 2 2 2 2 2
APPROVED IN:
SDG No. &Statement 17
Partnerships to achieve the Goal
SDG Justification:
Partnerships to achieve the Goal- Strengthen the means of implementation and revitalize the
*********
215
Course Code: MHU848 T P J S C
Course Title: Strategic Human 3 0 0 0 3

Resource Management
Course Owner Prof. YVVSSS Vara Prasad Syllabus version 1.0
Alternate Exposure
Though the concepts of Strategic Human Resource Management students will be able to understand
the link between human resources department and strategic goals and objectives of the organization
in order to improve the organization’s performance and develop the organization’s culture to ensure
that there is innovation and flexibility. Strategic Human Resource Management requires
the accepting of the Human resource function as a partner in the formulation of the company’s
strategies and also in the implementation of those strategies through the human resource activities
of the company.
Strategic Human Resource Management deals with taking care of the organization’s human resource
and managing the human resource appropriately to help in the generation of the organization’s profit
and also drive the organization towards achieving its goals.
Course Objectives
1 understand the relationship of HR strategy with other functional and overall corporate strategy
2 how to formulate HR strategy, apply different models to business needs
3 apply different models to develop strategies, where different HR practices requires
4 evaluate and audit different practices of HR
UNIT - I Title: Introduction to SHRM : (9 sessions) (CO1, CO2, L1 & L2)
Definition of SHRM, Need and Importance of SHRM; Human resources as a source of competitive
advantage; Traditional HR Vs. Strategic HR, Barriers to strategic HR, Types of Strategies - Corporate
Strategy, Business strategy and HR Strategy.
1 understand the basics of SHRM Co1, L1
2 differentiate strategic HR from traditional HR Co2, L1
3 explain different barriers and types of strategies Co2, L2
216
Unit II Integration of HR Strategy : (8 sessions)(CO2, L2 & L3)
Integration of HR Strategy : Integration of HR Strategy with corporate and business strategies;

Different approaches to integration; the 5-P model for linking people with strategic needs of business;
Role of HRM in strategy formulation and implementation; HR as a Strategic partner;
1 integrate HR strategy Co2, L2
2 describe different approaches for strategy integration Co2, L2
3 demonstrate HR role in strategy formulation and implementation Co2, L2
4 describe how HR can be a strategic partner Co2, L2, L3
UNIT - III Title:HR Environment and Strategic HR Processes:(9 sessions)(CO2, CO3, L2, L3 & L4)
HR Environment and Strategic HR Processes: Impact of Technology, Changing nature of work,
demographic changes, workforce diversity etc., on HR; HR Planning, Strategic issues in staffing;
Performance Management: Meaning and need for performance management, performance
appraisal systems and their limitations.
1 identify the technology impact on HR environment Co2, L2
2 describe what is HR planning and strategic issues in the process of Staffing, Co3, L3
3 can analyse Performance management, various appraisal systems and their limitations Co3, L3
UNIT - IV Title: Training and Development Strategies : (9 sessions) (CO3, CO4, L3 & L4)
Training and Development Strategies : Cross - cultural training, Multi-skilling, Succession Planning;
Creating a learning organization; Strategically oriented compensation and reward systems: Skill -
based pay broad banding , variable pay, profit sharing, employee stock option plans, executive
compensation.
1 can explain the concepts of cultural training, Multi-skilling, Succession Planning Co3, L3
2 can set a learning organization Co4, L3 & L4
3 demonstrate Strategically oriented compensation Co3, L3 & L4
4 apply various contemporary changes in the compensation strategically
217
UNIT - V Title: Systems of high-performance human resource practices: (7 sessions) (CO3, CO4, L3,
L4 & L5)
Systems of high-performance human resource practices; Human resource Evaluation; Measures of

Evaluation; HR Audit.
1 describe the systems of high-performance strategically Co3, L4

2 can apply HR Evaluation Co3, Co4, L3 & L4
3 can demonstrate HR Audit Co3, Co4, L3 & L4
Textbook(s):
⮚ Jeffrey A. Mello “Strategic Human Resource Management” – Cengage Learning
⮚ Charles R. Greer., Strategic Human Resource Management- A general managerial approach.

Pearson Education (Singapore) Pvt. Ltd.
⮚ K. Prasad, Strategic Human Resource Management, K. Prasad. Macmillan India Ltd.
⮚ Rajib Lochan Dhar., Strategic Human Resource Management, Excel Books, New Delhi
⮚ Tanuja Aggarwala., Strategic Human Resource Management, Oxford University Press, New
Delhi.
CO-PO Mapping:

CO1 1 2 1 2 1 1 2
CO2 2 1 2 1 1 1 1
CO3 2 1 1 2 1 1 1
CO4 1 2 1 1 1 2 1
CO5 1 2 2 1 1 1 1
APPROVED IN:
SDG No. & Statement
SDG Justification:
218
Promote sustained, inclusive, and sustainable economic growth, full and productive
employment, and decent work. This course will equip the student with all the knowledge and
skill to design the compensation structure of employees in organizations.
*******
219
Course Code: MHU850 L T P J S C
Course Title: HR & TECHNOLOGY 3 0 0 0 0 3
Alternate Exposure
The tide of technology has reached HR's shores and is carrying it into deeper waters where it can analyze data
to play a more active role in the organization. The big data that is available to an HR manager within the
organization can be used for talent management. This course is designed to create an awareness of the
significant role of human capital metrics in managing talent in organizations. Employee value propositions can
be created by making decisions based on data available in an organization. Moreover, HR was one of the most
impacted functions during the pandemic Covid-19. Adapting technology in various HR practices was one of the
most observed changes in the HR function.
Course Objectives
1. To explain the significance of human capital metrics in creating a value proposition for the
organization 2. To analyze the application of analytics to make various HR decisions
3. To create a business playbook
4. To design an HRIS based on organization needs
5. To familiarise with the trends in HR and Technology
UNIT - I Title: Introduction to Analytics No of Hours: 10
Meaning of analytics; Classification; Importance of HCM Model; Employee value proposition; Human Capital
performance metrics-second generation and third generation metrics; Predictive analytics for Human Capital
Management- interpreting data.
Learning Outcomes:

1. Analyse the significance of analytics in HR Management ∙ L3
2. Familiarise with the human Capital performance metrics -L2
Pedagogy tools: Blended learning, Caselet, video lectures, self-reading, group discussions
UNIT - II Title: The new face of workforce planning No of Hours: 10
The workforce planning; Segmentation of skills; Compensation for attracting, motivating and retaining
employees; Measuring employee engagement; Disorder and disengagement; Signs of departure-behaviour
based signs, event-based signs, data-based signs of departure. The business playbook: Concept of business
playbook; the significance of business playbook; scenario planning; contents of a playbook; the process of
creating a playbook; HR playbook.
220
Learning Outcomes:
1. Understand the significance of analytics in workforce planning -L2
2. Create a playbook - L4 1/3
Pedagogy tools: Blended learning, Caselet, video lectures, self-reading
UNIT - III Title: Introduction to HRIS No of Hours: 10
Definition and significance of HRIS; Types of HRIS; System Development process of HRIS; Database concepts
Data, information and knowledge; DBMS concepts- Entities, Attributes, Relationships, Primary keys and
Foreign keys; Data and users in HRIS.
Learning Outcomes:
1. Differentiate between different types of HRIS - L3
2. Understand the concepts of DBMS - L2
UNIT - IV Title: Designing HRIS No of Hours: 10
HRIS architecture- two tier, three tier, N-tier architecture with ERP; Cloud computing; Planning system
implementation; System development Life cycle (SDLC) phases – need analysis, logical design, physical design,
vendor selection, assessing system feasibility; ERP life cycle; project management in HRIS – IT perspective, HR
perspective, investments in HRIS cost-benefit analysis, implementation costs, estimating indirect benefits.
Learning Outcomes:
1. Understand the concepts related to designing an HRIS -L2
2. Manage projects in HRIS -L4 ∙ L3 ∙ L3 ∙ L2 ∙ L5 ∙ L1
UNIT - V Title: Emerging trends in HR & Technology No. of Hours: 10
Artificial Intelligence in HR, Open work force, Workplace experience, Candidate experience, Data-driven HR
strategies- Recruitment marketing, Pre-employment assessments, Onboarding kiosks, Employee learning
and Virtual team building, Health advocacy programs, Caregiving benefits, HR agility.
Learning Outcomes:
1. Understand the emerging trends in HR and the applications of technology - L3
Textbook(s):
1. Fitz-Enz, J. (2010). The new HR analytics. American Management Association.
2. Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems:
Basics, applications, and future directions. Sage Publications.
3. Badgi, S. K. (2012). Practical Human Resource Information Systems. PHI Learning Pvt. Ltd.
4. Ray, R. (2010). Enterprise Resource Planning. Tata McGraw Hill, New Delhi.
221
5. Gupta, A.K. (2005). Developing Human Resource Information System. Daya Publishing
House, New Delhi.
6. Goyal, D. P. (2011). Enterprise Resource Planning. Tata McGraw-Hill Education, New Delhi.

CO1 1 2 1 3 2 1 3
CO2 1 2 3 3 0 0 3
CO3 1 2 1 3 0 1 3
CO4 1 1 0 3 0 1 3
CO5 1 1 0 3 0 1 3
APPROVED IN:
SDG Justification:
*******
222
Course Code: MHU 852 Course Title: CHANGE MANAGEMENT

Course Leader:
In a changing world, progress is rarely achieved only by ‘reasonable’ man. Leadership, vision, and
inspiration are essential for success in handling change. The course attempts to enable the students
to understand the key ‘ingredients’ for successful change. Also, the course exposes the student to a
range of concepts and techniques to help them handle change more effectively.
Course Outcomes:
At the end of the course student will be able to
● Understand the concept of change and its consequences
● Understand organizational culture and it’s change consequences
● Appreciate the process of organizational development and OD interventions
UNIT-I ☹ CO1 L2, L4)

Organizational Change: Introduction, forces of change, planned internal change, planned external change,
types of change.
UNIT-II (CO2 L2, L3, L4)

Models of Change: Characteristics, Systems Model, Lewin’s Force Field Analysis, Continuous Change Process
Model, change and its impact, resistance to change.
UNIT-III: (CO3 L2)

Organizational Culture and Change: Corporate culture, a systematic approach to making change, ten keys to
effective Change Management.
UNIT-IV: (CO4 L2)

Organizational Development: Characteristics, assumptions of OD, Model of OD Action Research.
UNIT-V: (CO5 L2, L3)

OD Interventions: Selecting an OD intervention, classification of OD interventions, OD interpersonal
interventions, OD team development interventions, OD intergroup development interventions.
223
Course Outcome Assessmen

t
CO1 Understand the concept of change and consequences to change in A1, A2, A4
organisations
CO2 Analyze the different models of change and understand the process of A1,A2,A4
changes
CO3 Analyze the impact of organizational culture in the process of change A1, A3, A4
CO4 Understand the concept of Organizational development A1, A4
CO5 Understand the various OD interventions A2, A4
Text Book
1. Kavitha Seth, “Organization Change and Development”, Excel Books, 2014
References
1. Radha R. Sharma, “Change Management”, Tata McGraw Hill, New Delhi, 2012
2. Nilakant and Ramanarayan, “Change Management”, Response Books, New Delhi, 2012
3. Kirpatrick, D. L., “Managing Change Effectively”, Butterworth, New Delhi, 2012
Journals
1. Stanford Social Innovation Review Stanford University
2. Harvard Business Review, Harvard Business School, USA
CO PO Mapping

CO1 2 0 3 1 1 1 3
CO2 2 0 1 2 1 1 2
CO3 2 1 1 1 2 1 2
CO4 1 0 1 0 3 2 2
CO5 0 1 1 1 1 1 2
APPROVED IN:
224
SDG Justification:
Promote sustained, inclusive, and sustainable economic growth, full and productive employment,
and decent work. This course will equip the student with all the knowledge and skill to design
strategic HRM in organizations.
*******
225
OPERATIONS
MOP 842 Materials Management L T P J S C

3 0 0 0 0 3
Syllabus
Course Owner Department of Operations 1.0
version
Contact
Course Pre-requisite(s) 36
hours
Date
Course Co-requisite(s)
Approved
Alternate Exposure
Course Description and Course outline

The cost of materials is a significant component in the over-all cost of production in manufacturing &
services. To keep costs low, purchase of material, storage and inventory control becomes essential.
Materials management is in fact a bridge between optimal acquisition of input materials and the
eventual smooth transfer into output of products and services. Prudent management of materials
becomes thus a core activity. The various concepts and techniques of Materials management would
benefit contemporary as well as the evolving futuristic organizations, for their stability and prosperity.
This would also facilitate meeting global competitiveness effectively for organizations.
Course Objectives
● To understand the basic concepts of Materials Management for enhancing competitiveness
in organizations.
● To recognize the fundamental concepts of various decision-making tools used in the
Materials Management
● To understand the frame work of Inventory Control in Organizations
● To acquire skills in formulating Materials management strategy
226
UNIT - I No of Hours:7
Materials management an Overview: Strategic importance of materials management and its

relationship with various functional managements, purchase, stores and inventory control
functions.
Learning Outcomes:
Indicate the importance of materials management L1
Compare the relation with various functional managements L3
Examine different functional blocks L2
Explain the role of materials management in an manufacturing

L4
industry
UNIT - II No of Hours: 7
Materials Forecasting & Sourcing: Demand forecasting, sourcing of materials, vendor

developing and sellers relationship.
Learning Outcomes:
Describe forecasting L2
Investigate types of forecasting techniques L3
Explain Vendor development L4
Pinpoints the importance of relationship L3
Materials Planning and Control: Materials planning and budgeting, functions of inventory,
Inventory systems and modelling, process of inventory and spare parts management.
227
Learning Outcomes:
Explain Materials Planning and Control L1
Practice Materials planning and budgeting L2
Pinpoints the importance of VMI L3
Identify EOQ L3
Manage VMI L4
UNIT - IV No of Hours: 7
Stores management: Stores functions, material codification, materials standardization, location

of stores, stores security and loss function and stores accounting.
Learning Outcomes:
Explain facility allocation L4
Inspect material standardization L3
Compare store functionalities L1
Demonstrate material codification L2
Manage risk L4
UNIT - V No of Hours: 7
Materials Management - Organization & Appraisal: Materials management organization, M.I.S

for Materials management, Materials management control and its performance appraisal.
228
Learning Outcomes:
Explain material management control L4
Manage operation for sustainable materials management L4

Prepare Materials management strategy L3
Inspect MIS L3
Journals
1. International Journal of Logistics Management, Emerald publisher.
2. Journal of Purchasing and Materials Management, Wiley publisher.
Website(s)
1. www.poms.org
CO PO Mapping

CO1 1 0 0 1 1 1 1
CO2 2 2 1 1 2 2 2
CO3 1 0 1 1 2 2 2
CO4 1 3 2 1 1 2 2
CO5 1 2 2 1 2 2 2
APPROVED IN:
SDG No. & Statement
SDG Justification:
*******
229
MOP844 Quality Management L T P J S C
3 3
Course Owner Department of Operations Syllabus version 1.0
Course Pre-requisite(s) Contact hours
Course Co-requisite(s) Date approved
Alternate Exposure
Course Description and Course outline

Total quality is a description of the culture, attitude and organization of a company or a business
that aim to provide, and continue to provide, its customers with products and services that satisfy
their needs. The culture requires quality in all aspects of the company’s or business operations with
aim to perform things right at the very first attempt and defects and waste are eradicated fully from
operations. TQM, QC, SQC, PC, TQC are varied nomenclatures being used in literature to achieve
the goal of quality. It the quality of the product or services at reasonable cost with good design that
can bring country at the top of technologically advanced nation today. This course introduces major
concepts and statistical techniques used in total quality management. It introduces quality
management and its role in enhancing value creation. Emphasis is given to familiarize the students
with the basic foundations of quality, Quality Gurus, The Philosophy of TQM, Leadership and
Strategic Planning, TQM Kite marks, Statistical Concepts in Quality Management, Six sigma, Quality
Improvement Tools, Kaizen- Continuous Improvement, Breakthrough Improvement, Benchmarking,
Business Process Re-engineering, Business Process Management, Total Productive Maintenance,
Customer Driven Quality, TQM in Service and Quality Management Systems. Several cases have
been suitably mapped for every module for class discussion. On successful completion of the course
students will able to apply quality principles to real world scenarios and improve business processes
both in manufacturing and services
Course Objectives
● Appreciate the importance of leadership and quality culture for ensuring the philosophy of
total quality management maintained in delivering quality products and services to ensure
long term competitive success.
● Appreciate the role of statistical concepts in quality, six sigma and quality improvements
tools in improving quality and creating customer satisfaction.
● Appreciate the role of Quality Awards, Kaizen and Breakthrough improvement in ensuring
firms to attain total quality.
● Appreciate the importance of business process reengineering, benchmarking and total

productive maintenance in ensuring total quality management.
230
● Appreciate the role of customer in ensuring quality and role of TQM in services through
quality management systems.
UNIT - I Foundations of Quality No of Hours: 9

Chapter: 1,2,3 and 4
Quality Concepts, Quality Gurus, The Philosophy of TQM, Leadership and Strategic Planning
Learning Outcomes:
● Understand the different dimensions of product and service quality L2, L4
● Understand the contribution of Quality Gurus to the growth of quality movement L2, L4
● Understand the key principles and key elements of TQM L2, L4
● Understand strategic quality management L2, L4
UNIT - II Quality Management Tools and Strategy No of Hours: 9

Chapter 5,6,7 and 8
TQM Kitemarks, Statistical Concepts in Quality Management, Six Sigma, Quality Improvement Tools
Learning Outcomes:
● Understand the different Awards in Quality Management L2, L4
● Understand the different statistical measurement in quality L2, L3, L4
● Understand the fundamentals of the Six Sigma strategy L2, L4
● Evaluate the seven quality control tools L2, L3, L4
231
UNIT - Six Sigma and Kaizen No of Hours:10
III
Chapter: 9,10,11,12
Kaizen- Continuous Improvement, Breakthrough Improvement, Benchmarking, Business-

Process Re-engineering
Learning Outcomes:
● Evaluate the approaches of continuous improvement L2, L4
● Understand the importance of innovation and value engineering L2, L4
● Understand the process and importance of benchmarking L2, L4, L5
● Evaluate the methodology of BPR and phases of implementation L2, L4, L5
UNIT - Role of Customer in Quality No of Hours:9

IV
Chapter: 13,14,15,16
Business Process Management, Total Productive Maintenance, Customer-driven quality, TQM in

Services
Learning Outcomes:
● Evaluate the importance of business process management L2, L4, L5
● Evaluate the pillars of total productive maintenance L2, L4, L5
● Recognize the value of customer focus in quality management L2, L4, L5
● Evaluate the importance of different models for improving service quality L2, L4, L5
232
UNIT - Quality Standards No of Hours:3

V
Chapter: 17, 18
Quality Management System, Management Audit
Learning Outcomes:
● Identify the benefits of ISO certification L2, L4, L5
● Evaluate the importance of QMS, EMS, and OHSMS L2, L4, L5
● Identify the importance of auditing L2, L4, L5
● Evaluate the issues with registration and certification for quality L2, L4, L5
Course Text
Total Quality Management, 3rd Edition, Poornima M. Charantimath, Person India Education Services
Ltd.
Reference Texts
● Dale H. Besterfield, Carol Besterfield Michna, Glen Besterfield, Mary Besterfield Sacre, “Total
Quality Managemen”,Prentice Hall
● Suganthi.L and Anand Samuel, “Total Quality Management”, Prentice Hall (India) Pvt. Ltd., 2006.
● Janakiraman. B and Gopal .R.K., “Total Quality Management – Text and Cases”, Prentice Hall
(India) Pvt. Ltd., 2006.
● David L. Goetsch, Stanley Davis, Stanley B. Davis,”Quality Management”,
● Prentice Hall
● Joel E. Ross,”Total Quality Management: Text, Cases and Reading”,St Lice Press
● James R. Evans,”Total Quality Management, Organization and Strategy”,
Thomson, South Western
● John S. Oakland,”Total Quality Management: Text With Cases”, Butterworth - Heinemann
Journals
1. Benchmarking: An International Journal, Emerald Publisher
2. The TQM Journal, Emerald Publisher
Total Quality Management and Business Excellence, Taylor & Francis Publisher
233
CO PO Mapping
CO PO Mapping PO1 PO2 PO3 PO4 PO5 PSO1 PSO2

CO1 3 2 3 2 2 1 1
CO2 1 3 0 1 3 1 2
CO3 3 2 1 0 2 1 2
CO4 2 2 1 1 2 2 2
CO5 2 2 3 1 2 2 2
**********
234
Course Code:MOP 846 Course Title: Logistics Marketing

Home Programme(s):MBA Batch/Academic Year: 2021-23
Course Leader:

Marketing and logistics have been managed separately within most organizations. However, in today's highly
competitive global marketplace, organizations are increasingly required to create and deliver customer value
and to focus on the interrelated business processes involved in providing superior service to current and
prospective customers. Therefore, this course is designed to:
● Understand the integral and on-going relationship between marketing, logistics, distribution
(transportation), marketing channels and the broader aspects of marketing.
● Understand the importance of marketing logistics interface.
UNIT-I (8 Hours)(CO1, CO2, L1 & L2)

INTRODUCTION TO MARKETING LOGISTICS
Introduction, concept of Marketing Logistics, Objectives of Marketing Logistics, Importance of Marketing
Logistics, Logistics Tasks, Logistics and Marketing, Domestic & International Logistics, Recent Developments in
International Logistics, Role of Information Technology.
UNIT-II: (8 Hours)(CO2, L2& L3)

MARKETING STRATEGIES AND LOGISTICS
Customer Service, Framework for Strategic Logistics Planning, Strategic Distribution Arrangements, Managing
Physical Distribution of products/services, Environment of Foreign Trade, challenges of the Market Place,
Balancing Functional Objectives, and Integration of Systems Functions in International supply Chains.
UNIT-III: (8 Hours) (CO2, CO3, L2, L3 & L4)

LOGISTICS AND CUSTOMER VALUE
The marketing and logistics interface, Importance of customer retention, concept of relationship marketing,
Defining customer service & Developing a Market-driven logistics strategy- Shift from brand value to customer
value – Costs of ownership and Customer Profitability management.
UNIT-IV (8 Hours) (CO3, CO4, L3, L4& L5)

STRATEGIC LEAD-TIME MANAGEMENT
Time-based competition, Critical sources of competitive advantage, Strategies for lead time reduction-Logistics
process re-engineering - Measuring and managing the ‘lead-time gap’. Demand-Driven Supply Chains: Creating
agile supply chains – Connecting the supply chain through shared information - Quick response logistics,
Efficient Consumer Response (ECR).
UNIT-V: (5 SESSIONS) (8 Hours)(CO1, CO2, L1, L2 & L3)

MANAGING MARKETING LOGISTICS
Need for organizational change, Manage processes, Manage supply and demand. Importance of performance
management, focus on internal and external customer satisfaction - Managing risk in the Supply chain, building
supply chain resilience.
235
CO1 Understand the importance of marketing logistics. A1, A3, A4
CO2 Understand the role of marketing and logistics strategies A1, A2, A3, A4
CO3 Realize the importance of marketing logistics interface A2, A3 & A4
CO4 Understand the role logistics and customer value A3, A4
CO5 Realize the importance of time based competition A1, A3, A4
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO).0= No
Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
CO PO Mapping
C01 3 0 0 1 0 0 0
C02 2 2 2 1 2 3 2
CO3 0 3 1 2 0 0 2
CO4 3 1 1 2 0 2 2
CO5 2 0 1 2 3 2 3
******
236
MOP848 Strategic Logistics 3
Management
Course owner Prof. N Sai Sudhakar Syllabus 1.0
version
requisite(s)
Course Co-requisite(s) NIL Date
Approved
Alternate Exposure
Introduction
Traditionally, “Logistics” had been treated as an operational activity and was perceived as an activity
which does not have any function other than “transportation”. However, over the past two decades,
perceptions on this have changed dramatically and “logistics” gained attention to be included in the
strategic planning processes of firms. It has increased its importance from a “minimum necessary
function” to (i) an activity of significant cost savings (ii) an activity that had enormous potential to
provide better customer service and (iii) a marketing weapon that could be effectively utilized to gain
sustainable competitive advantage. The improved logistics capabilities will complement the supply
chain operations.
Course Objective
● The objective set for this course is to provide students with an understanding of conceptual
framework in logistics, logistics mix, approaches to logistics management, risk assessment and
strategies, etc.
Unit - I Introduction to strategic logistics planning No of Hours: 6

conceptual framework of logistics; logistics mix, logistics – a system concept; logistics for
business excellence; customer service – a key element in logistics; service attributes; value
added logistical services; logistics outsourcing – benefits, 3PLs & 4PLs; logistics and
competitive strategy: gaining competitive advantage through logistics; the mission of
logistics management; the changing logistics environment
Learning Outcomes:
Understand the role of logistics in creating competitive advantage L2
Understand role of customer service in logistics strategy L2
Understand logistics competitive framework for strategic planning L2
Evaluate alternative options in developing logistics strategy/planning L5
237
Unit - II Transportation, storage and material handling No of Hours: 7
Transportation: transportation modes & options; infrastructure; freight management;
transportation networking; Storage: warehousing functions; options; layout design; costing
and performance; cold chain infrastructure; Material handling: its role; equipment and
systems; packaging
Learning Outcomes:
Analyse different transportation modes & mix for decision-making L4
Analyse the factors influencing the transportation costs L4
Explain the various storage options available L2
Evaluate different material handling systems L5
Unit - III Inventory management & logistics information systems No of Hours: 6

Inventory: Its functions; costs related to inventory and controls; Kanban; just-in-time;
Logistics information systems (LIS): information needs, designing LIS; role of technology;
automatic identification technology; communication technology; simulation.
Learning Outcomes:
Explain the role of inventory in logistics & supply chain management and its L2
implications
Evaluate inventory planning models, control techniques and policies L5
Analyse characteristics of logistical information system and the design needs L4
Evaluate role of technology in logistics L5
Unit - IV Network design analysis No of Hours: 5

Facility location analysis: network design, its alternatives and costs associated with them;
the infinite set approach - centre of gravity of supply and demand; the feasible set
approach - location weighted score method
Learning Outcomes:

Explain how supply chain design facilitates network integration. L2
Apply the main network design and implementation steps. L3
Identify the major factors to be taken into account during network design and in L4
locating facilities.
238
Evaluate different modelling approaches and techniques that are applicable for L5
network design
Unit - V Reverse logistics and humanitarian logistics No of Hours: 6

why reverse logistic and its scope; product returns; end-of-life disposal schemes; asset value
recovery strategies; ethics and impact of logistics & supply chain activities on triple bottom
line; green logistics management; Humanitarian logistics: insights & challenges
Learning Outcomes:
Explain the role of reverse logistics in supply chain management - product returns & L2
end-of-life disposal schemes
Evaluate asset recover strategies L5
Evaluate the impact of supply chain activities on triple bottom line (sustainability) L5
Analyse the humanitarian logistics L4
CO1: Understand the role of logistics in strategic planning. L2
CO2: Explore the role of transportation, storage, distribution and risk management in L3
strategic planning
CO3: Evaluate the storage capacity and other factors for better utilization of warehouse L5
space
CO4: Analyse the network design to evaluate the location decisions L4
CO5: Evaluate strategies for reverse logistics and humanitarian logistics L5
Textbook(s):
2. Sople, V.V. (2013). Logistics management (3rd edition). Pearson publications: New Delhi.
Additional Reading

Harrison, A., Van Hoek, R., (2011). Logistics management strategy: competing through the supply
chain, Fourth edition. Harlow: Financial Times Prentice Hall.
Chopra, S. and Meindl, P. (2014). Supply Chain Management: Strategy, Planning and Operation, Sixth
edition. Chennai: Pearson Education.
Christopher, M. (2011). Logistics & Supply Chain Management, Fourth edition. Harlow: Financial
Times Prentice Hall.
239
Stock, J.R., & Lambert, D.M. (2000). Strategic logistics management, Fourth edition. McGraw-
Hill/Irwin publications: USA.
Kovács, G. and Spens, K. M. (2007). "Humanitarian logistics in disaster relief operations", International
Journal of Physical Distribution & Logistics Management, Vol. 37, No. 2, pp.99-114.
Taticchi, P., Garengo, P., Nudurupati, S. S., Tonelli, F. and Pasqualino, R. (2015). “A Review of Decision-
Support Tools and Performance Measurement for Sustainable Supply Chain Management”,
International Journal of Production Research, Vol.53, No.21, pp. 6473-6494
Journal(s):
3. International Journal of Physical Distribution & Logistics Management Journal of Supply Chain
Management
4. Supply Chain Management, An International Journal
5. Journal of Operations Management
6. Production and Operations Management
7. International Journal of Production and Operations Management
8. International Journal of Production Economics
9. International Journal of Production Research
10. Production Planning and Control
Course Mapping

CO1 3 0 0 1 0 3 0
CO2 3 0 0 1 0 1 3
CO3 3 1 0 0 0 3 3
CO4 2 3 0 0 0 3 2
CO5 2 0 0 3 0 2 1
APPROVED IN:
SDG Justification:
**********
240
GITAM Institute of Management (GIM)
Course Code: MOP850 Course Title: Port & Terminal Management
Trimester: IV Course Type: Elective Credits: 3 (30 Hours)
Home Programme(s): MBA (All) 2021-23
Course Leader:
Course Description and Learning Outcomes

The subject deals with the importance of the Ports and Terminals and how they facilitate the Shipping
Industry. The subject deals with the Planning, Programming, and execution of the right applications
in the Ports and Terminals which gives the student any employment opportunity in Ports and
Terminals. Students specializing in shipping must understand the significance and challenges related
to ports. Ports constitute an integral part of the logistics chain; their role goes beyond the traditional
cargo-handling functions, and they are faced with the challenge of having to provide value added
services. The course analyses how ports are organized, managed, and planned, and how ports
interface with the logistics chain. The course provides knowledge and analysis of the principles and
evolution of container terminal management, port indicators and supply chain management.
UNIT - 1:
Difference between Major and Minor Ports - Ports in India - Natural Harbours - New Ports to be
developed in India - Major Ports of the World - Largest Port in the world - Port Officials and their roles
- Role of Ports - Who are Port users.
UNIT - 2:
Container Terminals - Privatization of Terminals - Reason for Privatization - Major Terminal Operators
in India - Terminal Operators of the world - Privatization the need of the hour - Agreement between
and existing Port Terminal and the new operator
UNIT - 3:
Import Cycle - Export Cycle - Positions and Places in a Terminal - Facilities in a Terminal - Container
Monitoring and stacking - CFS inside a Terminal - Reasons for Congestion of a terminal - de-congesting
the terminal - Window system in a terminal.
UNIT - 4:
Major Port Trust Act - Port as a custodian of the cargo - Transit sheds - Cargo receivers - Wharfs and
Berths - Various berths in a Port - Meaning of Berth Restrictions - Port equipments and damage - Extra
services - Berth reservation schemes
UNIT - 5:
Port Tariff - Pilots and their duties - Tugs and its usage - Night navigations - Light Dues - Tariff
Authorities of Major Port - Revision of rates - Port Trustees - Safety Procedures - Introduction of ISPS
- Damage to Port property by ships - Compensation and confiscation of cargo to adjust dues
241
COURSE OUTCOMES:
As a result of taking this course, the student should be able to:

1. Define the role of ports, including in a through transport context, and their features,
including different forms of ownership structure of ports.
2. Identify the interface of ports with logistics and the position of ports in the supply chain.
3. Analyze port performance and relevant quality management systems.
4. Describe the involvement of principal stakeholders in port management, port safety and
port security (unions, customs, etc.).
5. Analyze port charges and port competition related issues.
6. Integrate port planning and development policies
TEXTBOOKS: 1. Major Port Trust Act – Government of India
REFERENCE BOOKS:
1) Port Industry Statistics, American Association of Port Authorities
2) AP MOLLOR Guidebook on Terminal
3) DUBAI PORT AUTHORITIES Manual
CO-PO Mapping:

CO1 3 0 0 0 1 2 1
CO2 1 2 0 0 0 2 1
CO3 0 3 0 0 2 2 1
CO4 2 2 0 0 0 2 3
CO5 7 0 0 0 1 2 3
APPROVED IN:
Unit 1and 2 deals with what the roles and responsibilities are important in the management.
SDG Justification:
As this course is aimed to understand the concepts at global context, it helps students in exploring
the ways to build relations by understanding the cultural differences.
******
242
MBI 858 Global Sourcing
Raghuramapatruni
Alternate Exposure
Globalization and growth of free trade have given numerous opportunities to the growth of
manufacturing and services sectors across the world. Improving interdependence among nations
allowed business organisations to look for suppliers and customers beyond their physical boundaries.
Technological innovations coupled with growth of internet conferred newer avenues for business
managers to seamlessly procure goods from across the world and manage inventory levels. These
developments have significantly improved industry expectations from the business executives. The
course is, therefore, designed to enhance the skillset of students who wish to create niche for
themselves in this domain. Contents of the curriculum cover the dynamics of global sourcing that can
equip the students to confidently support the global sourcing practices at the organisations that they
join.
Unit I Title: Introduction to Global Sourcing No of Hours- 10
Definition and meaning of Sourcing & Outsourcing; global purchasing management; Skill required;
Need for global sourcing; Modes of global sourcing. Global sourcing models & risks involved.
Case Study: Global Sourcing Development at IKEA
Learning Outcomes:
● To understand the concepts of sourcing and outsourcing. L1
● To understand the global purchase management system. L2
● Understand the core concepts of skill requirement. L3
● Explain the infrastructure and needs of global sourcing. L4
● Explore the various global sourcing models and the risks involved. L5
Unit II Title: Cost considerations in global sourcing No. of Hours: 10
Landed costs: developing landed cost models; integrating domestic supply chain requirements,
reducing landed costs; transportation and logistics. Risk management & insurance – contract and
business relationship management; political risk, receivables, and export credit, steps in mitigating
risks. Developing an inbound supply chain risk management strategy
Learning Outcomes:
243
● Understand the landed costs and landed cost models. L1
● To understand the supply chain requirements. L2

● To understand the relationship between contract and business. L3
● Identify the various risks involved in supply chain. L4
● Helps the students to understand the supply chain risk management strategy. L5
Unit III Title: Strategic sourcing plan and its operations’ alignment: No of Hours.10
Requirement mapping, opportunity analysis, segmentation. Types of Global Sourcing: Technology
Oriented Global Sourcing, Cost Oriented Global Sourcing & Competition Oriented Global Sourcing.
Global Procurement
Case Study: ASL Case Study
● Understand the Requirement mapping. L1
● Understand the factors influencing the opportunity analysis. L2
● Explain the different models of global sourcing. L3

● Explain the factors influencing global procurement. L4
● Explain the global sourcing market segmentation. L5
Pedagogy Tools: Discussions, Case study, Guest lectures, self-reading, polls, Conversation
Boards
Unit IV Title: Sourcing through Bids and Proposals: No of Hours- 10
Solicitation planning and methods. Supplier diversity management – diversity programs, supplier
diversity best practices; global supplier diversity; diversity advocacy organizations. Sustainability –
Issues, Guidelines, criteria for supplier evaluation, World Bank Reports of International Bidding.
Case Study: Global Sourcing at Nike
● Explain the concept of soliciting and planning. L1.

● Explain the role of global supplier diversity. L2
● Understand Sustainability of supply chain. L3
● Explain supplier evaluation. L4
● Discuss international bidding. L5
Unit V Title: Global sourcing trends No of Hours- 10

Developing global sourcing strategies; Trends in Global Sourcing, International trade requirements.
Sourcing to settle (S2S) – Need for S2S; Implementing, managing, & outsourcing S2S process.
Case Study: Philips healthcare: global sourcing in a post-covid-19 world
244
● Understand the various global sourcing strategies. L1
● Understand the trends in global sourcing. L2
● Explain the S2S sourcing to settle. L3
● Discuss the outsourcing S2S process. L4
● Explain Needs for S2S. L5
Course Outcomes:
t
CO1 Understand need, modes, and models of global sourcing A1
CO2 Explore and analyze the role of trade promotion bodies of India. A3
CO3 Students will be able to examine worldwide inter country trade
A3 & A2
volumes.
CO4 Understand the various functions and operations of various
A3 & A2
multilateral trade institutions.
CO5 Understand the opportunities and challenges of India in the various
A4
multilateral trade organizations.
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO). 0=
No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
MBA – IB Global sourcing, -CO-PO Mapping
POs PSO’s
PO1 PO2 PO3 PO4 PO5 PSO 1 PSO 2 Total
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 1 10
CO3 2 2 2 2 2 1 1 12
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target
Maxim
Achieved 9 11 4 11 6 8 7 56
SDG16** 1 0 0 1 1 1 1
**The concepts in the Unit-1 to 4 on sustainable production and supply methods and
responsible means of usage of resources are in correlation with the SDG goal 16.
**Peace and Justice Strong Institutions- Promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build effective, accountable and inclusive
institutions at all levels.
245
Reference Books:
• E-Resources, Cases, E-Books, Websites, E-Library, Handouts.
• Sourcing and Supply Chain Management – Handfield, Monczka, Patterson; CENGAGE
• Strategic Global Sourcing Best Practices By Fred Sollish, John Semanik · 2011
• Global Sourcing and Supply Management Excellence in China (2017), Procurement Guide for Supply
Experts Authors: Marc Helmold, Brian Terry
Additional Learnings/Journals
● Journal of Global Operations and Strategic Sourcing, Emerald
● Understanding Integrated Global Sourcing, Emerald Insights
Videos
1. Global Sourcing strategies- https://www.coursera.org/lecture/international-
business-operations/global-sourcing-strategies-kDkSd
----------0----------
246
BUSINESS ANALYTICS
MAN842 Web And Social Media L T P J S C

Analytics
3 3

Analytics

Approved
Alternate Exposure
Marketing has evolved from its traditional form into digital marketing covering the world of social
media, mobile and many more forms of digital technologies that are evolving, for example, the
wearable devices being the next frontier. The pressure on the marketing departments and the
marketing heads has always been the proper justification of spend with the return of investment that
can be obtained. This equation becomes more complex as the marketing spend now gets divided into
many platforms, channels, and mediums that are available both in the offline and online world. We
see marketing as a new paradigm and WSMA for marketing will help all the marketers to streamline
their efforts, and justify spending with measurable and meaningful metrics covering both the offline
and online world. This analytics course has been created keeping in focus a marketing professional,
and with the prerequisite that the professionals are already familiar with the basics of digital
marketing concepts.
Course Objectives
1) Understand the concept of web analytics
2) Understand clickstream and emerging analytics like social, mobile and video
3) Apply web analytics metrics using a tool
4) Use different web metrics to understand a web site and its users
5) develop a working proficiency of statistical concepts used in Web Analytics for decision
making
247
UNIT - I No of Hours:9
Introduction to Web Analytics:Concept of web analytics, Importance and benefits of Web Analytics,
Selecting a web analytic tool, Web Metrics – Visits and Visitors, Time on page and Time on site, Bounce Rate,
Exit Rate, Conversion rate, Engagement, Attributes of metrics, Strategic elements related to web metrics –
diagnosing root cause, leveraging customer reports, macro view of the site’s performanceUnderstanding
Digital Data, Understanding Consumer Behavior, Digital Marketing - Biggest Business Use Case, Data Types and
Data Generation
Learning Outcomes:
Understand digital data L1
Understand Consumer Behavior L2
Understand digital maketing L4
Understand data types L3
Understand data generation L2
UNIT - II No of Hours:9
Google trends and analysis, Google Ads, Understanding the Web Metrics – Basic, Understand the web metrics
– Inferential, Understanding the web metrics – Advanced. Google Merchandise Store, WSMA - Business Case -
Google Merchandise Store Evolution and Measurement
Learning Outcomes:
Deal with google trends L3
Deal with google ads L3
Understand the Web Metrics L3
Understanding the Web Metrics - inferential L3
Understanding the web metrics – Advanced L4
248
UNIT - III No of Hours:9
Leveraging Qualitative Data, Testing and Experimentation: Lab Usability Studies, Usability
Alternatives, Surveys, Web-enabled emerging user research options, Testing – A/B Testing,
Multivariate Testing, Actionable Testing ideas, Controlled Experiments, Creating and
Nurturing a testing culture, Competitive Intelligent Analysis – CI data sources, types and
secrets, web traffic analysis, search and keyword analysis
249
Learning Outcomes:
Understand what Lab usability studies are and usability alternatives L3
Web enabled emerging user research options L3
To be able to A/B testing, Myltivariate Testing/ generate actanable Testing Ideas L4
Do controled experiments, creating and nurturing a testing culture L4
To be able to do Web traffic Analysis L4
UNIT - IV No of Hours:9
. Emerging Analytics: Social Analytics – Data challenge, content democracy evolution, twitter
revolution, analyzing offline customer experiences, analyzing mobile customer experiences,
Measuring the success of blogs, Quantifying the impact of Twitter, Analysing performance of
videos, Hidden web analytics traps – accuracy or precision, Dealing with data quality, Building
action dashboard, Nonline marketing opportunity and multichannel measurement, Behaviour
Targeting, Challenges in Online data mining and Predictive Analytics
Learning Outcomes:
To analyse customer experience through different platforms L3
To analyse the performance of videos and hiden web analytics traps L3
To be able to measure success of Blogs L4
To be able to Quantify the impact of Twitter L4
To understand the challenges in Online Data Mining and ways to overcome L4
UNIT - V No of Hours:5
Text Mining: Overview, Text Mining: Process Flow, Text Mining & Sentiment Analysis Process Flow, Text mining:
Executing Hands-on, Text & Sentiment Analysis Hands-on..
250
Learning Outcomes:
Understand what text mining is and its relevance L2
Do text mining and interprete results L2
What sentiment analysis is and its applications L2
To be able to do Sentiment Analysis and interprete L2

CO1 Understand and appreciate the most widely used tools of web A1, A4, A2
analytics which form the basis for rational and sound online business
decisions
CO2 Create an effective online marketing strategy for clients across A3
industries
CO3 Optimize accounts and effectively allocate budget A1, A4
CO4 Develop skills in analysis and interpretation of data A1, A4
CO5 Handle challenging problems using appropriate analysis tools A3
Textbook(s): Web Analytics 2.0 by Avinash Kaushik
1. Social Media Analytics ny Matthew Ganis
Reference Book(s):

1 2 3 4 5 1 2
CO1 2 2 0 0 2 1 1
CO2 3 3 0 0 3 2 2
CO3 3 3 0 0 3 2 2
CO4 2 3 0 0 3 1 2
CO5 2 3 0 0 3 1 2
SDG 4: Quality Education
251
Statement: The modules and topics mentioned in this course are designed to ensure all-
inclusive and thorough education with equity for all persons and promote learning
opportunities at all times.
*******
252
MAN 844 Decision Science L T P J S C
3 3
Course Pre- Nil Contact hours 45

requisite(s)
Course Co- Nil Date Approved

requisite(s)
Alternate Exposure
This course will introduce you to some deterministic and probabilistic models in Decision Science. The
course will focus on mathematical modeling and strong emphasis will be given to model formulation.
The deterministic models include linear programming problems, transportation problems and
Assignment problems whereas Game theory, Simulation and Network models are covered in
probabilistic models.
Course objectives:
● To familiarize students with the basic concepts, models and principles of the decision science
theory.
● To develop skills in formulating and structuring decision-making problems as mathematical
models.
● To understand the use of software for obtaining solutions of the models formulated and
interpretation of results for better decision making.
253
254
UNIT - I Introduction No of Hours: 10
Nature and meaning of Operations Research, Management applications of Operations Research, main
characteristics of Operations Research, scope of Operations Research, role of Operations Research in
decision making. Introduction to Model Building, Formulation of a Linear Programming problem, some
basic concepts/principles, solution by graphic method.
Learning Outcomes:
Understand the concept of Operations Research and its applications in L2

Management
Describe the characteristics of Operations Research, scope and role in L2

decision making
Build the model and formulate the LP problem L4
Solve the LP problem using graphical method L4
UNIT - II Linear Programming No of Hours: 11
Introduction to simplex method, slack & surplus variables, solution by Simplex method, sensitive
analysis and duality. Analyzing the solutions through Excel-SOLVER.
Learning Outcomes:
Understand the simplex method concepts L2
Solve the LP problem using simplex method L4
Conduct a sensitivity analysis on LP problem L4
Analyze the solution using Excel -SOLVER L3
255
Transportation and Assignment Problems
Introduction, Basic feasible solutions by various methods: North-West, least Cost and Vogel’s
Approximation. Assignment Problems – Introduction, Solution by various methods, Hungarian
method.
256
Learning Outcomes:
Understand the concepts in Transportation problem L2
Solve the transportation problems using different approaches taught L4
Understand the concepts in Assignment problems L2
Solve the Assignment problems using different methods taught L4
UNIT - IV Game Theory and Simulation No of Hours: 10
Game theory: Introduction, Two Person Zero Sum Games, Pure Strategies, Dominance Principle,
Graphical; Simulation: introduction, types of simulation, generation of random numbers, Monte Carlo
Simulation, and waiting lines.
Learning Outcomes:
Understand the concepts in Game theory L2
Apply the concepts in real-life problems L3
Understand the term simulation and its types L2
Generate the random numbers and apply Monte Carlo simulation to L4

solve the real-life problem
Understand the concept of waiting lines L2
UNIT - V Network Scheduling by PERT / CPM No of Hours: 10
Introduction, network and basic components, logical sequencing, rules of network construction,
Critical Path Analysis, probability considerations in PERT, distinction between PERT and CPM.
Learning Outcomes:
257
Understand the concepts of Network Scheduling L2
Apply critical path analysis model to solve the real-life problem L4
Understand the concepts in PERT L2
Distinguish between PERT and CPM and its application L3
CO1 Identify the roles and responsibilities of operations managers in A1, A3

different organizational contexts
CO2 Identify and formulate decision science models that represent real A1, A4
world problems
CO3 Understand the mathematical tools that are needed to solve decision A1, A2, A3
making problems
CO4 Use Excel-Solver software to solve the proposed models. A3
CO5 Develop reports that describes the model and the solving technique, A3, A4
analyze the results and propose recommendations to the decision-
making processes
Text Book
Reference Books
1. Introduction to Operations Research- Hillier, F. S. and Lieberman, G. J. (8th ed.), New York:
McGraw-Hill.
2. Quantitative Techniques for Managerial Decisions- Sharma, McMillan.
3. Operations Research: An introduction-Taha, H., Pearson Education.
4. Introduction to Management Science – Anderson, Sweeney & Williams.
5. Quantitative methods for Business, Anderson et. al. 12e, Cengage
7. Operations Research Theory and Applications – J K Sharma.
258
CO PO Mapping
1 2 3 4 5 1 2
CO1 2 2 0 0 2 2 1
CO2 2 3 0 0 3 2 2
CO3 2 3 0 0 3 2 2
CO4 2 3 0 0 3 2 2
CO5 2 3 0 0 3 2 2
inclusive and thorough education with equity for all persons and promote learning opportunities
at all times.
****
259
MAN846 Data Science with Python L T P J S C
2 2 3
Course Owner Department of Business Analytics Syllabus version 1.0
Alternate Exposure
Python is an open source high level interpreter based language. Python is interactive and object oriented language with
wide range of applications. Python is commonly used in the area of data science and web based analytics.
Course Objectives
1. Understand the programming concepts of python
2. To handle data on py
3. thonTo be able to Descriptive Analytics using python
4. To be able to do Predictive Analytics using python
5. To Build Machine Learning models using python
260
UNIT - I Introduction to Python No of Hours:9
Keywords and Identifiers, Statements and Comments, Input-Output and Import, Operators, Python namespace, Data types -
Numbers, Strings, Lists, Tuples, Set, Dictionaries, Arrays, Matrix, Flow Control: If – else, for loop, while loop, break and continue,
Pass statement, Looping technique
Learning Outcomes:
Deal with input-output of Python L1
Deal with data types in Python L2
Deal with arrays L4
Deal with matrix L3
Deal with flow control L2
UNIT - II Functions and OOP Concepts No of Hours:9
Defining and calling a function, Types of Function, Recursion, Python Modules, Packages, OOP Concepts: OOP concepts in
Python – Class, Inheritance, Multiple Inheritance, Operator Overloading
Learning Outcomes:
Call a function L3
Deal with Python Modules L3
Deal with Python packages L3
Define function L3
deal with OOP concepts L4
261
UNIT - III IPython, NumPy and Pandas No of Hours:9
IPython Basics, code development in IPython, IPython features, NumPy Basics, NumPyArrays, Vectorized Computation, Indexing
and sorting arrays, Structured arrays, Pandas Basics, Pandas data structures, Descriptive statistics, Handling missing data,
Hierarchical Indexing, Vectorized string operations, working with time series
Learning Outcomes:
Deal with NumPy L3
Deal with IPython L3
Deal with Pandas L4
Handle missing data L4
Work with time series L4
UNIT - IV Working with Data No of Hours:9
Reading and writing data in text format, binary data formats, interacting with web, interacting with database, Combining and
merging data sets, Reshaping and Pivoting, Data Transformation, Data Aggregation, Pivot tables and Cross Tabulation
Learning Outcomes:
Deal with text and binary data L3
Interact with web L3
Interact with database L4
Transform data L4
Pivot tables and Cross Tabulation L4
262
UNIT - V Data Visualization No of Hours:9
Introduction to Matplotlib, line plots, scatter plots, visualizing errors, Density and contour plots, Histograms and Binnings, Text
and Annotation, Three dimensional plotting in Matplotlib
Learning Outcomes:
Use matplotlib for plots L2
Create Density and contour plots L2
Create Histograms and Binnings L2
Create 3 dimensional plot L2
Course Outcomes
1. Work with different programming constructs of Python
2. Apply OOP concepts of Python
3. Work with Python libraries
4. Perform data analysis with Python
5. Perform data visualization with Python
Textbook:
Wes McKinney (2013), Python for Data Analysis, Mumbai: O’Reilly - Shroff Publishers & Distributors Pvt. Ltd.
References:
1) Kenneth A Lambert (2015), Fundamentals of Python, New Delhi: Cengage Learning

2) Davy Cielen, Arno D.B. Meysman, Mohamed Ali, Introducing Data Science: Big Data, Machine Learning and
More, Using Python Tools, New Delhi: Wiley India
3) Guttag, John V (2016), Introduction to Computation and Programming with Application to Understanding Data,
New Delhi: Prentice Hall of India
4) Will Richert, Luis Pedro Coelho, Building Machine Learning Systems with Python, Mumbai: PACKT / Shroff
Publishers.
263
CO PO Mapping

CO1 0 2 0 0 2 1 1
CO2 2 3 0 0 3 1 2
CO3 0 3 0 0 3 1 2
CO4 2 3 0 0 3 1 2
CO5 3 3 0 0 3 1 2
APPROVED IN:
SDG Justification:
This course is related to programming, which is considered important for IT applications, practice
of data analytics, and digital infrastructure in the industry. So, this course might help for building
resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
**********
264
Course Code: MAN 848 Course Title: Advanced Excel & Models
Home Batch/ Academic Year: 2021-2023

Programme(s):MBA(General/IB)
Course Leader:
Business uses various analytics to gain insight and establish a competitive advantage. Business Analytics are
the tools used for such analysis. These tools analyses the past data and drive business planning. Analytics can
be categorized as descriptive, predictive or prescriptive based on the type and technique used in analysis. Excel
is a tool that helps in doing basic analytics tool.
Course Objectives
• To understand the advanced features of Excel
• To provide hands on experience in using Excel as analytic tool
Unit- I: (6 sessions) (CO1 & L2)
Decision Analysis with MS Excel: What if Analysis- Data Tables, Scenario Manager, Goal Seek,
Unit II: (6 sessions) (CO2 &L2, L3)
Multidimensional Analysis with MS Excel: Pivot Table - Creating PivotTables, Working with Pivot Charts,
Working with Power PivotL2, L3)
Unit – III: (6 sessions) (CO3 &L2, L3)
Excel for Descriptive Analytics: Data Visualization, Visualization tools in Excel, Other data visualization tools,
Descriptive statistics in Excel, Statistical inference – Hypothesis testing, Analysis of Variance (ANOVA), Chi
Square test for independence
Unit IV: (6 sessions) (CO4 &L2, L3)
Excel for Predictive Analytics: Trend lines and Regression Analysis, Forecasting Techniques, Monte Carlo
simulation – Concept, Usage in Excel
Unit V: (6 sessions) (CO5 & L4)
Excel for Prescriptive Analytics: Linear Optimization – Concept, Applications, Integer Optimization, Solver in
Excel
265
CO1 Understand the working of Excel as Analysis tool A1, A2
CO2 Work with What – If Analysis and Pivot Tables A4, A5
CO3 Use Excel as a descriptive analytics tool A4, A5
CO4 Use Excel as a predictive analytics tool A4, A5
CO5 Use solver to solve optimization problems A3
CO PO Mapping

1 2 3 4 5 1 2
CO1 1 2 0 0 2 1 1
CO2 1 3 0 0 2 1 2
CO3 1 3 0 0 2 1 2
CO4 1 3 0 0 2 1 2
CO5 1 3 0 0 2 1 2
inclusive and thorough education with equity for all persons and promote learning
opportunities at all times.
*************
266
Course Code MAN850 Business Intelligence L T P J S C
3 3

Analytics & Fintech
Alternate Exposure
Many organizations struggle to provide the right information to the right people at the right time, to
help them make the right decisions. People at all levels in an organization need access to critical
business information, and to have the ability to analyze and share that information with suppliers,
partners, and customers. With aggressive competitors and highly dynamic markets, “gut feelings” and
“trial and error” are not effective for managing an enterprise. Business users throughout many
organizations need Business Intelligence (BI) for quick-and-easy access to information, to make timely
and accurate decisions. The BI is a systematic approach to automating and improving high-volume
operational and managerial decisions. It promotes a shift from speculative guessing to informed and
fact based decision making.
Course Objectives
1. Explain the role of computational support for decision making
2. Describe different components of BI architecture
3. Design a data warehouse schema for multidimensional analysis
4. Design a dashboard for a business
5. Analyze KPIs and find the causes of problems in a business scenario
267
UNIT - I Title: Decision Support Systems No of Hours: 9
Definition, Characteristics, Benefits and Limitations of DSS, Components of DSS, Classes of DSS,
Decision Making and Decision Makers – Types of Decision Makers, Decision making Styles and DSS,
Herbert Simon model of decision making, Rational and Bounded Rationality of Decision making,
Decision Making in the Organization.
Learning Outcomes:
Discuss the characteristics of DSS L2
Evaluate the type of DSS based on decision makers L5
Describe the steps in HSM L2
Discuss the concept of bounded rationality L2
Analyze the working of DSS in organization L4
UNIT - II Title: Business Intelligence Concepts No of Hours: 9
BI – Definition, BI architecture, BI Components, BI and DSS, BI platforms, the main components of BI

platforms, their capabilities, competitive landscape of BI platforms, the building blocks of business
reports, the types of business reports, the components and structure of business reporting systems.
Learning Outcomes:
Describe BI architecture L2
Distinguish different BI components L2
Distinguish different components of business reports L3
Evaluate how to write a business report L5
268
UNIT - III Title Introduction to Data Warehousing and OLAP No of Hours: 9
Characteristics of Data Warehouse, Advantages and Disadvantages of Data Warehousing, Data Mart,
Aspects of Data Mart, ETL Process, Online Analytical Processing , Characteristics of OLAP, OLAP Tools,
OLAP Data Modeling, OLAP Tools and the Internet, Difference between OLAP and OLTP,
Multidimensional Data Model, Data Modeling using Star Schema and Snowflake Schema
Learning Outcomes:
Distinguish between data warehouse and data marts L2
Distinguish between OLTP and OLAP L2
Design a data warehouse schema L3
Distinguish different types of OLAP L2
Discuss different OLAP operations L4
UNIT - IV Title Visualizations and Dashboards No of Hours: 9
Importance of data visualization, types of basic and composite charts, Best practices in designing data
visualizations. Dashboards - Characteristics of a dashboard, the types of dashboards, and the list
attributes of metrics usually included in dashboards, guidelines for designing dashboard
Learning Outcomes:
Evaluate different type of charts L2
Describe the characteristics of dashboards L2
Design a dashboard for a given problem L4
Evaluate the effectiveness of a dashboard using metrics L5
269
UNIT - V Title Business Performance Management Systems No of Hours: 9
and BI Strategy
Concept of Business Performance Management (BPM), Components of BPM, BPM cycle, Usage of KPIs
in BPM, Balanced scorecards, BI Maturity - levels of BI maturity, the factors that impact BI maturity
within an organization, Challenges and the potential solutions for a pervasive BI maturity within an
organization, BI Strategy - Critical success factors for implementing a BI strategy, BI framework, and BI
implementation targets.
Learning Outcomes:
Distinguish the components of BPM L2
Understand BI framwwork L2
Evaluate the BPM using KPI L5
Evaluate BI maturity in an organization L5
Course Outcomes:
1. Discuss the components of Decision Support Systems

2. Distinguish different Business Intelligence Concepts
3. Distinguish different OLAP operations
4. Distinguish different type of visualization methods for creating dashboards
5. Explain BI framework
Textbook(s):
1.Ramesh Sharda, Efraim Turban, Dursun Delen, Business Intelligence, Analytics, and Data
Science: A Managerial Perspective, Pearson Education, New Delhi, 2019
Additional Reading
Reference Book(s):
270
1. Ramesh Sharda, Efraim Turban, Dursun Delen, Business Intelligence and Analytics: Systems for
Decision Support, Pearson Education, New Delhi, 2018.
2.SK Shinde, Uddagiri Chandrasekhar, Data Mining and Business Intelligence, Wiley India,
Noida, 2019
3. Steve Wexler, Jeffery Shaffer, Andy Cotgreave, The Big Book of Dashboards: Visualizing
your data using real world business scenarios, Wiley, USA, 2017
Journal(s):
1.
Website(s):
CO-PO Mapping:
CO1 0 1 0 0 2 1 2
CO2 0 2 0 0 2 1 2
CO3 0 2 0 0 2 2 3
CO4 0 3 0 0 3 3 3
CO5 0 2 0 0 2 2 3
APPROVED IN:
SDG Justification:
This course is related to programming, which is considered important for IT applications, practice
of data analytics, and digital infrastructure in the industry. So, this course might help for building
resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
**********
271
Course Code MAN 852 HR Analytics L T P J S C
3 3
Course Pre-requisite(s) Nil Contact hours 45
Course Co-requisite(s) Nil Date

Approved
Alternate Exposure
We are on the threshold of most exciting and promising phase of the evolution of human resources
and human capital management. Today there is a shift of the attention towards predictability. The
course is designed to study about predictive management, that is, managing today and tomorrow.
It is also known as HCM: 21. It is holistic predictive management model and operating system for
human resources function. HCM: 21 is a four-phase process that starts with scanning the market
place and ends with an integrated measurement system. In the middle it addresses workforce and
succession planning in a new way and shows how to optimize and synchronize the delivery of HR
services.
Course Objectives
● To understand the importance of Analytics in HRM
● To understand the Concepts and models in predictive analytics that come handy in solving
realtime HR problems/cases.
● To understand, apply and appreciate HCM: 21.
● To analyse predictive management model and its process and HCM:21 process
● To make a detailed study of case studies from Government and private companies.
272
UNIT - I Meaning of Analytics No of Hours: 9
Classification; Importance HCMs; Role and Perspective of HCMs.
Learning Outcomes:
Understand the meaning of Analytics L2
Understand the classification and importance of HCM L2
Describe the Role and Perspective of HCMs L2
UNIT - II HCM Model No of Hours: 9
The Employee Value Proposition; Compensation, Attracting, Motivating and retaining employees now
and in the future.
Learning Outcomes:
Understand the key concepts of Employee value proposition L2
Understand the terms compensation, Attraction, Motivation L2
Describe the ways and means to retain the employees in an organization L2

The new face of work force planning
The workforce planning; segmentation of skills, the business playbook; the contents and process of
creating a playbook.
273
Learning Outcomes:
Understand the concept of workforce planning L2
Understand the segmentation process L2
Create a business playbook L4
UNIT - IV Quality employee engagement No of Hours: 9
Employee Engagement Definition and Measurement; Engagement Drivers; Disorder and

Disengagement; Behaviour Based Signs of Departure, Event based Signs of Departure, Databased
Signs of Departure;
Learning Outcomes:
Understand the basis of employee engagement and its measurements L2
Describe the drivers of engagement L2
Understand the concepts based on Departure L2
UNIT - V Meaning of Metrics No of Hours: 9
Our Human Capital Performance Metrics; The Second Generation and Third Generation Metrics
Connecting the Metrics; Predictive Analytics for Human Capital Management
Learning Outcomes:
Understand the Human Capital Performance Metrics and its derivatives L2
Understand the concept of Predictive Analytics for HRM L2
Solve the real-life cases in HRM L4

274
Measure the Human Capital Performance L4
Course Outcome Assessmen

t
CO1 Explain the significance of human capital metrics in creating value A1, A3,A4
proposition for the organization
CO2 Analyze the application of analytics to make various HR decisions A1,A2,
A3,A4
CO3 Create a business playbook A2
CO4 Design a HRIS based on organization needs A1, A2
CO5 Implement HRIS in an organization using concepts of Project A1, A4
management
Textbook(s):HR Analytics:Strategic Decision Making by Nishant Uppal
Textbooks, E-books, Reference Materials, Web resources, Computer Lab
Journal(s):International Journal of Human Resource Management, Tailor & Francis online
CO-PO Mapping:
CO1 3 1 1 1 1 1 0
CO2 1 3 1 1 2 1 0
CO3 3 1 2 1 1 1 0
CO4 1 1 2 1 1 0 1
CO5 1 1 2 1 3 0 1
APPROVED IN:
SDG Justification:
*********
275
Electives in International Business

MBI 842 Managing Global Compliance in
Exports
version
requisite(s)
requisite(s)
Alternate Exposure
Managing global compliance in exports is in conjunction with international business and exports
imports management. This course presents various compliance procedures to comply with
internationally. It provides a comprehensive knowledge in all areas of Export/Import Trade
Compliance. Trade compliance is the process and system of understanding and adhering to the laws
and regulations controlling the export and import of goods, products, information and technology
between countries.
Course Objectives
● Grasp the foundations of compliance in international trade
● Acquire and improve their skills of compliance management and broaden their understanding of how to
deal with international procedures of compliances.
● Perform more productively in their operations of international business and deal with compliances.
● Continue enriching and upgrading their knowledge and honing their compliance skills, by applying study
techniques (e.g. learning, practice, reflection, and inquiry) as part of the instructional content.
● Acquip with the global compliance skills in exports in conjunction with international business sand exports
imports management
Unit I Title : Introduction to Export Administration Regulation Sessions :No. 10

An Introduction to Export Control, Export Administration Regulations (EAR),
International Traffic in Arms Regulations (ITAR)
Learning outcomes:
● To have a knowledge on EAR Process L1
● To understand the framework of Export Control L2
● Understand the concept of ( ITAR) L3
● Explain the importance of International Traffic Control L4
276
● Explore the framework of International Traffic In Arms Regulations L5
Unit II Title: Introduction to Foreign Corrupt Practices Act (FCPA) Sessions No.10
Foreign Corrupt Practices Act (FCPA), Customs and Border Protection (CBP)
Automated Export System (AES), Classification of goods and compliance requirements.
Learning outcomes:
● To have a knowledge on FCPA Process L1
● To understand the framework of CBP L2
● Understand the concept of Automated Export System AES) L3
● Explain the importance of Classification of Goods L4
● Explore the framework of Regulations of Compliance L5
Unit III Title : Foreign Trade Regulation (FTR), ECCN Classification Sessions No.10
Foreign Trade Regulations (FTR) Export Control Classification Number (ECCN) Classification
(Jurisdiction, ECCN, Schedule Band HTS) Compliance Program Best Practices, Recent Developments
and Changes
Learning outcomes:
● To have a knowledge on FTR Process L1
● To understand the framework of ECCN L2
● Understand the concept of HTS Schedule Band L3
● Explain the importance of Classification Procedure L4
● Explore the framework of FTR and ECCN process L5
Unit IV Title: Licensing Practices, Internal Compliances Process Sessions No. 10
277
Internal compliance, Licensing Practices, Compliance commitment, Logistics/Traffic and Shipping
Export Controls with tariff barriers
Learning outcomes:
● To have a knowledge on compliance process L1
● To understand the framework of Licensing Practices L2
● Understand the concept of Traffic and Shipping process L3
● Explain the importance of Export Control Processes L4
● Explore the framework of Tariff Barriers and Procedures L5

Unit V Title: The ATA Carnet A temporary Under Bond (TIB) Sessions : No. 10
The ATA Carnet, A Temporary Import under Bond (TIB)Temporary Importation under Bond - Duty free
entry of goods to be re-exported. Temporary admission, The Temporary Import/Export Scheme (TIS),
Mexico - Temporary Entry, Strategic commodities control, Hong Kong
Learning outcomes:
● To have a knowledge on ATA Carnet procedure L1
● To understand the framework of TIB and Bonding L2
● Understand the concept of Duty Free Entry of Goods L3
● Explain the importance of Temporary Import & Export Process L4
● Explore the framework of Mexico Temporary Entry L5


CO1 Understand the concepts related to compliance in the International
A1
Business process
CO2 Improve their skills in understanding and managing global
A3
compliances
CO 3 Demonstrate skills as trained compliance and international business
A3 & A2
process
CO 4 Can deal with the diversity in International trade and global
A3 & A2
compliance management issues
CO5 Understand the global compliance skills in exports in conjunction with
A4
international business sand exports imports management
278
http://ficci.in/spdocument/22974/Final_Export-Control-Compliance-Manual.pdf
CO PO Mapping
POs PSOs
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 9 11 4 11 6 8 11 54
SDG8 and 17 ** 2 0 0 1 1 1 2
**Introduction to decent work and economic, growing global trade and financial systems,
concepts in the sustainable production and supply methods and sustainable means of the
usage of resources are in correlation with the SDG goals.
******
279
MBI844 Doing Business with
Emerging Markets
Alternate Exposure
The course helps the students to understand the cultural, economic and geopolitical environments;
and International Relations of emerging markets of the world. It would facilitate the students,
understand the regulatory and policy frameworks of the emerging market economies of the Asia
Pacific Countries. Further, to highlight the opportunities and challenges of India in doing business
with the selected emerging market economies and to train them with practical orientation of trading
with selected emerging market economies.
Course Objectives
The objectives of the course are to understand, analyse, and examine the following:
• To introduce the students to the political and business systems of the emerging market economies
• To facilitate the students to understand the cultural, economic and geopolitical environments; and
International Relations of emerging markets of the world.
• To facilitate the students, understand the regulatory and policy frameworks of the emerging market
economies of the Asia Pacific Countries.
• Further, to highlight the opportunities and challenges of India in doing business with the selected emerging
market economies.
• To train them with practical orientation of trading with selected emerging market economies.
Unit I Title: Introduction to Emerging Markets: No of Hours- 10
Introduction to Emerging Markets, Emerging, developing, catching up • Economic performance, GDP

and emerging markets, Financial markets and macro-economic stability, Political instability and
economic performance, Wealth, productivity and inequality, Demography and wealth, Consumption
and first time buyers, Infrastructure, Sophistication of the economy.
● To have a grasp knowledge on emerging markets. L1
● To understand the functioning of financial markets. L2
● Understand the core concepts of macroeconomic stability. L3
280
● Explain the infrastructure presence in these economies. L4
● Explore the functioning of the business in emerging economies. L5
Unit II Title: Operating in the Emerging Markets: No. of Hours: 10
Operating in Emerging Markets, The determinants of attractiveness and the four dimensions
classifying the determinants of attractiveness, four macro dimensions that shape emerging markets,
operationalizing the four dimensions analysis.
Emerging Markets Innovation: The Next Wave Triggered by Low-Cost Cars • Low-cost business models
in emerging markets • Key levers in reducing product costs • Design effectiveness – key for
sustainable low-cost solutions • Driving down factor costs.
Managing Risk in Emerging Markets: Defining risk in EM, Expected and unexpected risk Location risk
and targeted risk, from location to targeted risk, Assessing and managing risk- Case Study: Economic
Crises: Evidence and Insights from East Asia
● Understand the regulatory and policy frameworks of the emerging market economies of the
world. L1
● To understand the cultural, economic and geopolitical environments; and International

Relations of the emerging market economies of the world. L2
● Political and Business Systems in the emerging market economies. L3
● Identify the Opportunities and Challenges of Doing Business with Asia Pacific Countries.
L4
● Helps in understanding the practical orientation of trading with selected emerging market
economies.L5
Unit III Title: Introduction to Emerging Markets: No of Hours.10
Introduction to Emerging Markets, Emerging, developing, catching up ∙ Economic performance, GDP and
emerging markets, Financial markets and macro-economic stability, Political instability and economic
281
performance, Wealth, productivity and inequality, Demography and wealth, Consumption and first time
buyers, Infrastructure, Sophistication of the economy
● Understand the role of the emerging markets. L1
● Understand the factors influencing the macro stability. L2
● Explain the problem of income inequalities in these economies. L3
● Explain the influence of demography on economies. L4
● Explain the reasons behind importance of political stability. L5
Boards
Unit IV Title: Emerging Market Economies –Country Specific Discussions No of Hours- 10
Brazil, Russia, India, China, Vietnam, Indonesia, Philippines, Thailand, Turkey, Africa: Consumer
Outlook, Buying Power, Cultural Differences, Technology and Infrastructure, Competitive Advantage
of Domestic vs International firms, Effect of Globalization, FDI, Growth, Inflation, Political stability,
Poverty, Corruption, Risks, Environmental Issues, Business Development and Micro-Financing, Trade
tensions and Policies, Role of WTO and others. Opportunities, Outsourcing and others. Case Studies:
Harvard Case Study: Singapore Inc, The Fundamental Institutions of China’s Reforms and
Developments, Chenggang Xu
• Explain the concept of micro financing L1.
● Explain the Options markets in Asia. L2
● Understand the geopolitics of emerging markets. L3
● Outline role of WTO and other organizations. L4
● Discuss the institutional reforms of China. L5
Unit V Title: The Asian Emerging Economies No of Hours- 10
Trade policy of the Asia Pacific Countries-Implications on India; Bilateral Trade and Investment and
co-operations; Trade in Goods –services-co-operations in knowledge-based industries and protection
of Intellectual property rights – Select sectors –Agriculture - Tariffs and Non-Tariff Barriers. Case
Study: Asia’s dynamic growth in the new century.
282
Learning outcomes:
● Understand the challenges of International trade. L1
● Understand the role of WTO. L2
● Explain the emergence of New Mercantilism. L3
● Discuss the Asian emerging economies. L4
● Describe the role of International Financial Corporations. L5

CO1 Understand the regulatory and policy frameworks of the emerging market
A1
economies of the world.
CO2 To understand the cultural, economic and geopolitical environments; and
A3
International Relations of the emerging market economies of the world.
CO3 Identify and evaluate the role symmetric versus asymmetric information
A3 & A2
plays in the structure and operation of the financial system information.
CO4 Identify the Opportunities and Challenges of Doing Business with Asia
A3 & A2
Pacific Countries.
CO5 Helps in understanding the practical orientation of trading with selected
A4
emerging market economies.
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO). 0=
No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
MBA – IB Doing Business with Emerging markets -CO-PO

Mapping
POs PSO’s
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
283
Target
Maxim
Achieved 9 11 4 11 6 8 11 60
SDG16** 1 0 0 1 1 2 1
**Introduction to global financial systems, concepts in the Unit-1 to 4 on sustainable
production and supply methods and responsible means of usage of resources are in
correlation with the SDG goal 16.
Reference Books:
• International Business; An Asia Pacific perspective by Andrew Delios, Paul W. Beamish Jane
W. Lu., Pearson Education; Second edition(January 18, 2010)
• Why Nations Fail: The origins of Power, Prosperity and Poverty by Acemoglu, Daron and James
Robinson, 2012, Crown Publishing.
• Business Growth Strategies for Asia Pacific by Chien.W.Shih.S and Chu.P.Y, 2005, John Wiley
& Sons (Asia) Pvt. Ltd.
• Business in Asia Pacific: Text and Cases by Sonia El Kahal, 2001, Oxford University Press.
-----
284
MBI 846 International Business
Negotiations
Course Owner Dr.Radha Syllabus 1.
Raghuramapatruni version 0
Course Pre- Contact
requisite(s) hours 5
0
Course Co- Date
Alternate Exposure
The success of international business relationships depends on effective business negotiations. Negotiators need
to be well prepared. Understanding how to achieve international business negotiation outcomes and the factors
relevant to the process will allow negotiators to be more successful. The course content includes Negotiation
Fundamentals, Framework for IB Negotiation some international approaches of and types of negotiations.
Course Objectives
• Grasp the foundations of negotiation, the nature and basic characteristics of negotiation situations,
and the evolving framework for IB negotiation in responding to change in international business community,
with a focus on the China context.
• Acquire and improve their skills of negotiation and communication, and broaden their understanding
of how to deal with diversity in international negotiation, including the increasing role of English as a lingua
franca.
• Perform more productively in their private life and on their future job positions by acting as an
educated or trained negotiator.
• Continue enriching and upgrading their negotiation knowledge and honing their negotiation skills, by
applying study techniques (e.g. learning, practice, reflection, and inquiry) as part of the instructional content.
• The course provides an overview of International Business Negotiations.
Unit I Title: Psychology and negotiation No of Hours- 10

Psychology and negotiation: negotiators as psychological beings; perceptual distortions and strategies (proactive
and reactive); cognitive biases (psychological traps) and counter-measures; framing and reframing crucial to
negotiation; emotion as an emerging inquiry and as influence tactics and ethical and unethical tactics: a cultural
perspective.
Learning outcomes:
● To have a grasp knowledge on the negotiations. L1
● To understand the psychology of negotiators. L2
● Understand the core concepts of cognitive biases. L3
● Explain the different types of ethical and unethical tactics. L4
● Explore the cultural aspects of negotiations. L5
285
Unit II Title: Communication and Negotiation Essentials of Negotiation and the nature of negotiation Ethics in
Negotiation No. of hours: 10
Fundamentals of Communication Potential Barriers or miscommunications in negotiation; Effective
Communication Skills: Inquiry, good listening, observation Intercultural communication: appropriateness and
efficacy Stage-related Communication Considerations; Classroom Activity: Personal Bargaining Inventory
Questionnaire and Follow-up Group Discussion; Self-assessment: Are you a good listener? Self-study: 1. Body
language; 2. Negotiating Culturally: Dealing with diversity.
Learning outcomes:
● Understand the fundamentals of communication. L1
● To understand the importance of effective communication skills. L2
● To understand the role of intercultural communication. L3
● To understand the stage related communication. L4
● Helps the students to understand the effective ways of bargaining. L5
Unit III Title Basic structure of Integrative Negotiation: No of

Hours.10
Basic structure of Integrative Negotiation; some related strategies and tactics; Distinction and relationship
between Distributive Bargaining and Integrative Negotiation
Learning outcomes:
● Understand the basic structure of integrative negotiation. L1
● Understand the factors effecting related strategies and tactics. L2
● Explain distributive bargaining. L3
● Explain the Integrative negotiation. L4
● Explain the basic structure of related strategies. L5
Unit IV Title: Planning and Negotiation Process No of Hours- 10
Goals and Strategy as key elements in planning; Stages/Phase-based Negotiation Process; Planning Guide (effective
planning steps), Application of Planning Guide Case illustration: strategy choice and strategic negotiation process,
Explain the key elements of planning. L1.
● Explain the various stages of phased negotiation process. L2
● Understand the planning guide. L3
● Outline role the strategy choice. L4
286
● Discuss the strategic negotiation process. L5
Unit V Title: The Central Routes to Influence (4 Sessions) No of Hours- 10
The Central Routes to Influence: The Message and Its Delivery Peripheral Routes to Influence; the Role of
Receivers—Targets of Influence.
● Understand the central routes to influence. L1
● Understand the system of message and its delivery L2
● Explain the peripheral routes to influence. L3
● Discuss the role of receivers. L4
● Explain the market targets of influence. L5

CO1 Understand the basic concepts and process of Commodity Derivatives. A1
CO2 Experiment with data through technical tools for decision making. A3
CO3 Evaluate different markets and strategies for Commodity Derivative
A3 & A2
Decision Making.
CO4 Analyze risk and uncertainty in the Market. A3 & A2
CO5 Understand and perform providing the cost-effective economic
A4
development strategies
Reference Books:
● E-Resources, Cases, E-Books, Websites, E-Library, Handouts.
● Lax, David A. and James K. Sebenius. Deal crafting: The Substance of Three- Dimensional Negotiations,
Negotiation Journal January 2002, pp.5-28
● Jamal A. Al-Khatiba, AvinashMalshea, MazenAbdulKader. Perception of unethical negotiation tactics: A

comparative study of US and Saudi managers, International Business Review 17 (2008) 78–102.
287
CO PO Mapping
POs PSOs
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 9 11 4 11 6 8 11

54
SDG4 ** 2 0 0 1 1 1 2
**Introduction trade and systems, sustainable production and supply methods, and sustainable
means of resource usage are correlated with the SDG goals. Units 1 and 2 deal with what roles
and responsibilities are essential in management.
** To achieve the Goal- Strengthen the means of implementation and revitalize the Global
----------0---------
288
MBI 848 Sectoral and Cluster Strategies for
Course Owner Dr.Srilalitha Girija Kumari Sagi Syllabus 1.0
version
requisite(s)
Course Co- Date
Alternate
Exposure
Clusters can be defined as sectoral and geographical concentration of enterprises, in particular Small
and Medium Enterprises (SME)s. Clusters are geographic concentrations of competing and
collaborating firms that tend to produce innovation and higher than average wages. Cluster-based
economic development strategies are interventions designed to improve a cluster’s performance by
addressing the common needs of businesses within the cluster. Clusters generate wealth in a region,
clusters give a region a competitive advantage, and clusters can provide the basis for cost-effective
economic development strategies.
Course Objectives:
● Grasp the foundations of negotiation,
● Acquire and improve their skills of negotiation and communication, and broaden their understanding
of how to deal with diversity in international negotiation, including the increasing role of English as a lingua
franca.
● Perform more productively in their private life and on their future job positions by acting as an
educated or trained negotiator.
● Continue enriching and upgrading their negotiation knowledge and honing their negotiation skills, by
applying study techniques (e.g. learning, practice, reflection, and inquiry) as part of the instructional content.
● To understand and perform providing the cost-effective economic development strategies.
Unit I Title: Introduction to Clusters Session : No. 10

What is a cluster, what characterize clusters typically, role of suppliers, service providers, knowledge providers,
and associated institutions that do business with each other and share needs for common talent, technology,
289
and infrastructure, developing Industry Clusters for economic growth. Economic Cluster qualifiers and
differentiators
Learning outcomes:
● To have a knowledge on Industrial Clusters L1
● To understand the Framework of

Clusters L2
● Understand the concept of Cluster Development Strategy L3
● Explain the preference given to Cluster Approach L4
● Explore the framework of Technology and Infrastructure

system L5
Unit II Title : Sectoral Clusters and Categories Marshallian Trinity Approach Session : No. 10
clusters categories: Emerging (low scale; high growth), Competitive (high scale; growing), Mature
(high scale; stable or declining), Stabilizing, (diversifying), Strategic (based on the plans and/or needs
of public sector actors. Marhsallian trinity Approach: a) Labor Market Pooling, b) Supplier
Specialization c) Knowledge Spillover
Learning outcomes:
● To have a knowledge on Categories of Clusters L1
● To understand the framework Marshallian Trinity

Approach L2
● Understand the concept of Labor Market Pooling L3
● Explain the preference given to Supplier Specialization L4
● Explore the framework of Sect oral Clusters

system L5
Unit III Title: Clusters and Strategies Sessions: No. 10
The five types of cluster strategies : defensive cluster strategies, offensive cluster strategies, prospective
cluster strategies, cluster-based business recruitment, and pre-cluster consolidation strategies.
Learning outcomes:
290
● To have a knowledge on Cluster Strategies L1
● To understand the Framework of Defensive Cluster Strategy

Policy L2
● Understand the concept of Prospective Cluster Strategies L3
● Explain the preference given to Pre – Cluster Consolidation strategies L4
● Explore the framework of Cluster based business recruitment

system L5
Unit IV Title : Clusters of Competencies and Economic Impact Sessions : No. 10
Competencies of Clusters and Economic Impact, determining the industry clusters effect on the
economic development of a region, regional economic development strategy of clusters and
Economic Performance Process.
Learning outcomes:
● To have a knowledge on Competencies of Clusters L1
● To understand the Framework of Economic

impact L2
● Understand the concept of Economic Development Strategy L3
● Explain the preference given to Regional Development L4
● Explore the framework of Clusters and Economic Performance

process L5
Unit V Title: Regional Purchase and Local Demand for the Commodities Sessions: No. 10
Cluster analysis with highly localized components and services. Cluster managing and global markets
impact and competition. The role of regional purchase coefficients average RPC is the proportion of
local demand for the Commodity that is currently met by local production, Developing Local Economy
Based on Regional Superior Commodities. Producer groups and Commodity Clusters
Learning outcomes:
● To have a knowledge on Regional Purchase Process L1
291
● To understand the Framework of Local Demand
Process L2
● Understand the concept of the role Regional Purchase L3
● Explain the preference given to Regional Commodities and

supplies L4
● Explore the framework of producer groups and commodity clusters

system L5

CO1 Understand the concepts related to sectoral clusters in International
A1
Business process
CO2 Improve their skills in understanding industrial cluster management and
A3
sectoral zones.
CO3 Demonstrate skills as a trained international trader in clusters and sectoral
A3 & A2
zones
CO4 Can deal with the diversity in International trade and cluster management
A3 & A2
issues
CO5 understand and perform providing the cost-effective economic
A4
CO PO Mapping
POs PSOs
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target Level Max 8 11 54
9 11 4 11 6
SDG12** 2 0 0 1 1 1 2
292
Responsible Consumption and Production: Achieving economic growth and sustainable
development requires urgently reducing our ecological footprint by changing how we produce
and consume goods and resources. To ensure inclusive and equitable quality education and
promote lifelong learning opportunities for all.
**********
293
MBI 850 Multilateral Trade
Institutions & India
Alternate Exposure
International Trade management has gained immense significance in India in the last decade. The
objective of this course s to inculcate a strong understanding of the institutional framework of the
global trading environment. The students will be able to understand the role of various International
Organization in Promoting International Trade. In addition the students will also be able to map the
flow of volumes of various commodities from one country to the.
Course Objectives
• Grasp the foundations of various International Organizations in promoting International Trade.

• Acquire and improve the knowledge of trade promotion bodies of India.
• Understand the worldwide inter country trade volumes.
• Understand the various functions and operations of various multilateral trade institutions.
• To Analyze the opportunities and challenges of India in the various multilateral trade organizations.
Unit I Title: Introduction to Multilateral Trading Systems No of Hours- 10
International Trade Environment, Multilateral Trading system, Institutional Framework for

Multilateral Trading systems- WTO, Legal Framework for Multilateral Trading System, Implications of
Uruguay Round- The Indian Perspective, 4th Ministerial Meeting-Doha Declaration
Learning outcomes:

● To have a grasp knowledge on multilateral trading systems.
L1
● To understand the Institutional framework for Multilateral Trading System. L2
● Understand the core concepts of WTO. L3
● Explain the infrastructure presence in these economies. L4
● Explore the legal framework of Multilateral trading system. L5
294
Unit II Title: International Developmental Organizations No. of Hours: 10
Role of World Bank, International Monetary Fund, Asian Development Bank, BRICS Development
Bank, Asian Infrastructure Investment Bank, World Trade Organization, United Nations Organization
for Trade and Development, International Trade Centre(ITC)-Geneva.
Learning outcomes:
● Understand the regulatory and policy frameworks of the developmental organizations.

L1
● To understand the objectives and functioning of international developmental banks.

L2
● To understand the Political and Business Systems in the Worlds. L3
● Identify the Opportunities and Challenges of United Nations Organization. L4
● Helps the students to understand the objectives and functioning of the World Bank. L5
Unit III Title: Introduction to Regional Blocks: No of Hours.10
Regional Trade Blocks
European Union, NAFTA, ASEAN, APEC, SAARC, CARICOM, MERCOSUR, SAFTA, BRICS. Quad &G7
Learning outcomes:
● Understand the Regional Trade Blocks. L1
● Understand the factors influencing the formation of trade blocks. L2
● Explain the different regional trade blocks. L3
● Explain the influence of BREXIT on EU. L4
● Explain the reasons behind the formation of recent block Quad. L5
Boards
295
Unit IV Title: Trade Promotion Organization in India No of Hours- 10
Ministry of Commerce, Export Promotion Councils & Commodity Boards, India Trade Promotion
Organization, Export-Import Bank of India, ECGC, FIEO, Skill development co-operation.
Explain the concept of Export Promotion. L1.
● Explain the role of export promotion councils.

L2
● Understand the ideology of new mercantilism. L3
● Outline role of trade promotion organization in India. L4
● Discuss the institutional reforms of export promotion in India. L5
Unit V Title: Trade Statistics and Data Analysis (4 Sessions) No of Hours-

10
Trade Information for Exports/Imports/Investments/Growth rates, Systems of Trade Classification

HS/SITC, Various Sources of Trade Statistics, FAO, World Bank, ITC, IMF, DGCI & S, TRAINS,
UNCOMTRADE.
● Understand the various sources of trade data sites. L1
● Understand the system of commodity Classification. L2
● Explain the sources of trade data classification. L3
● Discuss the research methods in trade data analysis. L4
● Explain the analysis of trade data. L5
296

CO1 To Assess the role of various International Organizations in promoting
A1
International Trade.
CO3
Students will be able to examine worldwide inter country trade volumes. A3 & A2
CO4
Understand the various functions and operations of various multilateral
A3 & A2
trade institutions.
CO5
Understand the opportunities and challenges of India in the various
A4
CO PO Mapping

MBA – IB – Multilateral Trade Institutions and India
CO-PO Mapping
POs PSO’s
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 3 12
CO3 2 2 2 2 2 1 3 14
CO4 2 3 2 1 1 1 2 12
CO5 2 3 0 1 1 2 2 11
Target
Maximum
Achieved 9 11 4 7 6 6 11 54
SDG17** 1 0 0 1 1 2 1
**Introduction to global financial systems, concepts in the Unit-1 to 4 on sustainable
production and supply methods and sustainable means of usage of resources are in
correlation with the SDG goal 17.
Reference Books:

297
● International Business –V.Sharan
● International Business –SumatiVerma
Recommended and Reference Textbooks

1. Trade Facilitation in the Multilateral Trading by Wu Hao
2. WTO at the Margins-Small States and the Multilateral Trading System by Roman Grynberg
3. International Business –V.Sharan
● Academy of International Business
● Asian Development Bank –Country Reports
Videos
Is Multilateralism at Crisis, https://www.wto.org/english/forums_e/debates_e/debate45_e.htm?
Markets Trade and Institutions, https://www.wto.org/english/forums_e/debates_e/debate45_e.htm
1. Software Requirements for the Course
Microsoft Office
----------0----------
298
Port and shipping 3
Management
Course owner Syllabus version 1.0
Alternate Exposure
Introduction
Ports and shipping industry, as a key node in logistics sector, hold a vital role in the growth of foreign
trade of a nation. Existence of vibrant ports and robust shipping services help accelerate the pace of
development. Considering the significance of India’s buoyant foreign trade volumes, the course aims
to equip students with the intricacies and make them ready to handle the opportunities and
challenges of this sector
Course Objective
1. Role of maritime industry in facilitating global trade and in supporting the growth prospects of
a nation.
2. The initiatives take by ports in providing value added services to its clients apart from the
initiatives in port infrastructural developments that make a port robust.
3. The ownership models and how these models influence their ability to provide services to
clients and improve performance.
4. Various departments/processes at a port and required assets each of such department/process.
5. Sourcing and investment procedures at port, cost calculations & tariff fixation at ports.
Unit - I Maritime business: No of Hours:8

Role, features, and functions of Shipping in development of economies; Understanding
facilities at ports; Physical infrastructure at ports, departments and processes in ports; port
vs. terminal; Types of Vessels and Cargo handled; Value added services provided at ports.
Learning Outcomes:
Understand the role of Shipping in development of economies L2
Understand the different facilities at ports L2
Understand different types of Vessels and Cargo handled L2
Evaluate Value added services provided at ports. L5
299
Unit - II World cargo movement trends, Sea trade routes, Maritime No of Hours: 8
conventions
Hub & spoke ports; Port performance metrics; Review of performance of key ports across
the world; Future of ports; Ports and Shipping in India.
Learning Outcomes:
Analyse World cargo movement trends L4
Analyse the Sea trade routes and port L4
Review of performance of key ports across the world L2
Analyse future of ports and shipping in India. L4
Unit - III Types of ports No of Hours: 8

Port ownership models; Meaning, features, role of Inland Container Depots (Dry Ports),
Container Freight Stations; Inland waterways; Port capacity planning and management; Port
logistics & Supply chain systems; Port strategic alliances, Market positioning and
differentiations.
Learning Outcomes:
Explain the Port ownership models L2
Assess the Dry Ports, Container Freight Stations and Inland waterways L5
Analyse Port capacity planning and management; Port logistics & Supply chain L4
systems
Evaluate Port strategic alliances, Market positioning and differentiations. L5
Unit - IV Port and Shipping Operations: No of Hours: 8

Marine Management Services and Operations; Vessels' Planning; The Four Stages of Port
and shipping Management and Operations; Marine Terminal Operator (MTO) Agreements
and Leasing Opportunities; Marine Terminal Operators and Leasing Opportunities: Case
Studies. The future of ports & Shipping - strategic& tactical port planning; Port and shipping
planning and decision factors.
Learning Outcomes:
Explain Marine Management Services and Operations L2
Identify the Four Stages of Port and shipping Management and Operations L4
Evaluate Marine Terminal Operator (MTO) Agreements and Leasing Opportunities L5
Analyse The future of ports & Shipping L4
300
Unit - V Port & Shipping Finance & Investments cost & revenue No of Hours: 8
heads
Basis for cost calculations at ports and Shipping; investments appraisals, guidelines of Tariff
Authority for Major Ports (TAMP); TAMP Notifications; Understanding Scale of Rates at
selected public and private ports; Shipping Costs and freight Calculations.
Learning Outcomes:
Understanding Basis for cost calculations at ports and Shipping L2
Analyze investments appraisals, guidelines of Tariff Authority for Major Ports (TAMP) L4
Understanding Scale of Rates at selected public and private ports L2
Analyze Shipping Costs and freight Calculations. L4
CO1: To understand the Maritime industry, Port and Shipping Operations L2

CO2: Explain Port and Shipping Operations, their trends and performance L3
CO3: Analyze the Port and Shipping related developments across the world L4
CO4: Evaluate Port and Shipping Operations for asset planning L5
CO5: Understand the Sourcing and investment procedures at port, cost L2
calculations & tariff fixation at ports
Textbook(s):
• Ronald H. Ballou, Samir K. Srivastava 2007, Business Logistics/Supply Chain Management, 5/e,
Pearson Education.
Additional Reading

• Khalid Bichou, Port Operations, Planning and Logistics, Routledge
• Marine Transportation Management, Henry S. Marcus, Auburn House Pub. Co., 1986.
• Management of Transportation, Bardi Edward J., Cengage Learning (Thompson), 6th Edition
2006 [International Edition].
• Martin Stopford, Maritime Economics, 3e, Routledge, 2009.
Journal(s):
11. Journal of Shipping and Trade
12. International Journal of Shipping and Transport Logistics (IJSTL)
13. Contemporary Shipping Logistics and Port Management
301
14. The Asian Journal of Shipping and Logistics
Course Mapping

CO1 1 1 0 1 0 2 1 6
CO2 2 2 0 2 1 2 1 10
CO3 2 2 2 1 2 2 2 13
CO4 2 2 1 2 1 2 2 12
CO5 2 1 0 3 1 2 3 12
SDG17** 2 0 0 2 1 2 2
SDG Justification: Topics like Port logistics & Supply chain systems; Port strategic alliances,
The future of ports & Shipping – strategic & tactical port planning; Port and shipping
planning and decision factors, are in correlation with sub goals of SGD17
Global Partnership for Sustainable Development.
*********
302
MBI 858 Global Sourcing
Alternate Exposure
Globalization and growth of free trade have given numerous opportunities to the growth of manufacturing
and services sectors across the world. Improving interdependence among nations allowed business
organisations to look for suppliers and customers beyond their physical boundaries. Technological innovations
coupled with growth of internet conferred newer avenues for business managers to seamlessly procure goods
from across the world and manage inventory levels. These developments have significantly improved industry
expectations from the business executives. The course is, therefore, designed to enhance the skillset of
students who wish to create niche for themselves in this domain. Contents of the curriculum cover the
dynamics of global sourcing that can equip the students to confidently support the global sourcing practices at
the organisations that they join.
Course Objectives
To explain the skills required for global sourcing
Explore the role of supply chain management and trade promotion bodies of India.
Students will be able to discuss the strategic source plan

Ellucidate the supplier diversity management
Assess the S2S process outsourcing
Unit I Title: Introduction to Global Sourcing No of Hours- 10
Definition and meaning of Sourcing & Outsourcing; global purchasing management; Skill required; Need for
global sourcing; Modes of global sourcing. Global sourcing models & risks involved.
Case Study: Global Sourcing Development at IKEA
Learning outcomes:
● To understand the concepts of sourcing and outsourcing. L1
● To understand the global purchase management system. L2
● Understand the core concepts of skill requirement. L3
● Explain the infrastructure and needs of global sourcing. L4
● Explore the various global sourcing models and the risks involved. L5
303
Unit II Title: Cost considerations in global sourcing No. of Hours: 10
Landed costs: developing landed cost models; integrating domestic supply chain requirements,
reducing landed costs; transportation and logistics. Risk management & insurance – contract and
business relationship management; political risk, receivables, and export credit, steps in mitigating
risks. Developing an inbound supply chain risk management strategy
Learning outcomes:
● Understand the landed costs and landed cost models. L1
● To understand the supply chain requirements. L2
● To understand the relationship between contract and business. L3
● Identify the various risks involved in supply chain. L4
● Helps the students to understand the supply chain risk management strategy. L5
Unit III Title: Strategic sourcing plan and its operations’ alignment: No of Hours.10
Requirement mapping, opportunity analysis, segmentation. Types of Global Sourcing: Technology Oriented
Global Sourcing, Cost Oriented Global Sourcing & Competition Oriented Global Sourcing. Global Procurement
Case Study: ASL Case Study
● Understand the Requirement mapping. L1
● Understand the factors influencing the opportunity analysis. L2
● Explain the different models of global sourcing. L3
● Explain the factors influencing global procurement. L4
● Explain the global sourcing market segmentation. L5
Unit IV Title: Sourcing through Bids and Proposals: No of Hours- 10
Solicitation planning and methods. Supplier diversity management – diversity programs, supplier diversity best
practices; global supplier diversity; diversity advocacy organizations. Sustainability – Issues, Guidelines, criteria
for supplier evaluation, World Bank Reports of International Bidding.
Case Study: Global Sourcing at Nike
304
• Explain the concept of soliciting and planning. L1.
● Explain the role of global supplier diversity. L2
● Understand Sustainability of supply chain. L3
● Explain supplier evaluation. L4
● Discuss international bidding. L5
Unit V Title: Global sourcing trends No of Hours- 10

Developing global sourcing strategies; Trends in Global Sourcing, International trade requirements. Sourcing
to settle (S2S) – Need for S2S; Implementing, managing, & outsourcing S2S process.
Case Study: Philips healthcare: global sourcing in a post-covid-19 world
● Understand the various global sourcing strategies. L1
● Understand the trends in global sourcing. L2
● Explain the S2S sourcing to settle. L3
● Discuss the outsourcing S2S process. L4
● Explain Needs for S2S. L5

CO1 Understand need, modes, and models of global sourcing A1
CO3
Students will be able to examine worldwide inter country trade volumes. A3 & A2
CO4 Understand the various functions and operations of various multilateral
A3 & A2
trade institutions.
CO5 Understand the opportunities and challenges of India in the various
A4
305
CO PO Mapping
MBA – IB Global sourcing, -CO-PO Mapping
POs PSO’s
CO1 1 1 0 1 0 1 1 5
CO2 2 2 0 2 2 1 1 10
CO3 2 2 2 2 2 1 1 12
CO4 2 3 2 3 1 3 2 16
CO5 2 3 0 3 1 2 2 13
Target
Maxim
Achieved 9 11 4 11 6 8 7 56
SDG16** 1 0 0 1 1 1 1
**The concepts in the Unit-1 to 4 on sustainable production and supply methods and
responsible means of usage of resources are in correlation with the SDG goal 16.
**Peace and Justice Strong Institutions- Promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build effective, accountable and inclusive
institutions at all levels.
Reference Books:
• E-Resources, Cases, E-Books, Websites, E-Library, Handouts.
• Sourcing and Supply Chain Management – Handfield, Monczka, Patterson; CENGAGE
• Strategic Global Sourcing Best Practices By Fred Sollish, John Semanik · 2011
• Global Sourcing and Supply Management Excellence in China (2017), Procurement Guide for Supply
Experts Authors: Marc Helmold, Brian Terry
● Journal of Global Operations and Strategic Sourcing, Emerald
● Understanding Integrated Global Sourcing, Emerald Insights
Videos
1. Global Sourcing strategies- https://www.coursera.org/lecture/international-business-
operations/global-sourcing-strategies-kDkSd
*******
306
Banking & Finance Services

MBI852 International Commodity
Management
Alternate Exposure
Commodity derivatives play significant role in the growth and development of an economy. Moreover, it is an
integral part of international trade in commodities. The course will cover details of basic concepts and practices
in commodities derivatives, Indian and International Commodity Exchanges and technical aspects of
commodity derivative trading with live examples.
Course Objectives
• Grasp the concepts of commodity management.
• Acquire and improve their skills of related to commodity management.
• Understand the technical tools related to commodity management.
• Continue enriching and upgrading their knowledge of derivative and commodity markets.
• To understand and perform providing the cost-effective economic development strategies.
Unit I Title: Introduction to the commodity markets No of Hours- 10
Understanding Commodity markets and derivatives, Physical commodity markets; Characteristics of physical
commodity markets and factor affecting demand and supply of commodity, Need for an organized exchange,
Types of Derivative, Payoff for the derivative positions, Commodity derivative vs. Financial derivative,
Derivative market participants.
Learning outcomes:
● To have a grasp knowledge on the commodity markets. L1
● To understand the Institutional framework related the commodity markets. L2
● Understand the core concepts of exchange. L3
● Explain the different types of derivatives. L4
● Explore the factors effecting the exchange market. L5
Unit II Title: Global commodity exchanges No. of Hours: 10
Global Commodity Exchanges, Indian Commodity exchanges, Function and role of exchange, price of the
futures, Convergence of spot and futures, Basic principle of Hedging, Speculation, and Arbitrage.
Learning outcomes:
307
● Understand the global commodity exchanges. L1
● To understand the objectives and functioning of International commodity exchanges. L2
● To understand the role of exchange pricing. L3
● To understand hedging and principles of hedging. L4
● Helps the students to understand the speculation. L5
Unit III Title: Introduction to price analysis of commodities: No of Hours.10
Price analysis of commodity: fundamental and technical approach; Supply and demand of commodities
Fundamental analysis of copper, Fundamental analysis of sugar, Charts and analysis of charts, Price
patterns Moving Averages, Oscillators, Elliot Wave Theory, Fibonacci Series
Learning outcomes:
● Understand the commodity price analysis. L1
● Understand the factors influencing supply and demand of commodities. L2
● Explain analysis of Charts. L3
● Explain the price patterns and moving averages. L4
● Explain the Elliot Wave theory. L5
Unit IV Title: Trade Promotion Organization in India No of Hours- 10
Speculation strategies - Arbitrage strategies - Hedging Strategies; Basic principles, applications and using
futures for benefit of farmers - Function and Regulations; members and clients, risk management, regulatory
framework and misconception of futures market - Exchange transaction; methods of trading, flow of
transactions and technology - clearing and settlement; process of settlement.
Explain the speculation strategies. L1.

● Explain using futures for benefit of farmers. L2
● Understand risk management. L3
● Outline role of exchange transactions. L4
● Discuss the clearing and settlement process. L5
308
Unit V Title: Trade Statistics and Data Analysis (4 Sessions) No of Hours- 10
The underlying market in agricultural commodities, metal and energy market - Recent innovation in the
commodity derivative markets - Globalization and commodity market; what we can learn from it - concluding
comments and suggestions.
● Understand the market of agricultural commodities. L1
● Understand the system of commodity Classification. L2
● Explain the recent innovations in commodity markets. L3
● Discuss the metal and energy markets. L4
● Explain the market for agricultural commodities. L5

CO1 Understand the basic concepts and process of Commodity Derivatives. A1
CO2 Experiment with data through technical tools for decision making. A3
CO3
Evaluate different markets and strategies for Commodity Derivative Decision
A3 & A2
Making.
CO4 Analyze risk and uncertainty in the Market. A3 & A2
CO5 Understand and perform providing the cost-effective economic
A4
CO PO Mapping
CO PO Mapping
CO1 1 1 0 1 0 1 1
CO2 2 2 0 2 2 1 1
CO3 2 2 2 2 2 1 1
CO4 2 3 2 3 1 1 1
CO5 2 3 0 3 1 1 1
Reference Books:
● Risk Management – IIB / Macmillan Publications
● International Business -SumatiVerma
**********
309
MBI854 Risk Management in Banking
Alternate Exposure
Risk management in banking has been transformed over the past decade, largely in response to regulations
that emerged from the global financial crisis. Risk management is essentially a way of knowing what type of
uncertainties are out there and taking steps to counter them and be fully prepared for eventualities. Decisions
have to be taken, business needs to be conducted. Risk management helps identify uncertainties to make
informed decisions
Course Objectives
• Grasp the concepts of Risk Management.
• Acquire and improve their skills of related to Risk management.
• Understand the technical tools related to Risk Management.
• Continue enriching and upgrading their knowledge of market risks.
• To understand and perform providing the cost-effective economic development strategies.
Unit I Title: Introduction to the Risk Management No of Hours- 10
Understanding of COSO Framework and Integrated Risk Management - Role of Enterprise risk
management in Modern Banks - Bank Balance Sheet Perspective & Risk Management - Overview of
Credit Risk, Market Risk / ALM and Operational Risk - Evolution of ‘Banking Risk Management’ and
impetus BIS, Basel’s Global Banking advisory norms of Basel I, Basel II and Basel III. - Indian experience
in adopting global banking norms and RBI’s guidance note on Credit Risk, ALM, Risk Management
Systems, Market Risk, Stress Testing, and Operational Risk.
Learning outcomes:
● To have a grasp knowledge on risk management.
L1
● To understand the management of modern banks. L2
● Understand the core concepts of Risk Management. L3
● Explain the three Basel Reforms. L4
● Explore the concept of credit risk. L5
310
Unit II Title: Communication and Negotiation Essentials of Negotiation and the nature of negotiation
Ethics in Negotiation No. of hours:
10
Establishing a Risk Governance Mechanism for a Bank – Primer on Basics of Risk Management and
the need for Risk Capital Measurement & Management in a Bank - Evolving codified risk policies - Risk
Measurement methods across ALM, Market Risk, Credit Risk and Operational Risk - Risk Management
for the Board Level Functionaries - Risk Based Internal Audit (RIBA).
Learning outcomes:
● Understand the fundamentals of risk governance mechanism. L1
● To understand the importance of risk management. L2
● To understand the different types of risks. L3
● To understand the functioning of board level functionaries L4
● Helps the understand the Risk Based Internal Audit. L5
Unit III Title: Introduction to Credit Risk Management: No of Hours.10

Credit Risk Management and the concept of Risk Weighting and applying Capital based on Risk -
Internal Credit Rating Framework for a Bank - Differences between Credit Scoring and Credit Rating
Models - Establishing Rating Pool for Banks and Rating Verification, Rating Validation Methodologies,
Operative Modalities and Best practices - Credit Rating Framework and its role in maintaining credit
quality - Internal Vs External Credit Rating and CRAR - Loan Pricing based on default risk probability -
Estimating Credit Risk Capital requirements based on Risk Exposure (RAROC).
Learning outcomes:
● Understand the basic structure of credit risk management L1
● Understand the factors effecting the credit score. L2
● Explain credit models. L3
● Explain the credit rating framework. L4
● Explain the Estimating Credit Risk Capital requirements L5
311
Unit IV Title: Asset Liability Management No of Hours- 10
Asset liability Management (ALM) - Measurement of Interest Rate Risk for ALM and select ALM issues
- Interest Rate Risk Management - Gap and Duration Gap Management - Duration Ratio - Interest
Rate forecasting for the ALM - Market Risk and its measurement by Value at Risk (VaR)
• Explain the key elements of ALM L1.

● Explain the various stages of interest Rate Risk. L2
● Understand the Gap and duration management. L3
● Outline the role of forecasting ALM. L4
● Discuss the market risk and its measurement. L5
Unit V Title: Operational Risk and RBI guidelines (4 Sessions) No of Hours- 10
BIS paper on Regulatory Treatment of Operational Risk & RBI Guidelines on Operational Risk
Management - Capital Allocation for Operational Risk - Building ‘Key Risk Indicators” - Regulatory and
Economic Capital Issues – with emphasis on capital bleeding because of poor ORM programme in
banks.- Risk Management of Derivative Products - The write-off of the “Too Big to fail” Theory.
● Understand the operational risk. L1
● Understand the system of capital allocation. L2
● Explain the building of key risk indicators. L3
● Discuss the role of risk management of derivative products. L4
● Explain the regulatory frame work of operational risk. L5

CO1 Understanding of terminologies and concepts of Risk Management. A1
CO2 Understand and assess various risks involved in the banking system. A3
CO3
Explain the tools and techniques deployed in banks across the risk classes to
A3 & A2
manage risks.
CO4 Understand functions of Credit, Market and Operational Risks. A3 & A2
CO5 Evaluate Credit /Market / Operational Risks across Banks portfolios with
A4
Capital standards as prescribed in Basel II and III
312
CO PO Mapping
CO PO Mapping
CO1 1 1 0 1 0 1 1
CO2 2 2 0 2 2 1 1
CO3 2 2 2 2 2 1 1
CO4 2 3 2 3 1 2 2
CO5 2 3 0 3 1 2 2

Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. You need to read different books
and journal papers to master certain relevant concepts to analyses cases and evaluate projects. Some of these
reference books given below will be available in our library.
Reference Books:
Risk Management – IIB / Macmillan Publications
313
************

MBI 860 International Trade Finance
Alternate Exposure
Globalization and growth of free trade have given numerous opportunities to the growth of financial
transactions across the world. The current course on International Trade Finance helps the students develop
an understanding of the finance principles required to conduct business in a global environment, including
import and export, and multinational operations. The major topics include globalization; trade risk and risk
assessment; methods of payment; use of bonds, guarantees, and letters of credit; currency risk management;
export credit insurance; trade finance; structure trade finance; terms of payment; international trade theory;
the international monetary market; the global capital market; and foreign direct investment.
Course Objectives
Unit I Title: Introduction to Globalization & Trade Risks and Risk assessment: No of Hours- 10
The globalization debate- Managing in global market place for global financing; International trade practices,
Product risks, Commercial risks (purchaser risks) adverse business risks, Political risks, Currency risks, Financial
risk.
Learning outcomes:
● Sensitize students on the finance principles required to conduct business in a global environment L1
● Understand the various payment methods used in international trade. L2
● It explains the detailed process flow of complex payment methods like collections, letter of credit,
escrow account, and bank guarantees. L3
● Impart knowledge related to risk assessment methods. L4
● Update the students on the trends in international trade financing L5
Unit II Title: International Payment Methods: No. of hours: 10

Export Costing and Transaction Viability
International methods and terms of payment (e.g., cash in advance, letter of credit, clean/documentary
collection), Factoring and Forfaiting, Cash Flow Planning and Management, Performance Bonds and
Guarantees, Insurance to protect investment in foreign countries, Alternative methods of payment
(Countertrade and Consignment).
Case Study: IBM & Thailand
314
Learning outcomes:
● Understand the fundamentals of payment mechanism. L1
● To understand the cash flow and planning. L2
● To understand the alternative payment methods. L3
● To understand the functioning of factoring and forfaiting L4
● Helps to understand the insurance to protect investment. L5
Unit III Title: Introduction to Trade Finance: No of Hours.10
Finance alternatives Pre-shipment finance Supplier credits Refinancing of supplier credits Buyer credits The
international money market, International leasing Lines of credit and local currency finance Project finance
and joint venture Multilateral development banks. Case Study: Project Financing & China
Learning outcomes:
● Understand the basic structure of pre-shipment finance L1
● Understand the factors effecting the international money market. L2
● Explain credit models. L3
● Explain project financing. L4
● Explain multilateral development banks L5
Unit IV Title: Export Credit Insurance & Equity Markets No of Hours- 10
The private sector insurance market Export credit agencies Investment insurance, EXIM Bank of India.
Benefits of the global capital market Global capital market risks, The Euro currency market, The global
bond market & The global equity markets.
Explain the private sector insurance market L1.

● Explain the investment insurance L2
● Understand the Euro Currency market. L3
● Outline the global bond market. L4
● Discuss the global equity markets. L5
315
Unit V Title: International Monetary Markets & Foreign Direct Investment (FDI No of Hours- 10
The Gold Standard, Bretton Woods System, The collapse of Fixed Exchange Rate System, Exchange Rate
Systems in practice, Foreign Direct Investment, Advantages, Costs and Benefits of Foreign Direct Investment,
Government policy Instruments & FDI. . Case Study: The Impossible Trinity Dilemma
● Understand the operational risk. L1
● Understand the system of capital allocation. L2
● Explain the building of key risk indicators. L3
● Discuss the role of risk management of derivative products. L4
● Explain the regulatory frame work of operational risk. L5

CO1 Sensitize students on the finance principles required to conduct the business A1
CO2 Identify export and import sources of financing. A3
CO3
Implement risk assessment methods A3 & A2
CO4 Identify forms and sources of official trade finance. A3 & A2
CO5 Understand the trends in international trade financing A4
Reference Books:
Risk Management – IIB / Macmillan Publications
CO PO Mapping

CO1 1 1 0 1 0 1 1
CO2 2 2 0 2 2 1 3
CO3 2 2 2 2 2 1 3
CO4 2 3 2 3 1 3 2
CO5 2 3 0 3 1 2 2
APPROVED IN:
316
Introduction to global financial systems, concepts in the Unit-1 to 4 on sustainable production and
supply methods and sustainable means of usage of resources are in correlation with the SDG goal 17
SDG Justification:
Partnerships to achieve the Goal- Strengthen the means of implementation and revitalize the Global
----------0----------
317
LIST OF CONTEMPORARY COURSES (SEMESTER IV)
Course Sessions Marks Credit

S. No. Course Code Course
Type T P Total CA SEE Total s
Elective CSR & Sustainable
1. MCC801 2 2 50 50 2
Development
2. Elective MCC802 Social Innovation 2 2 50 50 2
3. Elective MCC803 Behavioral Economics 2 2 50 50 2
4. Elective MCC804 Marketing Analytics 2 2 50 50 2
Elective Technological
5. MCC805 2 2 50 50 2
Entrepreneurship
6. Elective MCC806 Alternative Investments 2 2 50 50 2
7. Elective MCC807 Financial Metrics 1 2 2 50 50 2
8. Elective MCC808 Sustainable Finance 2 2 50 50 2
9. Elective MCC809 Behavioral Finance 1 2 2 50 50 2
10. Elective MCC810 HR Metrics 2 2 50 50 2
11. Elective MCC811 Psychometrics 2 2 50 50 2
12. Elective MCC812 Personal Tax Planning 2 2 50 50 2
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Contemporary Courses
MBA IV SEMESTER
MCC 801: CSR & SUSTAINABLE DEVELOPMENT
INTRODUCTION
Corporate Social Responsibility (CSR) assumes pivotal significance in the world-wide debate on
sustainable development. Much of humankind is vulnerable to natural disasters, extreme
poverty, infectious disease and a host of other challenges. In the name of development
humans have irreversibly harmed the socio-ecological fabric. Businesses have awakened to
this fact and are trying to catch up and reduce the alarming rate of this impact.
More than ever, corporations are engaging the larger community with policies and procedures
in pursuit of Corporate Social Responsibility (CSR). With India leading the way in 2013, by
introducing the historic bill on CSR in the Companies Act 2011, we now require to build young,
gender sensitive and environmentally conscious India. It is essential to sensitize future
managers about social sector - welfare initiatives, non-governmental interventions and the
importance of CSR.
LEARNING OBJECTIVES
To understand the need of corporate social responsibility (CSR) Recognizing various
social sectors where CSR can be of significance
Analysing the importance of public-private partnership (PPP) in social development
Sensitize the students about fragile issues of sustainable and responsible business
development.
LEARNING OUTCOMES
On completing this course the student
1. Will be more empathetic towards the lesser fortunate strata of the society
2. Will have a positive inclination towards CSR and will be able to appreciate it rather than treat
it as a forced obligation
3. Understanding the role of CSR for sustainable development and the various stakeholder
perspectives will give them clarity in guiding the firm they associate with in effective
implementation of CSR strategies
COURSE SYLLABUS
Unit I: Business and Society: Introduction to Corporate Social Responsibility (CSR): Concepts, social
aspects of CSR, drivers of CSR; Corporate Citizenship, limitations of approaches to CSR.
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Unit II: CSR debate in India: Indian traditional value system for CSR - from philanthropy to Public-
Private-People Partnerships; trusteeship (Gandhism).
Unit III: Sustainable Development: Stakeholder engagement - concept and practice, its relevance
in achieving triple bottom line.
Unit IV: Regulatory guidelines regarding CSR and its impact; the role of Non Government
Organizations (NGO) in CSR.
Unit V: Investigating corporate social irresponsibility.
TEXT BOOK
Baxi, C.V., Prasad, A., "Corporate Social Responsibility - concepts and cases", Excel Books, New
Delhi: 2013
REFERENCES
Srivastava, A., Kothari, A., "Churning the Earth - the making of Global India", Viking, 2012
Biswas, S.C., Gandhi Theory and Practice Social Impact and Contemporary Relevance, Indian
Institute of Advanced Studies, Simla, 1969
Moon, J., "The Contribution of Corporate Social Responsibility to Sustainable Development", John
Wiley & Sons Ltd, InterScience 15, 2007
JOURNALS
Journal of Business Ethics
Vikalpa, Indian Institute of Management, Ahmedabad
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MBA IV Semester
MCC 802: SOCIAL INNOVATION
INTRODUCTION
Social innovation refers to new strategies, concepts, ideas and organizations that meet social needs
of all kinds - from working conditions and education to community development and health - and
that extend and strengthen civil society.
Existing structures and policies have found it impossible to crack some of the most pressing issues of
present times - such as climate change, the worldwide epidemic of chronic disease, and widening
inequality. There is a wide, and probably growing, gap between the scale of the problems faced and
the scale of the solutions on offer.
Social innovation has become the theme in many fields. They include: (1) Social entrepreneurship (2)
Technology (3) Public Policy (4) Cities and Urban Development (5) Social Movements (6) Community
Development.
LEARNING OBJECTIVES
The objectives of the course therefore are to enable students to apply conceptual frameworks and
toolkits to evaluating social and environmental (ir)responsibility; to understand when and how
businesses may do better by doing good; and to anticipate new market opportunities to develop a
competitive advantage in an era of higher social and environmental expectations.
LEARNING OUTCOMES
The course on Social Innovation enables the students to:
1. Develop sensitivity to the social end of the business-society spectrum.
2. Identify innovative ideas that could be tailored to become socially innovative products/service on
the lines of business plans.
3. Where ever possible bring about a social sensitivity within the organizations they are employed in.
COURSE SYLLABUS
Unit 1: Market failure, recognizing problems/opportunities, future of the world.
Unit 2: Social Innovation - introduction, stages, sustenance.
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Unit 3: Social Innovation in Government, Public Sector, Private Sector, CSR.
Unit 4: Social Entrepreneurship - meaning, business model, scaling, sustaining.
Unit 5: Cases related to Social Innovation in the community.
TEXT BOOK
"Building Social Business: The New Kind of Capitalism that Serves Humanity's Most Pressing Needs,
Muhammad Yunus", Reviewed By Rodney Schwartz, Public Affairs 2010
ONLINE RESOURCES
http://www .addmecop.eu/home/european/library/literature/ Social_Innovator_020310.pdf
http://www.sbs.ox.ac.uk/centres/skoll/research/Documents/Social%20Innovation.pdf http://www
.ngobiz.or g/picture/File/Social%20Enterpeuneur -
The%20Case%20of%20Definition.pdf https://www.ashoka.org
JOURNALS
Stanford Social Innovation Review Stanford University Online Magazine
http://changemaking.ashoka.org/
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MBA IV Semester
MMC 803:- BEHAVIORAL ECONOMICS
Introduction
This course provides a non-technical introduction to behavioural economics a. Behavioural economics
analyses regularities in actual individual and strategic decision making and documents departures from
behaviour predicted by classical economic theory. Behavioural economics explains these departures by
incorporating psychological aspects into economic theories. This course will help student to understand why
people make the decisions they make, improve their own decision making, and predict how others behave
in situations in which they interact with them strategically.
Behavioural economics combines insights from psychology, judgment, and decision making, and economics
to generate a more accurate understanding of human behavior.
The purpose of this course is to inform future managers, underlying the decisions made by customers,
competitors, peers, and themselves, with emphasis on how to incorporate insights into business, marketing,
and investing strategies. It also provides students with practical advice about applying these findings to
topics in marketing, management and finance.
Learning Objectives:
● To learn the rational and cognitive decision making and Decision Fatigue.
● To know perception basis and inertial effects.
● It understand the concepts of Behavoiural finance and advanced behavioural economic concepts.
Learning Outcomes:
On the completion of this course students would be able to
● Students can explain behavioural concepts in individual decision makeing
● Student would understand behavioural concepts in strategic interaction
● Students could apply simple behavioural concepts to new situations.
Syllabus:
Unit I: Introduction to Behavioral Economics: Understanding Human Behavior - Behavioral Traits -
Preferences, Actual Processes, Non-economic information, Decision Fatigue, Manipulation, Bounded
Rationality –Optimal Satisificing, Cognitive Surplus- Kahneman’s Cognitive System
Unit II: Economic Behavior: Heuristics for complex choices – Utility Function, Cardinal Utility, Satisficing,
Directed Cognition, Choice Arbitrariness; Choice with Risk – Exponential Discounting, Learning from New
Information – Social Preferences- Social Utility and Decision Making, Bargain Impasse.
Unit III: Economic Anomalies: Rational Man – Consumer Choice under Certainty and Uncertainty; Prospect
Theory – Reference Point, S-Curve, Loss Aversion; Perception Biases – Saliency, Framing, Anchoring, Sunk
Cost Bias; Inertial Effects – Endowment Effect, Status Quo Effect, Disposition Effect; Causality –
Representativeness, Conjunction Fallacy, Randomness, Small Sample Bias and Probability Neglect.
Unit IV: Behavioral Finance: Efficient Market Hypothesis – Value Investing – Noise Trading – Positive
Economics – Equity Premium Puzzle -
Unit V: Advances in Behavioral Economics: Neuroeconomics –Cognitive Processes, Cognitive Mistakes; Risk-
as-Feelings Hypothesis – Experimental Economics - Nudging as a tool to influence freedom of choice – Policy
and Behavior
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Recommended text book:
1.Behavioral Economics, Edward Cartwright, Routledge, Second edition, 2011.
Reference Books:
1.Human Agency and Behavioral Economics: Nudging Fast and Slow, Cass R Sunstein,
Palgrave MacMillan, 2017
2.Misbehaving: The Making of Behavioral Economics, Richard Thaler, W. W. Norton &

Company, 2015
3.Behavioral Finance: Understanding the Social, Cognitive and Economic Debates, Edwin T
Burton and Sunit N Shah, John Wiley & Sons, 2013.
4.Exotic Preferences: Behavioral Economics and Human Motivation, George Lowenstein,

Oxford University Press, 2007
**********
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MBA IV Semester
MCC 804: MARKETING ANALYTICS
Course Code Marketing Analytics L T P J S C

3 3
CourseOwner Department of Business Syllabusversion 1.0
Analytics
CoursePre- Nil Contacthours 45
requisite(s)
CourseCo-requisite(s) Nil DateApproved
AlternateExposure
With rapid sharing of data across different social media platforms, companies are now focusing on
deploying several tools to analyze the same to develop targeted marketing and positioning strategies.
This course introduces different multivariate methods to students that can be used in practice for
segmenting, attracting and retaining different customers in different product and services.
Course Objectives
1. Understand what is Marketing Analytics

2. Importantance of Marketing Analytics in modern day business landscape
3. Understand different types of multivariate techniques used in marketing
4. Understand the application of tools likeExcel, Rand Python for marketing analytics.
5. Able to make inferences and recommendations for marketers.
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UNIT - I Title: Analyzing Marketing Data and Environment No of Hours:9
Need of Marketing Analytics, Data Preparation, Slicing and Dicing, Data Summary using Graph, Graph Aided Business
Decision Making, Introduction to R for data analytics, Compare Sales Performance
Learning Outcomes:
● Understand the need of marketing analytics L2
● Understand Data cleaning and preparation L2
● Understand use of Graphical tools for basic data analysis L2
● Understand using R for basic data analysis L2
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets
UNIT - II Title: Segmenting, Targeting and Positioning: No of Hours:9

Product Analytics
Item Exploration, Exploratory Factor Analysis, Cluster Analysis, Product Design, Attribute Selection, Test Marketing,
Demand Forecasting
Learning Outcomes:
● Understand the usage of exploratory factor analysis L2
● Understand the usage of cluster analysis L2
● Describe product design through attribute selection L2
● Understand the concept of test marketing L2
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Conjoint Analysis, Logistic Regression, Least Squares
Regresion, Moving Average, Naïve Method.
UNIT - III Pricing & Place Analytics No of Hours:9

Linear and Non-linear pricing, Price Optimization, Price Bundling, Discounted Pricing, Price Skimming, Revenue
Management, Markdown Pricing, Designing Retail Outlet, Online Product Assortment, Allocating Retail Space and Sales
Resources, Catalog/Email Marketing
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Learning Outcomes:
● Identify different pricing methods L2
● Perform price optimization L3
● Understand retail outlet design L3
● Understand the importance of catalog/ email marketing L3
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Market Basket- -Analysis, RFM Analysis
UNIT - IV Promotion Analytics No of Hours:9

Media Selection Model, Measure the effect of advertisement, Google AdWords Bid and CPC, Viral Marketing, measuring
consumer responses, measuring consumer value
Learning Outcomes:
● Understand the importance of media selection models L3
● Evaluate the impact of advertisement L3
● Understand the importance of Google AdWords L3
● Understand the significance of viral marketing L3
● Understand and evaluate consumer value L3
Pedagogy tools: MS Excel, R-studio, Videos, Case-lets, Regression Analysis, Structural Equation Modelling, CLV
Modelling.
UNIT - V Qualitative Data Analysis No of Hours:9

Analyzing customer reviews, Twitter reviews analysis, Sentiment Analysis
Learning Outcomes:
● Extract data from online reviews L2
● Use R and Python for web scrapping L5
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● Using R for analyzing customer sentiments L5
● Able to make suggestions to marketers L5
Pedagogy tools: R-studio, Python, MS Excel, Tablaeu, SPSS
Course Outcomes
Understand the business problems in the domain of marketing those analytical
applications can address
Provide an overview of analytics landscape especially in the retail sector
Understand the role of predictive modeling in influencing customer

behavior
Understand technology trends in Marketing analytics
Learn how to plan and implement Analytics projects
Textbook(s):
1 Marketing Analytics : A Practical guide to improving Consumer Insights Using Data Techniques By Mike
Grisby
Additional Reading
1. Reference Book(s):Marketing Research: An Applied Orientation, 7/e,NareshMalhotra&Satyabhushan Dash,

Pearson India
Journal(s):
1. Journal of Marketing Analytics, Springer.
Website(s):
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MCC 805 – Technological Entrepreneurship
Introduction
This course aims to provide students with an understanding of the nature of enterprise and
entrepreneurship and introduces the role of the entrepreneur, innovation and technology in the
entrepreneurial process. It is not about small business or life style businesses but instead the
development of growth oriented businesses - whether for-profit or not-for-profit. Entrepreneurship is
both a way of thinking and of doing. It involves "building something from nothing" and successful
entrepreneurs know how to manage and mitigate uncertainty and risk. The course content is relevant
to those individuals thinking about starting a business or who are already in business - large or small,
those who are interested in commercialising their own innovations or of others, and those who advise
entrepreneurs or engage in policy making in the entrepreneurship area
Course Objectives
• To learn the concepts and importance of Value Creation ,Competence and New Knowledge
Acquisition
• To enable students thinking abilities for Venture Idea Generation
• To make the students to understand the way to Develop and Implement the Technology
Business Plan
• To enhance the knowledge about Venture Valuation and Venture Exit
Syllabus
Unit 1: Technology Entrepreneurship – Trends, Opportunities and Challenges; The Technology

Entrepreneur – Who? Character Traits, Opportunity Orientation, Self Efficacy – Five Pillars of
Technology Entrepreneurship: Value Creation, Lean Startup, Customer Discovery and Validation,
Business Model Canvas, Entrepreneurial Method.
Unit 2: Opportunity Emergence – Discovery, Knowledge, Discontinuity, Bold Innovation; Competence

– Dynamic Competence, Competence Enhancement, Technological Competence, Creativity; New
Knowledge Acquisition – Knowledge, Open Innovation, Networks, Alliances, Purchasing Knowledge,
Unit 3: Venture Idea Generation – Venture Types (B2C, B2B, B2G)- Idea Generation Process – Idea
Development Process – Market/Product/Service Development
Unit 4: Protecting Intellectual Property – Legal Structure and Equity Distribution – Developing and
Implementing the Technology Business Plan – Capital and Capital Sources
Unit 5: Venture Launch – Marketing and Selling Products – Venture Valuation and Venture Exit;
Emerging Futures – Climate Change, Energy, Robotics, Artificial Intelligence, Internet of Things.
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Course Outcomes
On completion of this course the students would be able to

• Would understand the need and significance of dynamic competence and Competence
Enhancement
• Would develop a Creativite venture idea with the acquired new knowledge
• Could b e r e a d y t o p r e s e n t t e c h n o l o g y b u s i n e s s p l a n f o r f i n a n c i a l s u p p o r t
with the required contents.
• Ready to prepare venture valuation for the proposed new venture
Dynamic Competence, Competence Enhancement, Technological Competence, Creativity; New

Knowledge Acquisition
Text Books:
• Technological Entrepreneurship: Technology-Driven vs Market-Driven Innovation, Ian
Chaston, Palgrave MacMillan, 2017.
• Technology Entrepreneurship: Taking Innovation to the Marketplace, Thomas N.

Duening, Robert D. Hisrich and Michael A. Lechter, Academic Press, 2nd Edition, 2015.
Reference Books:
1. Essentials of Entrepreneurship and Small Business Management, Norman M Scarborough and

Jeffrey R Cornwall, Pearson, 8th Edition, 2016
2. From Science to Startup: The Inside Track of Technology Entrepreneurship, Anil Sethi, Copernicus
Books, 2016.
****
330
MCC 806: ALTERNATIVE INVESTMENTS
Introduction:
Interest in alternative investments has grown rapidly in recent years from the high net worth
investors and institutions such as hedge funds in search for investments outside the traditional
universe. As alternative investments have low correlation with traditional investments, they are
sought after by these investors. Therefore ,it is important to understand the nature of the
alternative assets and their risk-return profile. This courseis designed to equip the students with the
knowledge and techniques to analyse alternative investment assets.
Syllabus
1. The Hedge Fund Sector
2. Due Diligence of Hedge Funds
3. Fundamental Strategies: Equity Long-Short & Dedicated Short Bias
4. Quantitative Equity Strategies: Equity Market Neutral and Statistical Arbitrage
5. Arbitrage: Event Driven, Convertible Bonds & Fixed Income
6. Macro Strategies: Global Macro, Managed Futures and EmergingMarkets
7. Investing in Commodity Futures
8. Hedge Fund Benchmarks
9. Venture Capital
10. LBOs
11. Real Estate
12. Private Equity, Closely Held Companies and Distressed Securities
Reference Book
Ben Stein, Phil DeMuth, The Little Book of Alternative Investments: Reaping Rewards by Daring to
be Different , Wiley
Stuart R. Veale, The Investor's Guidebook to Alternative Investments: The Role of Alternative
Investments in Portfolio Design, amozon
Textbooks:
1. Mark J. P. Anson: Handbook of Alternative Assets 2nd John Wiley & Sons
2. Hedge Fund Strategies by Lasse H. Pedersen
3. Real Estate, Thirteenth Edition, by James D. Shilling, Thomson South-Western.
4. Evaluating Hedge Fund Performance, by Vinh Q. Tran, John Wiley & Sons.
*******
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MCC 807: FINANCIAL METRICS
INTRODUCTION
Financial analytics helps in analyzing the financial statements and forecast possible future financial
scenarios. It can help in improving the performance of a business. Financial analysis software can speed up
the creation of reports and present the data in a graphical presentation that is easier to read and interpret.
OBJECTIVES
● To understand different financial statistics and their usage
● Understand financial securities
● Understand trading strategies
LEARNING OUTCOMES
1) Perform financial statistics for a given finance data
2) Guage the market sentiment by using different techniques
3) Get insight to the trading strategies
SYLLABUS
Unit I: Analytical Thinking and Financial Statistics: Introduction to Financial Analytics, Financial Statistics –
Probability, Combinatorics, Mathematical Expectation, Sample Mean, Standard Deviation, and Variance,
Sample Skewness and Kurtosis, Sample Covariance and Correlation, Financial Returns, Capital Asset Pricing
Model
Unit II: Financial Securities: Bond Investments, Stock Investments, The Housing Crisis, The Euro Crisis,
Securities Datasets and Visualization, Adjusting for Stock Splits, Adjusting for Mergers, Plotting Multiple
Series, Securities Data Importing, Securities Data Cleansing, Securities Quoting
Unit III: Time Series Analysis: Examining Time Series, Stationary Time Series, Auto-Regressive Moving
Average Processes, Power Transformations
Unit IV: Gauging the Market Sentiment: Markov Regime Switching Model, Reading the Market Data,
Bayesian Reasoning, The Beta Distribution, Prior and Posterior Distributions, Examining Log Returns for
Correlation, Momentum Graphs
Unit V: Simulating Trading Strategies: Foreign Exchange Markets, Chart Analytics, Initialization and
Finalization, Momentum Indicators, Bayesian Reasoning within Positions, Entries, Exits, Profitability, Short-
Term Volatility, The State Machine
TEXTBOOK
Mark J. Bennet, Dirk L. Hugen (2016), Financial Analytics with R, Cambridge: Cambridge University Press.
REFERENCE BOOKS:
1) Michael Samonas (2015), Financial Forecasting, Analysis and Modelling: A Framework for Long-Term
Forecasting, New Delhi: Wiley Publishing.
2) Chandan Sengupta (2011), Financial Analysis and Modeling using Excel and VBA, New Delhi: Wiley
India.
3) Scott Proctor K (2010), Building Financial Models with Microsoft Excel, New Delhi: Wiley India
******
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MCC 808 Sustainable Finance
Course framework:
The course comprises five modules with 14 lectures:
Module 1:
Introduction to Sustainable Finance (SF) Lecture
1.1: Sustainability meets finance Module
Module 2:
Sustainability, ESG and Finance Lecture
2.1: Introduction to ESG integration in financial decision-making Lecture
2.2: Sustainability data, accounting & reporting Lecture
2.3: SF policies & regulations
Module 3:
Climate change and Finance Lecture
3.1: The state of the climate Lecture
3.2: Climate transition risks & opportunities Lecture
3.3: Physical risks & adaptation finance (1&2)
Module 4:
SF financing and investing Lecture
4.1: Responsible & sustainable banking Lecture
4.2: Responsible & sustainable investing (1&2) Lecture
4.3: Blended finance
Module 5:
Key topics in focus Lecture
5.1: Renewable energy finance Lecture
5.2: Natural capital & finance
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MCC 809 BEHAVIORAL FINANCE
UNIT - 1
Introduction to Behavioral finance – Nature, scope, objectives and application; Investment
Decision Cycle: Judgment under Uncertainty: Cognitive information perception - Peculiarities
(biases) of quantitative and numerical information perception - Representativeness – Anchoring -
Exponential discounting - Hyperbolic discounting.
UNIT – 2
Utility/ Preference Functions: Expected Utility Theory [EUT] and Rational Thought: Decision
making under risk and uncertainty - Expected utility as a basis for decision-making – Theories
based on Expected Utility Concept - Investor rationality and market efficiency.
UNIT – 3
Behavioral Factors and Financial Markets: The Efficient Markets Hypothesis – Fundamental
Information and Financial Markets - Information available for Market Participants and Market
Efficiency -Market Predictability –The Concept of limits of Arbitrage Model - Asset
management and behavioral factors - Active Portfolio Management: return statistics and sources
of systematic underperformance. - Fundamental information and technical analysis – the case for
psychological influence.
UNIT – 4
Behavioral Corporate Finance: Behavioral factors and Corporate Decisions on Capital Structure and Dividend
Policy - Capital Structure dependence on Market Timing -. Systematic approach to using behavioral factors
in corporate decision making. External Factors and Investor Behavior: Mechanisms of the External Factor
influence on risk perception and attitudes - Connection to human psychophysiology and emotional
regulation Active portfolio management – the source of
the systematic underperformance.
UNIT – 5
Emotions and Decision – Making: Experimental measurement of risk-related - Measuring Risk - Emotional
mechanisms in modulating risk-taking attitude - Neurophysiology of risk taking.
Personality traits and risk attitudes in different domains.
Reference Books
➢ Behavioral Finance: Psychology, Decision-Making, and Markets", by Ackert and Deaves.
➢ Understanding Behavioral Finance by Ackert The Psychology of Investing by John R.
Nofsinger, Pearson Prentice Hall, (4th Edition)
➢ What Investors Really Want - Learn the lessons of behavioral Finance, Meir Statman,
McGraw-Hill
➢ Handbook of Behavioral Finance – Brian R. Bruce
➢ Behavioral finance - Wiley Finance - Joachim Goldberg, Rüdiger von Nitzsch
➢ Plous, Scott, 1993, The Psychology of Judgment and Decision Making, Ch 10-15
➢ Shleifer, Andrei, 2000, Are Financial Markets Efficient?, Chapter 1 in Inefficient
Markets, Oxford University Press.
➢ Ackert, L., and R. Deaves, 2010, Behavioral Finance: Psychology, Decision-Making and
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Markets, South-Western Cengage Learning, Mason, Ohio.
➢ Nofsinger, J. R., 2001, Investment Madness, Prentice Hall.
➢ Mitchell, O. S., and S. P. Utkus, eds., 2004. Pension Design and Structure: New Lessons
from Behavioral Finance (Oxford University Press, New York, New York).
➢ Shleifer, Andrei (2000): Ineffcient Markets: An Introduction to Behavioral
Finance,Oxford University Press, Oxford.
➢ Montier, James (2002): Behavioural Finance, John Wiley & Sons, New York.
➢ Plous, S. (1993). The psychology of judgment and decision-making NY: McGrawHill.
********
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MBA IV Semester
MCC 810: HR METRICS
INTRODUCTION
We are on the threshold of most exciting and promising phase of the evolution of human resources and
human capital management. Today there is a shift of the attention towards predictability. The course is
designed to study about predictive management, that is, managing to day and tomorrow. It is also known
as HCM: 21. It is holistic predictive management model and operating system for human resources
function. HCM: 21 is a four-phase process that starts with scanning the market place and ends with an
integrated measurement system. In the middle it addresses workforce and succession planning in a new
way and shows how to optimize and synchronize the delivery of HR services.
Course Objectives:
To understand the Concepts of predictive analytics and HCM: 21.
To analyse predictive management model and its process and HCM:21 process To make a detailed study
of case studies from Government and private companies.
Unit I: Meaning of Analytics; Classification; Importance HCMs; Role and Perspective of HCMs.
Unit II: The HCM Model: The Employee Value Proposition; Compensation, Attracting, Motivating and
retaining employees now and in the future.
Unit III: The new face of work force planning; The workforce planning; segmentation of skills, The business
playbook; the contents and process of creating a playbook.
Unit IV: Quality employee engagement: Employee Engagement Definition and Measurement;
Engagement Drivers; Disorder and Disengagement; Behaviour Based Signs of Departure, Event based
Signs of Departure, Databased Signs of Departure;
Unit V : Meaning of Metrics; The our Human Capital Performance Metrics; The Second Generation and
Third Generation Metrics Connecting the Metrics; Predictive Analytics for Human Capital Management.
Course Outcomes
After completion of the course the student is able to learn The conceptual understanding of
HR Analytics
The HCM Model of HR Analytics
The meaning of Metrics, the first, second, and third generation metrics
TEXT BOOK
JAC Fitzeng: The New HR Analytics
********
336
MBA IV Semester
MCC 811 :PSYCHOMETRICS
INTRODUCTION
Human Resource Management increasingly deals with behavioral issues at the work situation.
Consequently, increased demands are being placed on human resource managers to have a
fundamental understanding of the basics of human behavior and an awareness of scientific
assessment of behavioral factors significant at work.
LEARNING OBJECTIVES
1. To facilitate a theoretical and applied understanding of human behavior at work.
2. To equip the HR manager to scientifically assess behavior at work using the methods
3. To standardized tools of psychometry.
LEARNING OUTCOMES
The course on psychometrics enables the student to:
1. Identify areas where psychometrics can aid in HR decision making
2. Enlist and use psychometric techniques and tools to aid HR decision making
3. Design techniques as per various HR requirements in the event of unavailability of tools in
specific areas.
COURSE SYLLABUS
Unit I : Psychological Assessment: Parameters of Assessment; Psychophysical Methods; Psychological

Scaling; Reaction Time; Illusins and embedded figures; Thresholds.
Unit II : Test Construction: Item Writing; Item Analysis; Reliability; Validity; Norm Development.
Unit III : Abilities: Assessment of General Abilities - Intelligence, Aptitudes; Assessment of Special Abilities;
Standard Progressive Matrices; David's Battery of Differential Abilities; Emotional Quotient.
Unit IV : Personality: Assessment of Values and Interests; Assessment of Interpersonal Behavior; Self-
report inventories; Use of semi-projective and projective techniques; Qualitative Methods. 16
Personality Factor Scale; Multiple Personality Type Indicator; Thematic Apperception Test.
Unit V : Assessment of Abnormal Functioning: Substance Abuse; Stress; Anxiety; Depression and disease-
prone personality; CAGE; Presumptive Stressful Life Events Scale; General Health Questionnaire-28;
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Beck Depression Inventory.
TEXT BOOK
Furr, R.M. & Bacharach, V.R. (2014). Psychometrics: An Introduction. Thousand Oaks:Sage.
REFERENCE BOOKS:
Anastasi, A. (1997). Psychological testing. New York: MacMillan.2013
Ciminero, A.R. (1986). Handbook of behavioral assessment.New York: John Wiley.2013
Kaplan, R. &Saccuzzo (2007). Psychological testing. Wadsworth: Cengage2013
JOURNALS
Psychological Assessment
Journal of Psychopathology and Behavioral Assessment
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MBA IV Semester
MCC 812 : PERSONAL TAX PLANNING
INTRODUCTION
Income tax is subject matter of everyone in India. There is a lot demand for professional tax
planner in our country. The objective of this course is to acquaint the student with basic
personal tax planning procedure and filing of the return.
LEARNING OBJECTIVES
The student gets basics of personal concepts
The student gets calculation of personal tax under various provisions
The student will understand how to plan paying income tax under various exemptions.
The student will get practical knowledge of calculating tax on excel/software The student will
know how to file online returns
LEARNING OUTCOMES
On completion of the course
1. Student would be able to calculate Personal Tax
2. Student would able to pay tax after various exemptions
3. Student is able to file Tax Returns
Unit I : Introduction to Indian Income Tax Act, 1961, - basic concepts of Income tax- incidence of
tax -Indian income and foreign income- introduction to exempted incomes-income tax
authorities powers-responsibilities.
Unit II : Introduction to various types of tax heads -introduction to income from salary- definition
of salary -feature of salary-components of salary- exempted salary.
Unit III : Introduction to income from salary-basics calculation of various types of salary
components- calculation of allowances and perquisites -(NP)
Unit IV : Computation of income from salary - format of presentation of income from salary
calculation of taxable income under various components of salary
- calculation of taxable income under salary (NP).
Unit V : Computation of tax liability - exemptions under section 80- Tax planning -Tax rates -
calculation of tax liability --filing of returns - ITR forms- online return filing (NP).
Recommended Book:
V.P Gaur, D.B. Narang, Puja Gaur and Rajeev Puri, "Income Tax Law and Practice" assessment year
2017-18.
References:
G.K Singania, Tax man series "Income Tax Law and Practice" assessment year 2017- 18.
****
339
Professional Competency Development Courses (PCD) consists of Eleven Courses spread over all
the Four Semesters. PCD comprises of:
LIST OF PROFESSIONAL COMPETENCY DEVELOPMENT (PCDs)
S.№. Code Title of course Level Credits
SEM1 MMB806 Venture Development (Compulsory) University 2

SEM1 MMB810 Soft Skills 1 University 1
SEM 2 MMB808 British English Course (BEC) Skill Set 1
SEM 2 HSMCH102 Universal Human Values Value 1*
SEM 2 MMB820 Social Project Value based 1
SEM 3 MMB814 Soft Skills 2 University 1
SEM 4 MMB816 Business Simulations Skill Set 2
SEM 4 MMB818 Club Activity University 2*
SEM 4 MMB820 Spreadsheet Modelling Skill Set 1
Total 11
The total credits offered under PCD are 11. The student can earn these credits and get included in
the marks list only upon successful completion of the programme. All credits pertaining to this
category will be reflected in the IV Semester only. The credits will not be reflected in case the
student fails to secure pass grade.
The student is required to acquire 7 credits out of the 11 available credits to be eligible for the
award of the degree. In case the student is able to secure more than 7 credits, for calculation of
CGPA, the best grade points of 7credit courses will be considered.
In case the student does not secure minimum pass grade point (in securing 7 credits), he/she is
required to appear along with the following batch of students. Reappearing for PCD courses is not
allowed in the Business Simulation and BEC courses.
GITAM Institute Management
GITAM (deemed to be University)
Course Code: MMB806 Course Title: Venture Discovery

Semester: I Credits: 2
Course Type: PCD Internal
Program: All MBA Programmes
Course Leader: Venture Discovery Centre
India as part of its Make in India initiative has been focusing on creating incubation centers within
educational institutions, with an aim to generate successful start-ups. These start-ups will become
employment creators than employment seekers, which is the need of the hour for our country.
This common course for all the disciplines is a foundation on venture development. It is an experiential
course that lets students venture and find out what is a business, financial and operating models of a
business are. How to design and prototype a solutions that meets their customers’ needs and generate
revenue for the business.
Course Objectives
● Discover who you are – Values, Skills, and Contribution to Society.
● Gain experience in actually going through the innovation process.
● Conduct field research to test or validate innovation concepts with target customers.
● Understand innovation outcomes: issues around business models, financing for start-ups,
intellectual property, technology licensing, corporate ventures, and product line or service
extensions.
Unit I (8 sessions)
Personal Values: Defining your personal values, Excite & Excel, Build a Team, Define purpose for a venture.
Four stages: Personal Discovery, Solution Discovery, Business Model Discovery, Discovery Integration.
Unit II (8 sessions)
Solution Discovery: Craft and mission statement, Experience design, Gaining user insight, Concept design
and positioning, Product line strategy, Ideation & Impact.
Unit III (8 sessions)
Business Model Discovery: Prototyping solutions, Reality Checks, Understand your industry, Types of
business models, Define Revenue Models, Define Operating Models
Unit IV (8 sessions)
Discovery Integration: Illustrate business models, Validate business models, Define company impact
Unit V (8 sessions)
Tell a Story: Can you make money, Tell your venture story.
1 Understand conceptual framework of the foundation of a venture A1, A2
2 Understand the concept of purpose, mission and value-add service A3

offered by a venture
3 Analyze design and positioning of the product A3
4 Demonstrate prototyping A3
5 Analyze business, revenue and operating models A3
Assessment methods
Task Task type Task mode Weightage (%)
A1. Assignments Individual Report/Presentation 20
A2. Case / Groups* or
Presentations/Report/Assignment 40
Project/Assignment Individual
A3. Project Individual/Group Report/Pitch 40
Transferrable and Employability Skills

Outcomes Assessmen
t
1 Know how to use online learning resources: G-Learn, online journals, etc. A1 & A2
2 Communicate effectively using a range of media A1& A2
3 Apply teamwork and leadership skills A2
4 Find, evaluate, synthesize & use information A1 & A2
5 Analyze real world situation critically A3
6 Reflect on their own professional development A3
7 Demonstrate professionalism & ethical awareness A2
8 Apply multidisciplinary approach to the context A2
Learning and teaching activities
Mixed pedagogy approach is adopted throughout the course. Classroom based face to face teaching,
directed study, independent study via G-Learn, case studies, projects and practical activities (individual &
group)
Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. Wherever necessary, printouts,
handouts etc. will be distributed in the class. Prescribed text book will be provided to all. However you
should not limit yourself to this book and should explore other sources on your own. You need to read
different books and journal papers to master certain relevant concepts to analyze cases and evaluate
projects. Some of these reference books given below will be available in our library.
Prescribed Modules:
Access to NU-IDEA online modules will be provided.
Referential text books and journal papers:
Personal Discovery Through Entrereneurship, Marc H. Meyer and Chaewon Lee, The Institute of Enterprise
Growth, LLC Boston, MA.
Suggested journals:
Vikalpa, Indian Institute of Management, Ahmedabad
Journal of General Management, Mercury House Business Publications, Limited
Harvard Business Review, Harvard Business School Publishing Co. USA
----------0----------
MMB 810 & MMB 814: SOFT SKILLS - 1&2 ( Workshop)
INTRODUCTION
Management involves utilising the human capital of an enterprise to contribute to the success of the
enterprise. Management is the act of coordinating the efforts of people to accomplish desired goals
using available resources efficiently and effectively.
Today's workforce comes from varied social and cultural backgrounds, with differing standards of
behaviour. These may not always be in sync with the norms of the organization. The ability to deal
with differences, multiculturalism and diversity is needed more than ever. It is important, for students
who would be entering the corporate world for the first time, to inculcate behaviour that is
appropriate for the workplace. The importance of personal grooming, business etiquette, verbal and
non-verbal communication, telephone etiquette and general professional conduct, can never be
undermined.
Soft Skills is now recognised as key to making businesses more profitable and better places to work.
Increasingly, companies aren't just assessing their current staff and future recruits on their business
skills. They are now assessing them on a whole host of soft skill competencies around how well they
relate and communicate to others.
It has been found thatsoft skills can be developed and honed on an on-going basis through good
training, insightful reading, observation, and of course, practise, practise, practise.
Students can focus on areas of self-improvement to help improve their behaviour, transform their
professional image and create a positive impact in their careers. Greater awareness of grooming and
etiquette will help one to develop poise and confidence. This will significantly impact the image that
one has in any formal, professional and social situations
LEARNING OBJECTIVES
4. To understand and enhance social skills
5. To develop logical reasoning and quantitative abilities
6. To help build greater confidence when interacting with people
7. To build on the ability to make a positive first impression
8. To help improve the overall appearance
LEARNING OUTCOMES
Soft skills would enable the student in
1. Understanding the strengths and weaknesses of oneself and
2. Gaining confidence in participating in group discussion on current topics.
3. Improving problem solving abilities (Quantitative and Logical)
ACTIVITY STRUCTURE DURING WORK SHOP
The ideal duration of the work shop would be 6 days, however the Institute may decide the duration of the
work shop according to the requirements.
Students would be focusing on the following major activities during the workshop:
a) Grooming & etiquette
b) Introspection, self awareness and self introduction
c) CV writing
d) Facing interviews
e) Training in aptitude and employability tests.
Guidance on the above issues would be given by an expert and the deputed Faculty would be guiding
them through one-to-one interaction. Assessing them on their performance would be done by the
concerned Faculty.
The assessment would be for 50 marks.
*********
MMB 808: BUSINESS ENGLISH CERTIFICATE (BEC)
INTRODUCTION
The world may be getting smaller, but people still speak different languages. International trade and
business needs a common language and as all are aware, that place has been taken by English
language. However, the words of business are different to everyday use so it's not really something
everyone picks up intuitively.
Business English Certificate (BEC) programme is one of the value added programmes offered by
GITAM Institute of Management in collaboration with University of Cambridge & British Council. BEC
is used by hundred of employers, either as part of their staff development programme or as a
qualification that they look for when recruiting staff. BEC is a globally recognized qualification and it
enhances the job prospects and adds value to the CV of the student. BEC gives the opportunity to
learn practical workplace English skills. Preparing for BEC improves one's confidence in using business
English, particularly speaking. Many Universities internationally recognize BEC for business courses.
LEARNING OBJECTIVES
To understand the nuances of Business English To enhance the student's English
speaking skills
To clearly understand the difference between business English and colloquial English
To achieve maximum proficiency in business English
LEARNING OUTCOMES
Upon completion of this course, students will -
c Learn to confidently communicate in English at the workplace
c Acquire the following Business English skills in accordance with their BEC Levels:
c BEC Preliminary: read reports, charts and advertisements; write short email or memo; understand
short conversations; give short presentations.
c BEC Vantage: read longer business reports and company documents; write letters or proposals; listen to
short discussions; contribute to a discussion about a business topic.
c BEC Higher: understand authentic business articles; write reports and summarize graphs; listen to
extended discussions and presentations; give presentations and express opinions in a business
discussion.
ACTIVITY STRUCTURE:
BEC is offered at three levels namely, BEC Preliminary, BEC Vantage and BEC Higher, based on four
skills - Reading, Writing, Listening and Speaking.
c BEC Preliminary is a lower intermediate level and is meant for candidates having limited confidence
in their usage of English.
c BEC Vantage is at intermediate level and is suitable for candidates who have fluency in English.
c BEC Higher is an advanced level certificate and is for candidates who can use English very
confidently in both professional and social situations.
The students would be evaluated based on their performance in various tests conducted. The tests
include:
c Diagnostic test
c Speaking test
c Mock test conducted by the Institute
c Test conducted by British Council.
Performance in BEC would be evaluated for 50 marks each. A certificate would be awarded to those
students who clear the test conducted by the British Council.
**********
MMB 802 & MMB 812: CURRENT BUSINESS AFFAIRS (CBA) -1&2
INTRODUCTION
Knowledge is Power - Sir Francis Bacon.

It is certain that with knowledge or education one's potential or abilities in life will certainly
increase. Having and sharing knowledge is widely recognised as the basis for improving one's
reputation and influence. This means a person has the resourcefulness to obtain and criticize
useful and informative information in order to become well informed citizens who can make
intelligent decisions based upon their understanding and awareness of everyday situations.
Equipped with knowledge, a person can project a confident demeanour.
Management students, aspiring to enter the corporate world, need to know what is happening
around them and remember them. This can be made easy by inculcating a habit of keenly
following the happenings in the world, that can have impact on business, through regular reading,
which should include newspapers, magazines - business and other, listen to news and keep a
healthy interaction with the whole world.
LEARNING OBJECTIVES
1. Improve reading habit
2. To create awareness on current business matters
3. Improve critical thinking on business issues
4. Equip students with knowledge and skill to succeed in job interviews
LEARNING OUTCOMES
On participation in the discussion and giving the online test On Current Business Affairs the
student would
1. Gain an understanding on the issues being dealt currently in the country.
2. Gain confidence in participating in group discussion on current topics.
COURSE STRUCTURE
The student is required to read a Business magazine supplied by the Institution and appear for a
weekly online quiz conducted on each Issue. During the class session (two sessions per week)
Group Discussion is conducted (group of 6-8) on current topics relevant to that period and which
are considered important for Management students.
REFERENCES
Suggested readings:
Newspapers:
Economic Times Mint
Business Line The Hindu
Magazines:
Business World Business India India Today
Business Today
********
MMB820: SOCIAL PROJECT
INTRODUCTION
In a large democracy like India, social issues or concerns are many within various commUNITies. Some of
them could be common, some unique anddepends on the surroundings/environment that the commUNITy
is exposed to. Even though there could be interventions from governmental and non- governmental
bodies, some of these persist, which the commUNITy wishes would vanish. This course, Social Project is
designed as a study that can take social concerns, research the facts, constraints, alternatives and
recommend implementable solutions that can alleviate the concern within a commUNITy. Students are
expected to go into the commUNITy to identify the perennial problem and see the best way to resolve them, by
interacting with commUNITy members, NGOs and other governmental bodies.
LEARNING OBJECTIVES
1. To understand the concerns of a commUNITy.
2. To pick a concern that can add maximum value to the commUNITy
3. Analyze, organize and prioritize constraints/concern.
4. Recommend a solution that is implementable.
LEARNING OUTCOMES
On completing this course the student
1. Will be able to empathize with the social concern within the commUNITy.
2. Will be able to assess and gather relevant information.
3. Will be proud that they have made a difference to the commUNITy.
ACTIVITY STRUCTURE:
Before the course starts, students are assigned a specific faculty mentor, who will be their point of contact
for the social project. As this course is a self- study assessment of concerns within the commUNITy.
Students are expected to go out into the commUNITy to assess problems and work with their faculty mentor
to finalize the project and submit a report to earn credits.
*******
349 | Page
MODEL SYLLABUS FOR
UNIVERSAL HUMAN VALUES 2: UNDERSTANDING HARMONY
Course code: HSMC (H-102)
Credits: 2-1-0-3
Semester: 3rd or 4th
L-T-P-C: 2-1-0-3
Course No.: HSMC (H-102)
Course Title: Universal Human Values 2: Understanding Harmony
Pre-requisites: None. Universal Human Values 1 (Desirable)
Human Values Courses: During the Induction Program, students would get an initial
exposure to human values through Universal Human Values – I. This exposure is to
be augmented by this compulsory full semester foundation course.
OBJECTIVE: The objective of the course is four fold:

1. Development of a holistic perspective based on self- exploration
about themselves (human being), family, society and
nature/existence.
2. Understanding (or developing clarity) of the harmony in the human being,
family, society and nature/existence
3. Strengthening of self-reflection.
4. Development of commitment and courage to act.
COURSE TOPICS: The course has 28 lectures and 14 practice sessions in 5 modules:
Module 1: Course Introduction - Need, Basic Guidelines, Content and Process for
Value Education
1. Purpose and motivation for the course, recapitulation from Universal
Human Values-I.
2. Self-Exploration–what is it? - Its content and process; ‘Natural Acceptance’
and Experiential Validation- as the process for self-exploration.
3. Continuous Happiness and Prosperity- A look at basic Human
Aspirations
4. Right understanding, Relationship and Physical Facility- the basic requirements
for fulfilment of aspirations of every human being with their correct priority.
5. Understanding Happiness and Prosperity correctly- A critical appraisal of the
current scenario
6. Method to fulfil the above human aspirations: understanding and living in
harmony at various levels.
Include practice sessions to discuss natural acceptance in human being as the innate
acceptance for living with responsibility (living in relationship, harmony and co-
existence) rather than as arbitrariness in choice based on liking-disliking.
350 | Page
Module 2: Understanding Harmony in the Human Being - Harmony in Myself!
1. Understanding human being as a co-existence of the sentient ‘I’ and the
material ‘Body’.
2. Understanding the needs of Self (‘I’) and ‘Body’ - happiness and physical facility.
3. Understanding the Body as an instrument of ‘I’ (I being the doer, seer and
enjoyer).
4. Understanding the characteristics and activities of ‘I’ and harmony in ‘I’.
5. Understanding the harmony of I with the Body: Sanyam and Health; correct
appraisal of Physical needs, meaning of Prosperity in detail.
6. Programs to ensure Sanyam and Health.
Include practice sessions to discuss the role others have played in making material
goods available tome. Identifying from one’s own life.
Differentiate between prosperity and accumulation. Discuss program for

ensuring health vs dealing with disease
Module 3: Understanding Harmony in the Family and Society- Harmony in Human-

Human Relationship
1. Understanding values in human-human relationship; meaning of Justice
(nine universal values in relationships) and program for its fulfilment to
ensure mutual happiness; Trust and Respect as the foundational values of
relationship
2. Understanding the meaning of Trust; Difference between intention and
competence
3. Understanding the meaning of Respect, Difference between respect and
differentiation; the other salient values in relationship
4. Understanding the harmony in the society (society being an extension of
family): Resolution, Prosperity, fearlessness (trust) and co-existence as
comprehensive Human Goals
5. Visualizing a universal harmonious order in society- Undivided Society,
Universal Order- from family to world family.
Include practice sessions to reflect on relationships in family, hostel and institute as

extended family, real life examples, teacher-student relationship, goal of education
etc. Gratitude as a universal value in relationships. Discuss with scenarios. Elicit
examples from students’ lives.
Module 4: Understanding Harmony in the Nature and Existence - Whole existence

as Coexistence
1. Understanding the harmony in the Nature
2. Interconnectedness and mutual fulfilment among the four orders of
nature- recyclability and self-regulation in nature.
3. Understanding Existence as Co-existence of mutually interacting units in
all-pervasive space.
4. Holistic perception of harmony at all levels of existence.
5. Include practice sessions to discuss human being as cause of imbalance in
nature (film “Home” can be used), pollution, depletion of resources and
351 | Page
role of technology etc.
Module 5: Implications of the above Holistic Understanding of Harmony on

Professional Ethics
1. Natural acceptance of human values
2. Definitiveness of Ethical Human Conduct
3. Basis for Humanistic Education, Humanistic Constitution and Humanistic
Universal Order
4. Competence in professional ethics: a. Ability to utilize the professional
competence for augmenting universal human order b. Ability to identify the
scope and characteristics of people friendly and eco-friendly production
systems, c. Ability to identify and develop appropriate technologies and
management patterns for above production systems.
5. Case studies of typical holistic technologies, management models and
production systems
6. Strategy for transition from the present state to Universal Human Order:
a. At the level of individual: as socially and ecologically responsible
engineers, technologists and managers
b. At the level of society: as mutually enriching institutions and organizations
7. Sum up.
Include practice Exercises and Case Studies will be taken up in Practice (tutorial)
Sessions e.g. To discuss the conduct as an engineer or scientist etc.
READINGS: Text Book

1. Human Values and Professional Ethics by R R Gaur, R Sangal, G P Bagaria,
Excel Books, New Delhi, 2010
Reference Books
1. Jeevan Vidya: EkParichaya, A Nagaraj, Jeevan Vidya Prakashan,
Amarkantak, 1999.
2. Human Values, A.N. Tripathi, New Age Intl. Publishers, New Delhi, 2004.
3. The Story of Stuff (Book).
4. The Story of My Experiments with Truth - by Mohandas Karamchand
Gandhi.
5. Small is Beautiful - E. F Schumacher.
6. Slow is Beautiful - Cecile Andrews
7. Economy of Permanence - J C Kumarappa
8. Bharat Mein Angreji Raj - PanditSunderlal
9. Rediscovering India - by Dharampal
10. Hind Swaraj or Indian Home Rule - by Mohandas K. Gandhi
11. India Wins Freedom - Maulana Abdul Kalam Azad
12. Vivekananda - Romain Rolland (English)
13. Gandhi - Romain Rolland (English)
MODE OF CONDUCT (L-T-P-C 2-1-0-3 or 2L:1T:0P 3 credits): Lectures hours are to

be used for interactive discussion, placing the proposals about the topics at hand
and motivating students to reflect, explore and verify them.
352 | Page
Tutorial hours are to be used for practice sessions.
While analysing and discussing the topic, the faculty mentor’s role is in pointing to
essential elements to help in sorting them out from the surface elements. In other
words, help the students explore the important or critical elements.
In the discussions, particularly during practice sessions (tutorials), the mentor

encourages the student to connect with one’s own self and do self- observation,
self-reflection and self-exploration.
Scenarios may be used to initiate discussion. The student is encouraged to take up

“ordinary” situations rather than” extra-ordinary” situations.
Such observations and their analyses are shared and discussed with other students
and faculty mentor, in a group sitting.
Tutorials (experiments or practical) are important for the course. The difference is
that the laboratory is everyday life, and practical are how you behave and work in
real life. Depending on the nature of topics, worksheets, home assignment and/or
activity are included. The practice sessions (tutorials)would also provide support to
a student in performing actions commensurate to his/her beliefs. It is
intended that this would lead to development of commitment, namely behaving and
working based on basic human values.
It is recommended that this content be placed before the student as it is, in the form
of a basic foundation course, without including anything else or excluding any part
of this content. Additional content may be offered in separate, higher courses.
This course is to be taught by faculty from every teaching department, including

HSS faculty.
Teacher preparation with a minimum exposure to at least one 8- day FDP on

Universal Human Values is deemed essential.
ASSESSMENT:
This is a compulsory credit course. The assessment is to provide a fair state of
development of the student, so participation in classroom discussions, self-
assessment, peer assessment etc. will be used in evaluation.
Example:
Assessment by faculty mentor: 10 marks
Self-assessment: 10 marks
Assessment by peers: 10 marks
Socially relevant project/Group Activities/Assignments: 20 marks Semester End
Examination: 50 marks
The overall pass percentage is 40%. In case the student fails, he/she must repeat the
course.
353 | Page
OUTCOME OF THE COURSE: By the end of the course, students are expected to
become more aware of themselves, and their surroundings (family, society, nature);
they would become more responsible in life, and in handling problems with
sustainable solutions, while keeping human relationships and human nature in
mind.
They would have better critical ability. They would also become sensitive to their
commitment towards what they have understood (human values, human
relationship and human society). It is hoped that they would be able to apply what
they have learnt to their own self in different day-today settings in real life, at
least a beginning would be made in this direction.
This is only an introductory foundational input. It would be desirable to follow it up

by
a) faculty-student or mentor-mentee programs throughout their time with the
institution
b) Higher level courses on human values in every aspect of living. E.g. as a
professional
*****
354 | Page
MMB 816: BUSINESS SIMULATION
INTRODUCTION
People learn best by doing.
Business is particularly in need of professionals who are able to turn theory into
practice. As the use of interactive technology in games, communication and business
expands, so does the need to offer courses based on interactive learning experiences.
An emotional involvement is essential to motivate inquiry, to retain information, and
to develop strategic thinking skills.
Students learn more and give better evaluations when they enjoy their educational
experience. Simulations teach using the ultimate educational combination of reading,
lecture and hands-on experience. Students may forget what they read and hear, but
few forget a simulation-based course because they inject realism, enthusiasm and
interactivity into education. Interaction is "a necessary and fundamental mechanism
for knowledge acquisition and the development of both cognitive and physical skills".
Business Simulation is a comprehensive introduction to basic business concepts,
providing hands-on ecision making experience in R&D, marketing, production and
finance. Capstone business simulation teaches business strategy using a more
complex business model operating in a multi-layered marketplace.
OBJECTIVES
Demonstrate effectiveness of multi-discipline teams working together To use
strategic thinking to an advantage
Understand overall interaction and impact of various parts of a business on one
another
Grow an awareness of competition in the business world
To gain knowledge through experiential learning, as to how a business operates,
understand key financial metrics, and leverage team-mates' expertise.
LEARNING OUTCOMES
By the end of the semester, students should be able to:
Demonstrate understanding of the underlying principles of marketing, management,
finance, and accounting and the interrelatedness and impact of these areas on
business strategy.
Demonstrate problem-solving skills involving quantitative and statistical analysis
Demonstrate effective oral and written communication skill through case analysis,
class discussion and presentations
ACTIVITY STRUCTURE
Students would be assigned into teams and would be given a simulation exercise
where they would face a complex and rapidly evolving scenario in which business
acumen is tested and enhanced through modelling, analysis and strategic planning.
The students would be evaluated based on their participation, the strategies used and
355 | Page
the performance of the individual as well as their firm.The assessment would be for 50
marks.
* * *
356 | Page
MMB822 Spreadsheet Modeling L T P J S C
2 1
Course Owner Department of Business Analytics Syllabus version 1.0
Alternate Exposure
Spreadsheet is one of most popular and powerful software tool. They can be used to build
models for different decision-making scenarios. Spreadsheet modeling helps in using different
mathematical models to solve various optimization problems and to take effective decision.
Course objectives:
1. To provide an understanding of modeling approach to decision making
2. To provide hands on experience in working with Excel Solver Add-in to solve various
Optimization problems
Unit – I: Introduction to Modeling: Modeling approach to decision making, characteristics and

benefits of modeling, Mathematical models, Categories of mathematical models
Unit – II: Linear Programming with Spreadsheets: Applications of mathematical Optimization,

Linear Programming, Modeling and solving LP problems in spreadsheet.
Unit – III: Sensitivity Analysis: Introduction, Purpose of sensitivity analysis, Approaches to

sensitivity analysis, sensitivity report
Unit - IV: Network Modeling: Shortest path problem, Transportation / Assignment Problem,
Network Flow Problem
Unit V: Integer Programming: Solving Integer Linear Programming problems using Solver,
Nonlinear Programming, Solver options for solving NLPs.
Course Outcomes
1. Explain the importance of Modeling for decision making
2. Solve LP problems using spreadsheet
3. Build a sensitivity report using spreadsheet
4. Solve network optimization problems using spreadsheet
5. Solve Integer and Non-Linear Problems using spreadsheet
Reference Books:
1. Cliff Ragsdale, Spreadsheet Modeling and Decision Analysis: A Practical Introduction to
Business Analytics
2. Wayne L. Winston, Microsoft Excel - Data Analysis and Business Modeling, Prentice
Hall of India.
***********
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GANDHI INSTITUTE OF TECHNOLOGY AND MANAGEMENT

REGULATIONS & SYLLABUS

2.0 ELIGIBILITY CRITERIA

3.0 CHOICE BASED CREDIT SYSTEM

4.1 STRUCTURE OF THE PROGRAM

Name of the course Range of credits

Preparatory (Bridge) Course:

Preparatory Courses (Bridge Courses) offered are given below.

Sl. No. Courses

5.0 MEDIUM OF INSTRUCTION

7.0 ATTENDANCE REQUIREMENTS

7.1 Leave Policy

7.2 Representing the University/Country:

Two mid examinations will be conducted for 20 marks each.

2. Class room Presentations/Seminars / Case

Semester Fifty (50) marks for Semester End Examinations

8.1 Semester End Examination:

8.2 Duration and Pattern of Semester end Examination (Offline)

S.No. Pattern Marks

S.No. Pattern Marks

S.No. Pattern Marks

End Term Examination - General Marking Criteria

Transferable and Employability skills

Social Project Viva Board will consist of:

Class Coordinator /PGP Chair - Convener

10.0 EVALUATION GRIEVANCE REDRESSAL PROCEDURE

1.3. Provision for Answer Book Verification & Challenge Evaluation:

11. SUPPLEMENTARY EXAMINATION

12. Promotion to the Next Year of Study subject to review

13.0 BETTERMENT OF GRADES

S.No. Grad Grade Points Absolute Marks/Remarks

3. A (Very Good) 8 70-79

5. B (Above Average) 6 50-59

Less than 40 for Theory and Less than 50

15.0 GRADE POINT AVERAGE

Cumulative Grade Point Average (CGPA): It is calculated as:

PROGRAM EDUCATIONAL OBJECTIVES (PEOs)

The program aims at developing graduates who:

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

The program will enable the students to:

PO 1 Apply knowledge of management theories and practices to solve business problems.

PO 3 Ability to develop value-based leadership approach.

PO 5 Ability to lead themselves and others in the achievement of organizational goals,

PROGRAMME SPECIFIC OUTCOMES (PSOs)

PSO1 Design strategies for business development

Name of the Course No. of Courses Total Credits Percentage

MBA PROGRAMME STRUCTURE

Professional Competency Development

Instructor Lead Courses

1 MMB702 Core Operations Research 4 4 50 50 100 4

8 MMB716 Core Innovation & Entrepreneurship 3 3 50 50 100 3

9 MMB792 Skill Based Year End VIVA-VOCE 100 100 2

Professional Competency Development

1 MMB802 Skill Set Current Business Affairs (CBA) – 1 1 50 50 1

2 HSMCH102 Value Universal Human Values* 1* 50 50 P/F

3 MMB808 Skill Set British English Course (BEC) 1 50 50 1

4 MMB820 Value Based Social Project 1 50 50 1

Total 4 200 200 3

LIST OF ELECTIVES IN SEMESTER III

S. Course Course Sessions Marks Credit