C o p y Rights Reserved

REVISED ORDINANCE
FOR
BACHELOR OF BUSINESS STUDIES
SCHEME OF STUDY
AND
SCHEME OF EXAMINATION & PROMOTION

( O r d i n a n c e a p p l i c a b l e to th e s t u d e n t s s e e k i n g a d m i s s i o n to t h e B a c h e l o r o f B u s i n e s s
S t u d i e s ( B B S ) c o u r s e in th e a c a d e m i c y e a r 2 0 10 -1 1 a n d o n w a r d s ) .

B A C H E L O R OF BUSINESS STUDIES
S C H E M E O F S T U D Y F O R 2010-11 A N D O N W A R D S

1.

B a c h e l o r o f B u s i n e s s S t u d i e s s h all h e a t h r e e y e a r full t i m e p r o f e s s i o n a l d e g r e e
p r o g r a m , to b e t a u g h t in s ix s e m e s t e r s , viz ., S e m e s t e r I. II, III, IV . V a n d VI.
Th e re w i l l b e 2 4 p a p e r s in all to b e t a u g h t o v e r t h e s i x s e m e s t e r s .

O ne com puter

p r a c t i c a l in e v e r y S e m e s t e r I t h r o u g h S e m e s t e r V . P r o j e c t s u b m i s s i o n in S e m e s t e r
VI.
C a n d i d a t e s w h o h a v e p a s s e d X I I c la s s e x a m i n a t i o n o f th e C B S E o r a n y o t h e r
e x a m i n a t i o n c o n s i d e r e d e q u i v a l e n t b y th e U n i v e r s i t y o f D e l h i s h a l l b e e l i g i b l e for
t a k i n g e n t r a n c e te s t fo r a d m i s s i o n to th e B B S c o u r s e s u b j e c t to t h e d e t a i l s o f th e
e l i g i b i l i t y c o n d i t i o n s r e q u i r e d a n d th e a d m i s s i o n p r o c e d u r e to b e la i d d o w n b y the
U n i v e r s i t y f r o m t i m e to t im e .
S t u d e n t s a r e r e q u i r e d to d o 2 0 c o m p u l s o r y c o u r s e s a n d 4 p a p e r s i n e l e c t i v e s ,
c o m p u t e r p r a c t i c a l s a n d o n e s p e c i a l i z a t i o n p r o je c t.

D u r i n g t h e firs t t w o y e a r s ,

c o r e d i s c i p l i n e s lik e E c o n o m i c s , Q u a n t i t a t i v e m e t h o d s , O r g a n i z a t i o n B e h a v i o r
and

subjects

relating

to

functional

areas

of

M anagement

lik e

M arketing,

A ccounting. F inance. Production. C o m p u te rs and I luma:; R e s o u rc e M a n a g e m e n t

p r o v i d e a f o u n d a t i o n in all a re a s .
4.

In V & V I s e m e s t e r t h e r e a r e f o u r c o m p u l s o r y p a p e r s w h i c h b u i l d u p o n the b a s e
o f t h e f ir st t w o y e a r s . E l e c t i v e s P a p e r s a re o f f e r e d in F i n a n c e , M a r k e t i n g a n d
H u m a n R e s o u r c e M a n a g e m e n t a re a s . S t u d e n t s a r e r e q u i r e d to c h o o s e 4 p a p e r s
a n d one project from any one functional area o f specialization (E lectives).
o f t h e s e sh a l l b e t a u g h t in S e m e s t e r V a n d th e o t h e r t w o in S e m e s t e r V I .

Two

Elective

s t r e a m s o f f e r e d in a s e m e s t e r V. w o u l d d e p e n d u p o n t h e n u m b e r o f s t u d e n t s
i n t e r e s t e d i n e n r o l l i n g for e a c h f u n c t i o n a l s p e c i a l i z a t i o n . It w i l l be th e d i s c r e t i o n
o f t h e p a r t i c u l a r c o l l e g e to o f f e r a n y o f th e e l e c t i v e s t r e a m s .
5.

M e d i u m o f t e a c h i n g w ill b e E n g l i s h o n ly .

6.

For each paper, each week,

l o u r l e c t u r e s a n d t w o i n t e r a c t i v e p e r i o d s o f 55

m i n u t e s e a c h w ill b e c o n d u c t e d .

F o r th e p a p e r r e q u i r i n g i n t e r f a c e w i t h c o m p u t e r

o n e o f the t w o in te ra ct iv e p e r i o d s m a y b e u s e d p e r w e e k f o r C o m p u t e r L a b w o r k .
7.

fc a c h in g m e th o d o lo g y w ould include Lectures, C ase Studies, B u sin ess G a m e s,

Sem inars

&

Project

W ork.

As

com puters

have

entered

every

w alk

o f life,

w h e r e v e r a p p l i c a b l e r e l e v a n t s o f t w a r e s w o u l d b e i n t e g r a t e d in to th e c o u r s e . T h i s
is in a d d i t i o n to s e p a r a t e c o m p u t e r p a p e r a n d p r a c t i c a l s .

Industry Interaction

w o u l d be t h r o u g h G u e s t L ectu res /' S e m i n a r s / P r o j e c t s / I n d u s t r ia l to ur s . S h o r t - t e r m

A d d - o n c o u r s e s c a n b e i n t r o d u c e d b y th e c o l l e g e a n d s t u d e n t s m a y o p t for t h e m .

S.

N o s t u d e n t s h a ll h e d e e m e d to h a v e p u r s u e d a r e g u l a r c o u r s e o f th e s tud} u n l e s s
t h e Pri nc i p a l/1 le a d o f th e D e p a r t m e n t c o n c e r n e d is s a ti s f i e d tha t the re q u ir e d
c o n d i t i o n s i n r e s p e c t o f h is 'her c o u r s e o f s t u d y h a v e b e e n f ulf ill e d .

( a ) . T h e r e q u i r e d c o n d i t i o n s s h a ll n o t b e d e e m e d to h a v e b e e n s a t i s f i e d in r e s p e c t o f
the c o u r s e u n less a student has attended:
(i). t w o - t h i r d s o f th e le c t u r e s d e l i v e r e d in e a c h s e m e s t e r d u r i n g h i s / h e r c o u r s e o f
stu dy, an d
(ii). t w o - t h i r d s o f t h e in t e r a c t i v e c l a s s e s a n d c a s e d i s c u s s i o n s , s e m i n a r s a n d
c o m p u t e r l a b s a n d p r a c ti c a l, etc. . c o n d u c t e d in e a c h s e m e s t e r d u r i n g h is o r h e r
course o f study.
T h e m i n i m u m a t t e n d a n c e o f t w o - t h i r d s s h a ll b e r e q u i r e d s e p a r a t e l y f o r p o i n t 8 (a)
( i) a n d ( i i) a b o v e .
Provided

t hat,

he/she

fu lfills o t h e r c o n d i t i o n s a s

laid d o w n

hereinafter,

the

P r i n c i p a l / M e a d o f th e D e p a r t m e n t m a y p e r m i t a s t u d e n t to p r o c e e d to the n e xt
s e m e s t e r w h o falls s h o r t o f th e r e q u i r e d p e r c e n t a g e o f a t t e n d a n c e b y n o t m o r e
t h a n 1 0 % o f th e l e c t u r e s o r i n te r a c t i v e p e r i o d s a n d c a s e d i s c u s s i o n s , s e m i n a r s ,
p raetieals, d e liv e re d or c o n d u c t e d d u r in g the s e m e s te r , but a stu d e n t so p e rm itte d
sh a l l n o t b e d e e m e d to h a v e c o m p l e t e d a r e g u l a r c o u r s e o f s t u d y in t h e n e x t
s u c c e e d i n g s e m e s t e r u n l e s s li e/ s h e h a s m a d e up t h e s h o r t a g e s o c o n d o n e d .
(b). F u r t h e r , in a d d i t i o n to the a b o v e , all s tu d e n t s , a s p e r th e d i r e c t i v e s o f th e c o l l e g e
p l a c e m e n t c e ll, s h a ll h a v e to u n d e r t a k e s u m m e r t r a i n i n g f o r a d u r a t i o n o f 6 to 8
w e e k s a t t h e e n d o f s e m e s t e r IV d u r i n g s u m m e r v a c a t i o n s .

A s t u d e n t s ha ll

b e c o m e e l i g i b l e for g r a n t o f d e g r e e o n l y o n t h e s a t i s f a c t o r y c o m p l e t i o n o f s u c h
t r a i n i n g a n d s u b m i s s i o n o f th e re p o rt a n d v i v a - v o c e c o n d u c t e d a n d d u l y c e r ti f ie d
b y t h e c o l l e g e a u th o r i ti e s .

9.

Ii v e r y s e m e s t e r will be o f 15 w e e k s t e a c h i n g .

F o r e a c h t h e o r y p a p e r in e v e r y

s e m e s t e r t h e r e s h a ll b e fo u r le c tu re s a n d t w o i n t e r a c t i v e p e r i o d s p e r w e e k .

It is

e x p e c t e d , t h u s , th a t 6 0 p e r i o d s p e r s e m e s t e r p e r p a p e r s h a ll be d e v o t e d by th e
c o n c e r n e d t e a c h e r t h r o u g h l e c t u r e s b e s i d e s 30 i n t e r a c t i v e p e r i o d s to b e u s e d for
case

discussions,

assignm ent

discussions,

te s ts ,

presentations,

functional

s p e c i a l i z a t i o n p ro je c t g u i d a n c e , c o m p u t e r la b s etc. In e a s e o f c o m p u t e r p r a e ti e a ls ,
2 p e r i o d s p e r w e e k fo r a g r o u p o f 2 0 - 2 5 s t u d e n t s s h a ll b e c o n d u c t e d .

10. I o r p a p e r n o. 6 0 5 . ( f u n c t i o n a l s p e c i a l i z a t i o n ( E l e c t i v e s ) p r o je c t) , th e g u i d a n c e for
t h i s s h o u l d b e g i n fr o m S e m e s t e r V o n w a r d s .

The t e a c h e r s t e a c h i n g t h e E l e c t i v e s

i f i n a n c e . M a r k e t i n g . H R s p e c i a l i z a t i o n ) in th e V & VI s e m e s t e r s h o u l d utili z e
o n e o f th e i n t e r a c t i v e c l a s s e s in g u i d i n g th e s t u d e n t s for th e ir p r o j e c t s .
I 1. T h e p r o j e c t s h a v e to be s u b m i t t e d d u r i n g S e m e s t e r VI. T h e y h a v e to b e s u b m i t t e d
in d u p l i c a t e w it h a n e x e c u t i v e s u m m a r y .

T h e las t d a t e o f th e s u b m i s s i o n a nd

f u r t h e r e x a m i n a t i o n t h r o u g h p r e s e n t a t i o n a n d v i v a - v o c e to b e d e c i d e d b y e a c h
c ollege c o n d u c tin g such course.
12. T h e f a c u l t y w ill c o n s t i t u t e a C o m m i t t e e o f C o u r s e s for a p p o i n t i n g th e e x a m i n e r s
f o r all t h e t h e o r y p a p e r a n d p r o je c t p a p e r no. 6 0 5 .

13. A l l c o l l e g e s c o n d u c t i n g s u c h a c o u r s e s h a ll c o n v e n e th e m e e t i n g o f t e a c h e r s
teaching

different

papers

every

semester

before

the

commencement

o f the

a c a d e m i c s e s s i o n to w o r k o u t th e d e t a i l e d r e a d i n g lists a n d t o p i c w i s e w e i g h t a g e
in e a c h p a p e r .

T h e S c h e m e o f E x a m i n a t i o n f or I5I3S s h a l l b e its f o l l o ws :

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; 102: F u n d a m e n t a l s o f M a n a g e m e n t

j 103: Business Statistics anil

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^

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; 504: Electiv e P ape r F - 2 / . M - 2 / I I - 2

| 5<15: C o m p u t e r P ra c ti c al

100

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; 405: C o m p u t e r P r a ct i c al

25

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75

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TOTAL

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100

- T 5 <>_____i

I lie I ' l c e t i v e papers in the l u n c l i o n a l s p c c i a l i / a t i o n u i l l he as f o l l o w s

l-i n i>nee:

.M ark eting:

I - 1 : In v e s tm e n t A n a l v s i > and l \ m ! ' o ! i i > M a n a g e m e n t .

M - l : t otisumcr Behaviour.

1 - 2 : I n t e r n a ti o n a l I'ina nee .

M - 2 : Personal S e l l i n g and Sales P o rc c M a n a g e m e n t.

I -.V. rii M M c i. i! M a r k e t anti S erv ic es .

M - .V .A d v e r tis in g and B r a n d M a n a g e m e n t .

I--4: In c o m e l ' ; i \ anti P la n n in g .

M - 4 : R etail M a n a g e m e n t.

1111m a n Rcs o nr c c . Ma n a g e m e n t :
11 - 1: r u i n i n g and M a n a g e m e n t D e v e l o p m e n t .
I 1-2: P erl 'o iina iie e and C o m p e n s a t i o n M a n a g e m e n t Sv stems.
11-3: In d u s tr i a l R e la tio n s and l . a h o u r I e g is l a li o n .
11-4: I n t e rn a tio n a l H u m a n R e s o u rc e M a n a g e m e n t .

B A C H E L O R OF BUSINESS STUDIES

SC H E M E OE EXAM INATION AND PR O M O TIO N

E O R 2 0 10- 11 A N D O N W A R D S

!.

E n g l i s h sh a l l b e th e m e d i u m o f i n s t r u c t i o n s a n d e x a m i n a t i o n .

2.

E a c h t h e o r y p a p e r s h a ll c a n -)' 10 0 m a r k s .

25 m a r k s s h a l l b e r e s e r v e d for in te rn a l

a s s e s s m e n t b a s e d o n 5 m a r k s for a t t e n d a n c e a n d c l a s s p a r t i c i p a t i o n , 10 m a r k s for
a s s i g n m e n t s / t e s t s a n d 10 m a r k s f o r t e r m p a p e r / p r o j e c t .

For each theory paper, a

w r i t t e n e x a m i n a t i o n o f t h r e e h o u r s d u r a t i o n a t t h e e n d o f e a c h s e m e s t e r for 75
m a r k s wi l l b e c o n d u c t e d b y th e u n iv e r s i ty .
All

com puter

e v a l u a t i o n wi ll

practical

in e a c h

s e m e s t e r s h a ll

carry

50

marks.

25

marks

b e c o n t i n u o u s t h r o u g h th e s e m e s t e r a n d t h e o t h e r 2 5

marks

e v a l u a t i o n wi ll b e d o n e at th e e n d b y an e x a m i n e r , o t h e r t h a n th e o n e t e a c h i n g tha t
g r o u p o f s t u d e n t s in th e c o ll e g e .

T h e c o m p u t e r p r a c t i c a l e x a m w il l b e o f t w o

h o u r s d u r a t i o n to b e c o n d u c t e d b y th e co lle g e .
4.

P r o j e c t w o r k s h all c a r r y 10 0 m a r k s in t he a r e a o f s p e c i a l i z a t i o n a n d s h a l l b e g i n
f r o m V s e m e s t e r a n d s u b m i t t e d at th e e n d o f s e m e s t e r V I .

This s h a ll b e j o i n t l y

e v a l u a t e d b y a n in te r n a l a n d e x t e r n a l e x a m i n e r , t h r o u g h p r e s e n t a t i o n a n d v i v a
\ oce.
5.

A n e x a m i n a t i o n in all o d d s e m e s t e r p a p e r s s h a l l b e c o n d u c t e d a t th e e n d o f o d d
s e m e s t e r s a n d a n e x a m i n a t i o n in all e v e n s e m e s t e r p a p e r s s ha ll be c o n d u c t e d at
the e n d o f e v e n s e m e s t e r s w it h a n o n l y e x c e p t i o n o f V s e m e s t e r e x a m to be h e l d
a l o n g w i t h t h e VI s e m e s t e r e x a m . N o s u p p l e m e n t a r y e x a m i n a t i o n f o r a n y o f the
s e m e s t e r sh a l l b e c o n d u c t e d .

6.

S t u d e n t s wi ll b e a l l o w e d to u s e s c ie n ti f ic c a l c u l a t o r s ( n o n - p r o g r a m m a b l e ) .

PROMOTION RULES:
7.

I n t e r n a l a s s e s s m e n t is c o n d u c t e d o n c e : T h e in te rn a l a s s e s s m e n t o f e a c h s t u d e n t
in e a c h p a p e r is c o n d u c t e d w h e n th e s t u d e n t is e n r o l l e d a s a r e g u l a r s t u d e n t in the
y e a r in w h i c h th e p a r t i c u l a r p a p e r is ta u gh t.

In te rn a l a s s e s s m e n t m a r k s s c o r e d by

the s t u d e n t sha ll r e m a i n u n c h a n g e d in c a s e th e s t u d e n t s u b s e q u e n t l y e n g a g e s in
e ss e n t i a l r e a p p e a r , r e a p p e a r for i m p r o v e m e n t o r r e a p p e a r a f t e r fa iling.

8.

P a s s i n g in a n a c a d e m i c y e a r : A s t u d e n t s h a ll b e r e q u i r e d to o b t a i n a t le a s t 5 0 %
o f m a r k s in t h e a g g r e g a t e , in b o t h t h e s e m e s t e r s t o g e t h e r in all t h e p a p e r s a n d
c o m p u t e r p r a c t i c a l , to b e d e c l a r e d p a s s e d in a p a r t i c u l a r y e a r .

9.

P r o m o t i o n to t h e n e x t s e m e s t e r : A c a n d i d a t e m u s t s c o r e a t le a s t 4 0 % o f tota l
m a r k s ( 7 5 m a r k s ) for w h i c h th e U n i v e r s i t y e x a m is b e i n g c o n d u c t e d in e a c h p a p e r
a n d 4 0 % o f t otal m a r k s ( 5 0 m a r k s ) in c o m p u t e r p r a c t i c a l to b e d e c l a r e d p a s s e d in
th a t p a p e r / p r a c t i c a l .

In c a s e , h e / s h e d o e s n o t s c o r e 4 0 % m a r k s t h e s t u d e n t is

d e c l a r e d f a i le d in th a t p a p e r / p r a c t i c a l .

T h e s t u d e n t s h a ll n o t b e a l l o w e d to t a k e

forw a r d m o r e t h a n 2 p a p e r s to b e e l i g i b l e f o r p r o m o t i o n f r o m o n e s e m e s t e r to the
next.
10. P a s s i n g a f t e r p r o m o t i o n w i t h e s s e n t i a l r e a p p e a r : A s t u d e n t w ill b e r e q u i r e d to
r e a p p e a r in a n y p a p e r ( s ) ( n o t m o r e t h a n 2 p a p e r s in a n y s e m e s t e r ) i f th e s c o r e in
th a t p a p e r is les s t h a n 4 0 % .

T h e s t u d e n t w i ll t a k e th e e x a m o n l y w h e n t h a t e x a m

is s c h e d u l e d to b e c o n d u c t e d b y th e U n i v e r s i t y .
In c a s e a s t u d e n t h a s to u n d e r t a k e h i s / h e r s p e c i a l i z a t i o n p r o j e c t a g a i n , h i s / h e r
P r e s e n t a t i o n a n d v i v a - v o c e s h all b e c o n d u c t e d a g a in .
1 1 . F a i l i n g in a y e a r : A s t u d e n t w h o is n o t e l i g i b l e for p a s s i n g o r f o r p r o m o t i o n w i t h
renppeav shall be d e e m e d
f ails

in

the

exam ination

to

h a v e ' a i l e d in live p a r t i c u l a r ) c a r .
s h a ll

be

required

to

reappear

in

The student who

th e

subsequent

e x a m i n a t i o n o n b e i n g e n r o l l e d as a n e x - s t u d e n t a s p e r t h e r u l e s o f th e U n i v e r s i t y
o f De l h i .
12. R e a p p e a r i n g f o r a f ai l e d s t u d e n t : A n e x - s t u d e n t s h a l l b e r e q u i r e d to a p p e a r o n l y
in t h o s e p a p e r s in w h i c h th e s t u d e n t h a s fa il e d .
requirem ent o f 50 % .
semesters.

The exam

In c a s e h e / s h e is n o t fu lf il l i n g th e

in a g g r e g a t e h e / s h e m a y r e p e a t t h e w h o l e s e m e s t e r o r
w il l b e t a k e n b y th e s t u d e n t o n l y w h e n t h e e x a m

is

s c h e d u le d to be c o n d u c t e d by the U niv ersity .

13. S c h e d u l i n g o f E x a m i n a t i o n : A n e x a m i n a t i o n in all o d d s e m e s t e r p a p e r s s ha ll b e
c o n d u c t e d at th e e n d o f o d d s e m e s t e r s a n d a n e x a m i n a t i o n in all e v e n s e m e s t e r
p a p e r s sh a l l be c o n d u c t e d at th e e n d o f e v e n s e m e s t e r s w i t h a n o n l y e x c e p t i o n o f
V' s e m e s t e r e x a m to b e h e ld a l o n g w i t h th e V I s e m e s t e r e x a m . N o s u p p l e m e n t a r y
e x a m i n a t i o n f o r a n y o f th e s e m e s t e r s h a l l b e c o n d u c t e d .
14. R e a p p e a r i n g f o r i m p r o v e m e n t : I m p r o v e m e n t in a n y p a p e r m a y be a l l o w e d o n l y
o n c e d u r i n g t h e c o u r s e o f th e s t u d y e v e n t h o u g h th e c a n d i d a t e m a y h a v e s c o r e d
m o r e t h a n 4 0 % m a r k s in th at p a p e r a n d o n l y w h e n th e e x a m for s u c h p a p e r s is
being conducted.
15. R e v a l u a t i o n wi l l n o t b e a l l o w e d .
16. A w a r d o f D e g r e e : S t u d e n t s w h o h a v e s e c u r e d p a s s in e a c h s e m e s t e r a n d fu lfille d
t h e o t h e r c r i t e r ia laid d o w n b y th e c o l l e g e ( a t t e n d a n c e , s u m m e r t r a i n i n g , pr o je c t
s u b m i s s i o n e t c ) a r e e l i g i b l e for th e a w a r d o f B B S d e e r e e .
8

S u c c e s s f u l c a n d i d a t e s s h all h e c l a s s i f i e d o n th e b a s i s o f t h e c o m b i n e d r e s u lt o f
s e m e s t e r 1. If, 111. IV. V a n d VI e x a m i n a t i o n s a s f oll ow s :
C a n d i d a t e s s e c u r i n g in a g g r e g a t e :
75% and above

Firs t D i v i s i o n w i t h D i s t i n c t i o n

6 0 % a n d l e ss t h a n 7 5 %

F irs t D i v i s i o n

5 0 % to l e ss t h a n 6 0 %

S econd Division

T h e m i n i m u m p a s s m a r k s for the w h o l e y e a r in all th e p a p e r s w o u l d b e 5 0 % to be

el i g i b l e f or p r o m o t i o n to th e n e x t y ear.
17. M a x i m u m p e r i o d : A c a n d i d a t e m u s t q u a l i f y f o r t h e a w a r d o f th e d e g r e e w i t h i n 5
y e a r s o f h i s / h e r first a d m i s s i o n to th e c o u r s e .

IM WI OSKI) OK I AIl.F.n S VI.I.A IU S FOR BBS FOR ADMISSIONS FRO M 2010-11 A M ) ONWARDS

S e i n . No.

P a p e r No . a n d Title

I 101: B u s i n e s s C o m m u n i c a t i o n
I

1
1

102: F u n d a m e n t a l s o f M a n a g e m e n t
103. B u s i n e s s S t a t i s t i c s a n d A p p l i c a t i o n s

104: F i n a n c i a l A c c o u n t i n g
105: C o m p u t e r P r a c t i c a l
1 201. Organisational Behaviour

202: P u b l i c R e l a t i o n s a n d C o r p o r a t e l i n a g e
11.

i 203: Business Economics-1

! 204: Information T e c h n o l o g y for Business

! 205: C o m p u t e r P r a c ti ca l

| 301: M a r k e t in g M a n a g e m e n t
302: Q u a n t i t a t i v e T e c h n i q u e s f or M a n a g e m e n t

!
\

i n .

! 303: B us in es s Ec o no mi c s- Ll
i 304: C os t & M a n a g e m e n t A c c o u n t i n g
! 305: C o m p u t e r Pr ac ti ca l

! 401: H u m a n Resource M a n a g e m e n t

1402: Business Re search

iv .

j 403: Production
i

Operations M anagem ent

i 405: C o m p u t e r Practical
i

50 1 : B u s i n e s s E t h i c s <S C o r p o r a t e G o v e r n a n c e
502:

&

404: Financial M a n a g e m e n t

v.

Project M a n a g e m e n t & E n t r e p r e n e u r s h i p

503: E l e c t i v e P a p e r F - 1 / M - 1 / H - 1
504: E l e c t i v e P a p e r F - 2 / M - 2 / H - 2
i

505: C o m p u t e r P r a c t i c a l

j 601: Bus ine s s Policy & S t r a t eg y

602: Le gal A sp e c t s o f Busi ne ss

VI.

: 603: El ec tive P a p e r F -3 /M -3 /H -3
;

604: Elect ive P a pe r F -4 /M -4 /H -4

i 605: Pr oj e ct S u b m i s s i o n ( F u n c t i o n a l S p e c i a l i z a t i o n )

H i e E-ilcctive p a p e r s in the l lin c lio n a l s p e c i a l i z a t i o n will b e a s f o llo w s :

Finance:

Marketing:

L - l : I n v e s t m e n t A n a l y s i s a n d P o r tf o l i o M a n a g e m e n t .

M - l: C o n su m e r Behaviour.

F-2: I n te r n a t i o n a l F i n a n c e .

M-2:

Personal

Selling

anti

Sales

Force

M anagem ent.
F-3: F i n a n c i a l M a r k e t a n d S e r v ic e s .
K-4: I n c o m e T a x Lind P l a n n i n g .

M-3: A dvertising and B rand M anagem ent.

M -4: Retail M a n a g e m e n t .

Inman Resource M anagem ent:

!-l: T ra in in g and M a n a g e m e n t D e v e lo p m e n t.
1-2: P e r f o r m a n c e a n d C o m p e n s a t i o n M a n a g e m e n t S y s t e m s .
1-3: Indu s tr i a l R e l a t i o n s an d L a b o u r L e g i s la ti o n .
1-4: I n t e r n a t i o n a l H u m a n R e s o u r c e M a n a g e m e n t .

P a p e r N o . 101: B U S I N E S S C O M M U N I C A T I O N
Objectives
C o m m u n i c a t i n g e f f e c t i v e l y in s p e a k i n g & w r i t i n g e x t e n d s a c r o s s all a r e a s o f b u s i n e s s , i n c l u d i n g
m a n a g e m e n t , so c i a l & t e c h n i c a l p o s i t i o n s . T h e r e f o r e , th e o b j e c t i v e o f th i s p a p e r is to d e v e l o p
e f f e c t i v e c o m m u n i c a t i o n s k il l s o f o u r s t u d e n t s .
C o u r s e Contents
Unit I
I n t r o d u c t i o n to B u s i n e s s C o m m u n i c a t i o n . B a s i c f o r m o f C o m m u n i c a t i o n - D o w n w a r d , u p w a r d
a nd Horizontal c o m m u n ic a tio n , Process o f co m m u n ic a tio n , C o rp o rate C o m m u n ic a tio n - Form al
and

informal c o m m u n i c a tio n netw ork. G ra p e v in e - single strand, gossip, cluster, Probability,

I m p o r t a n c e o f G r a p e v i n e . M i s c o m m u n i c a t i o n o r B a r r i e r to c o m m u n i c a t i o n - W r o n g c h o i c e o f
m edium .

Physics

barriers,

Sem antic

b a r r ie r s ,

different

C om prehension

of

re a lity,

Socio

p s y c h o l o g i c a l b a r r i e r s, P r i n c i p l e s o f C o m m u n i c a t i o n - 7 c s c o n c e p t
U n i t II
W r i t i n g S k i l l s : P l a n n i n g b u s i n e s s m e s s a g e s , B u s i n e s s le tte rs , M e m o f o r m a t s , R e q u e s t le tte rs ,
G o o d n e w s l et te rs. B a d n e w s letters . P e r s u a s i v e lett e r s - A I D A , S a l e s le tte rs , c o l l e c t i o n le tte rs
D e ta ile d Project R e p o rt W r itin g an d p re s e n ta tio n
U n i t III
O r a l P r e s e n t a t i o n - P r i n c i p l e s o f oral p r e s e n t a t i o n s , F a c t o r s e f f e c t i n g p r e s e n t a t i o n s . N o n V e r b a l
c o m m u n i c a t i o n - A p p e a r a n c e . B o d y l a n g u a g e , P a r a l a n g u a g e , 'Time , S p a c e , S i l e n c e , E f f e c t i v e
L i s t e n i n g - f a c t o r s a f f e c t i n g li s t e n i n g . I m p r o v i n g , l i s t e n i n g
y
I n t e r v i e w i n g S k i l l s - I n t e r v i e w e r ' s p r e p a r a t i o n , I n t e r v i e w e e s p r e p a r a t i o n , T y p e s o f i n t e r v i e w
C o m m u n i c a t i o n f or E m p l o y m e n t - R e s u m e : F o r m u l a t i n g C a r e e r P l a n s , P l a n n i n g y o u r R e s u m e
S t r u c t u r i n g t h e R e s u m e , C o n t e n t o f th e R e s u m e , E l e c t r o n i c R e s u m e s
Unit V
International C o m m u n ic a tio n Process, Strategies,

Issue

Cultural sensitiveness. C ultural context, N eg o tia tio n Skills -

in N e g o t i a t i o n -

C ollective bargaining,

Process &

e f f e c t i v e BC .
Reading:
1.

R o n a l d E. D u l e e k . J o h n S . F i e k l e n : P r i n c i p l e s o f B u s i n e s s C o m m u n i c a t i o n

2.

M u r p h y a n d 1l i d e r b r a n d t : B u s i n e s s C o m m u n i c a t i o n

j.

B o v e e Th il l: B u s i n e s s c o m m u n i c a t i o n T o d a y , M e G r a w ITill

4.

M alra Treece, A llyn and Bacon: Successful c o m m u n ic a tio n

R a n d a l l E. M a j o r s I T arp er & R o m : B u s i n e s s c o m m u n i c a t i o n

6.

! l a r p e r t <\; R o w W e s t e r n : G u i d e to e f f e c t i v e le tte r w r i t i n g

7.
8.

Persing: Business c o m m u n ic a tio n dynam ics

M a r v Ellen G u ffo y : B u s i n e s s c o m m u n i c a t i o n

9.

F r e d E u t h a m : O r g a n i z a t i o n a l B e h a v i o r ( F o r N e g o t i a t i o n Sk ill )

10. C.I3 M m o r i a : I n d u s t r i a l R e l a t i o n ( F o r the t o p ic o f c o l l e c t i v e b a r g a i n i n g )

N o t e : L a t e s t E d i t i o n to b e r e f e r r e d

Essentials o f

P . i n e r N o . 102: F U N D A M E N T A L S O F M A N A G E M E N T
Objective:
T o a c q u a i n t t h e s t u d e n t s w i t h th e f u n d a m e n t a l s o f m a n a g i n g b u s i n e s s
C o ur se contents:
I nil 1
B a s ic f o r m s o f B u s i n e s s O w n e r s h i p : S o l e p r o p r i e t o r s h i p . P a r t n e r s h i p s . C o r p o r a t i o n s / C o m p a n y
A d v a n t a g e s & D i s a d v a n t a g e s : C h o o s i n g a fo r m o f B u s i n e s s o w n e r s h i p ; C o r p o r a t e E x p a n s i o n :
M e r g e r s a n d A c q u i s i t i o n s , d i v e r s i f i c a t i o n , f o r w a r d a n d b a c k w a r d i n t e g r a t i o n , j o i n t v e n tu r e s ,
S t r a t e g ic a l l i a n c e . S p e c i a l f o r m s o f ow n e r s h i p : F r a n c h i s i n g , L i c e n s i n g . L e a s i n g C o o p e r a t i v e s :
A dvantages and D isadvantages.
I.! n i t 11
E v o l u t i o n o f m a n a g e m e n t th e o r y : C l a s s i c a l , B e h a v i o u r a l , S y s t e m s c o n t i n g e n c y a p p r o a c h e s to
m a n a g e m e n t : M c k i n s e y 7 S F r a m e w o r k . S ix S i g m a , T Q M , L e a r n i n g o r g a n i s a t i o n s .

Business

P r o c e s s , R e e n g i n e e r i n g : M a n a g e m e n t c h a l l e n g e s for th e 2 1 s t c e n t u r y . M a n a g e r i a l fu n c tio ns ,
M a n a g e r i a l R o l e s ( H e n r y M i n t z b e r g ) M a n a g e r i a l s kills.
U n i t Ml
O v e r v ie w ' o f P l a n n i n g : T y p e s o f P l a n s . O r g a n i s a t i o n a l l e v e ls , I n t e r a c t i o n b e t w e e n P l a n T y p e s
a n d Levels. D e c i s i o n m a k i n g : P r o c e s s , T y p e s a n d T e c h n i q u e s ; P l a n n i n g P r o c e s s : A n a l y z i n g the
environm ent. Setting objectives. Determ ining R equirem ents A ssessin g Resources, D eveloping
.Action P la n s. I m p l e m e n t i n g P l a n s , M o n i t o r i n g o u t c o m e s ; P l a n n i n g to ol s : B u d g e t , G o a l s e tting:
\1B 0:

Control

function:

Control

Process; Scope o f Control

in th e o r g a n i s a t i o n :

S tr a te gi c ,

T a c t i c a l . O p e r a t i o n a l c o n t r o l : F a c t o r s in c o n tr o l e f f e c t i v e n e s s .
U n i t IV
F o r m a l a n d I n f o r m a l O r g a n i s a t i o n s . P r in c i p l e s o f o r g a n i z i n g , C o m m o n o r g a n i s a t i o n a l s t r u c tu r e s :
Functional product. D ivision, C ustom er, G eographic / R eg io n a l, M atrix, Hybrid, N etw orking
organisational

structures.

M echanistic

versus

Organic

structures;

Authority,

Delegation

&

D e c e n t r a l i z a t i o n : T y p e s o f a u t h o r i t y , D e c e n t r a l i z a t i o n o f a u t h o r i t y , f a c t o r s a f f e c t i n g the e x t e n t o f
decentralization,

Form al

&

Informal

delegations,

Characteristics,

Process,

P r in c i p l e s

delegations.
C a s e s tu dy -- The c a s e s t u d y w i 11 b e in te r- to p ic
Readings:
1.

K o o n t z & H e i n z We i h r i c h . E s s e n ti a l o f m a n a g e m e n t M e G ra vv H ill

2.

Stoner & W an k e l

:M anagement

3.

S t e p h e n P. R o b b i n s

:M a n a g e m e n t

4.

Y .k . B h u sh an . Fund am en ta ls o f Business O rganisation & M a n a g e m e n t X Edition

(1099)

of

P a p e r N o : 103: B U S I N E S S S T A T I S T I C S A N D A P P L I C A T I O N S
Objective:
T o f a m i l i a r i z e t h e s t u d e n t s w i t h v a r i o u s S ta ti s ti c a l D a t a A n a l y s i s t o o l s t h a t c a n be u s e d for
effective decision m aking.

E m p h a s i s will be o n th e a p p l i c a t i o n o f th e c o n c e p t s le a rnt.

C o u r s e contents:
Un i t I
M e a s u r e s o f C e n t r a l Valu e: M e a n i n g . N e e d fo r m e a s u r i n g c e n t r a l v a l u e . C h a r a c t e r i s t i c s o f a n
ide al m e a s u r e o f c e n t r a l v a l u e . T y p e s o f a v e r a g e s - m e a n , m e d i a n , m o d e , h a r m o n i c m e a n a n d
geom etric m ean. Merits. Lim itations and Suitability o f averages. R ela tio n sh ip b e tw e en averages.
M e a su r es o f Dispersi on: M e a n i n g a n d Significance . A b s o lu te an d Relative m e a s u r e s o f di sp ers io n - Range, Qua rtile
Deviation. M ean Deviation. Standard Deviation, M oments, Skewness,

Kurtosis

U n i t II
P r o b a b il i t y :

M eaning

and

need.

Theorem s

of

addition

and

multiplication.

C onditional

p r o b a b il i ty . B a y e s ' t h e o r e m , R a n d o m V a r ia b le - d i s c r e t e a n d c o n t i n u o u s . P r o b a b i l i t y D i s t r i b u t i o n :
M eaning, characteristics (Expectation and variance) o f B inom ial, Poisson, G eom etric, Uniform ,
E x p o n e n t i a l a n d N o r m a l d i s t r i b u t i o n . C e n t r a l li m i t t h e o r e m .
U n i t III
Correlation

Analysis:

M eaning

and

significance.

Correlation

and

Causation.

Types

of

correlation. M e th o d s o f studying sim ple correlation - Scatter d iagram , Karl P e a rso n 's coefficient
o f correlation. S p e a r m a n 's R a n k correlation coefficient.

Regression A nalysis:

M eaning and

s i g n i f i c a n c e . R e g r e s s i o n vs. C o r r e l a t i o n . R e g r e s s i o n li n e s ( X o n Y , Y o n X )
Unit IV
I n de x N u m b e r s : M e a n i n g a n d s i g n i f i c a n c e . P r o b l e m s in c o n s t r u c t i o n o f i n d e x n u m b e r s . M e t h o d s
o f constructing index n u m b e rs - W eighted and U n-w eighted (sim ple aggregative an d simple
av e r a g e o f p r i c e r e l a t i v e m e t h o d s ) . T e s t s for a d e q u a c y o f i n d e x n u m b e r s . C h a i n i n d e x n u m b e r s .
B a s e s h if ti n g . S p l i c i n g a n d D e f l a t i n g t h e i n d e x n u m b e r s . C o n s u m e r p r i c e i n d e x - m e a n i n g a n d
ne e d . I n t r o d u c t i o n to S t o c k m a r k e t i n d i c e s ; A n a l y s i s o f T i m e S e r i e s : M e a n i n g a n d s i g n i f i c a n c e .
U t i lity. C o m p o n e n t s o f t i m e s e ri e s . M o d e l s ( A d d i t i v e a n d M u l t i p l i c a t i v e ) , M e a s u r e m e n t o f t r e n d
-

Freehand

m ethod.

Sem i-average

method,

M oving

average.

M ethod

of

le a s t

M e a s u r e m e n t o f s e a s o n a l v a r i a t i o n s - m e t h o d o f s i m p l e a v e r a g e s , ra tio to t r e n d m e t h o d .
Readings:
1. S.P. G u p t a ( S . P . )

: S t a t is ti c a l M e t h o d s , S u l t a n C h a n d & S o n s , 3 4 t h E d i t i o n

2. K i c h a r L e v i n & D a v i d R u b i n

: S t a ti s t i c s for m a n a g e m e n t , P r e n t i c e H a ll

3. B o o t & C o x : St a t i st i c a l a n a l y s i s for m a n a g e r i a l d e c i s i o n s , T a t a M c G r a w Hill

4. l.C. D h i n g r a & M . P . G u p t a : L e c t u r e in b u s i n e s s s t a ti s t ic s

sq uares.

P a p e r N o : 104 - F I N A N C I A L A C C O U N T I N G
Objective:
T o fa m i l i a r i z e s t u d e n t s w i t h t h e m e c h a n i c s o f p r e p a r a t i o n o f f i n a n c ia l s t a t e m e n t s , u n d e r s t a n d i n g
c o r p o r a t e f i n a n c i a l s t a t e m e n t s , t h e i r a n a l y s i s a n d in t e r p r e t a t i o n .
Course Contents
I 11it I
Introduction

to

financial

Accounting:

A ccounting

as

System.

Importance

and

Scope,

L i m itations '. C o n c e p t s . P r i n c i p l e s a n d C o n v e n t i o n s - G e n e r a l l y A c c e p t e d A c c o u n t i n g P r in c ip le s :
T he A c c o u n tin g Equation: N a tu re o f Accounts. T y p e s o f bo o k s ( P rim a ry and S eco ndary ) and
R u l e s o f D e b i t a n d C r e d it ; R e c o r d i n g T r a n s a c t i o n s in J o u r n a l : P r e p a r a t i o n o f L e d g e r A c c o u n t s ;
O p e n i n g a n d C l o s i n g E n t r i e s ; P r e p a r a t i o n o f T r ia l B a l a n c e a n d I n t r o d u c t i o n to A c c o u n t i n g
e rr o rs ;
U n i t 11
P r e p a r a t i o n o f Fi na l A c c o u n t s : T r a d i n g A c c o u n t , Prof it & L o s s A c c o u n t a n d B a l a n c e S h e e t,
Adjustm ent

Entries

( no t

very

advanced),Introduction

to

Accounting

Standards

re la te d

to

R e v e n u e r e c o g n i t i o n . A c c o u n t i n g for F ix e d a s s e ts ( A S 9) a n d D e p r e c i a t i o n ( A S 6). I n v e n t o r y
a n d th eir i m p a c t o n final a c c o u n t s
I nit 111
Annual

Report

Management

of

Joint

Stock

Company

C hairm an's

Statem ent,

D irectors

R e p o rt ,

Discussion and Analysis. Report on Corporate G o v e rn a n c e , A u d ito r s Report,

C o r p o r a t e I n c o m e S t a t e m e n t a n d B a l a n c e S h e e t, S i g n i f i c a n t A c c o u n t i n g P o l i c i e s a n d N o t e s o n
A c c o u n t s . I n t r o d u c t i o n to C o r p o r a t e F i n a n c ia l S t a t e m e n t s : P r e p a r a t i o n o f C a s h F l o w S t a t e m e n t
as p e r A S - 3 ( r e v i s e d ) . U n d e r s t a n d i n g c o n t e n t s o f f in a n c ia l S t a t e m e n t s o f a C o m p a n y a s p e r
s c h e d u l e VI o f the I n d i an C o m p a n i e s A c t 1 9 5 6 a n d p r o v i s i o n s o f C o m p a n i e s A c t r e la ti n g to
s e c u r i t y p r e m i u m . C a p i t a l r e s e r v e s , d i v i d e n d s , d i s t r i b u t a b l e p r o f its a n d t y p e s o f s h a r e s .
Understanding

different

types

of

P r o f it,

v iz.,

PBIT,

PBT,

PAT,

Operating

Profit

and

D i s t r i b u t a b l e Prof it.
U n i t IV
Fin ancial

Statem ent

Analysis:

Horizontal

and

Vertical analysis

(C om m on

size

statement),

F i n a n c ia l R a t i o s : M e a n i n g a n d U s e f u l n e s s o f F i n a n c i a l R a ti o s . A n a l y s i s o f r a tio s f r o m th e
p e r s p e c t i v e o f S t a k e h o l d e r s lik e I n v e s t o r s . L e n d e r s , a n d S h o r t - t e r m C r e d i t o r s . L i q u i d i t y R a tio s ,
S o l v e n c y R a t i o s . P r o f i t a b i l i t y R a t i o s , a n d T u r n o v e r R a ti o s ; I n t r o d u c t i o n t o A c c o u n t i n g S t a n d a r d s
on Disclosure o f A c counting Policies. C ash Flow Statem ent, R evenue R ecognition. A ccounting
for F ix e d A s s e t s a n d E a r n i n g s p e r S h a r e i s s u e d b y t h e I C A I.
.Note: L a b c l a > s e s 4 i a l l b e a l l o t t e d t o l e a r n C o m p u t e r i z e d A c c o u n t s . S t u d e n t s sha l l b e e x p e c t e d to l ea r n c r e a t i o n o f
v o u c h e r s a n d r e c o r d i n g t r a n s a c t i o n s ; p r e p a r i n g r e p o r t s - C a s h B o o k , L e d g e r A c c o u n t s . T r ia l B a l a n c e . I n c o m e
S t a t e m e n t a n d b a l a n c e ^ h c e t b y u s i n g a r e p u t e d A c c o u n t i n g S o f t w a r e p a c k a g e . E v a l u a t i o n o f l ab w o r k shal l b e d o n e
> e p a r ai e i \ a n d -dial! not be a part o f t h e o r y p a p e r o f F i n a n c i a l A c c o u n t i n g .

Reading:
1. M o n g a . . I . R. . F i n a n c i a l A c c o u n t i n g : C o n c e p t s a n d A p p l i c a t i o n s , M a y t i r P a p e r b a c k s
2.

l uNian. P.C.. f inancial A c c o u n t i n g , P e a r s o n

3. M a h e s h u a r i .

S.N.

c'c M a h e s l m a r i ,

S.K.

. Financial

.Accounting

for

B. C o m . .

{ F o u n d a t i o n ) C o u r s e s . V i k a s P u b l i s h i n g H o u s e P \ t . L.td.
1. G l t o s l i . f . l \ . F i n a n c i a l A c c o u n t i n g f o r M a n a g e r s . T a x m a n n A l l i e d S e r v i c e s ( P ) L t d .
5. B a l w a n i . N i t i u . A c c o u n t i n g a n d F i n a n c e f o r M a n a g e r s
(S. G u p t a . A m b r i s l i : F i n a n c i a l A c c o u n t i n g f o r M a n a g e m e n t
7. B h a t t a c h a r v v a . A s i s h K. . f i n a n c i a l . A c c o u n t i n g f o r B u s i n e s s M a n a g e r s
K. J a i n . S . I . & N a r a n c . k . l . . . A d v a n c e d . A c c o u n t a n c y

CA,

CS,

&. 1 C W A

P a p e r N o : 105 - C O M P U T E R P R A C T I C A L
W o r d P r o c e s s i n g S o f t w a r e : W o r k i n g w i t h te x t ( c r e a t i n g , s a v i n g , f o r m a t t i n g ) . S e t t i n g m a r g i n s
a n d p a g e b r e a k s , h e a d e r s , l o o t e r s , e n d n o t e s , f o o t n o t e s , T a b s , T a b l e s . S o r t i n g , p a r a g r a p h s e tt in g,
M a i l m e r g e - c r e a t i n g a n d e d i t i n g th e m a i n d o c u m e n t & d a t a s o u r c e , L i n k i n g a n d e m b e d d i n g .
Spreadsheets
understanding

Software:
c ei l

Basic

referencing

concepts,
-

working

absolute,

with w orksheet -

mixed,

r e la tiv e ,

using

editing and formatting,

form ulas

s ta tis tic a l ,

m a t h e m a t i c a l , l o g i c a l , f i n a n c i a l , text. P i v o t T a b l e a n d R e p o r t . G o a l S e e k , w o r k i n g w i t h c ha rt s .
Presentation Softw are:

M a k i n g p r e s e n t a t i o n , a u t o c o n t e n t w i z a r d , a d d i n g t e x t to th e s lide s ,

P o w e r P o i n t v i e w s , i n s e r t i n g f e a tu r e s , a d d i n g p i c t u r e s to a s l i d e , c r e a t i n g a c h a r t , c h a n g e c o l o r
sc h e m e , add graphics, inserting video, m o v in g slides, a n im a tio n a n d s o u n d , d e s ig n tem plates,
s l i d e tr a n s i t i o n e f f e c t , s e l f r u n n i n g p r e s e n t a t i o n .
Rending:
1. M a n u a l s f o r M S - O f f i c e . E x c e l . M S - W o r d . M S - A c c e s s
2. M a n s f i e l d . R o n . C o m p a c t G u i d e to M S - O f f i c e , B P B P u b l i c a t i o n s .
3. D a v i d A n g e l ! M i c r o s o f t O f f i c e W o r d 2 0 0 3 B ib le
4. l' a it h e W ' e m p e n - S p e c i a l E d i t i o n U s i n g M i c r o s o f t O f f i c e W o r d 2 0 0 7
5. J u l ia K e l l y - The U n o f f i c i a l G u i d e to E x c e l 2 0 0 3
6. D a v i d R i v e r s P o w e r P o i n t 2 0 u 3 E s s e n t ia ! 1r a i n i n g
7. G r e g P e r r y , M i c r o s o f t O f f i c e 2 0 0 7 , S a m T e a c h y o u r s elf, P e a r s o n E d u c a t i o n .
8. M a n s f i e l d . M S O f f i c e . R e p r i n t 2 0 0 6 , T a t a M c G r a w - H i l l ,
i). M i c r o s o f t O f f i c e S y s t e m s t e p b y s te p , 2 0 0 3 e d i t i o n , P H I , V i k a s G u p t h a , C o m d e x C o m p u t e r
C o u r s e Ki t , O f f i c e 2 0 0 7 , D r e a m t e e h P r e s s , W i l e y - I n d i a

P a p e r No : 201 - O R G A N I S A T I O N A L B E H A V I O U R
Objectives:
T o u n d e r s t a n d i n d i v i d u a l a n d g r o u p b e h a v i o u r at w o r k p l a c e a n d to i m p r o v e th e e f f e c t i v e n e s s o f
an o r g a n i s a t i o n .
C o u r s e Contents:
IHit 1
Conceptual Foundations and Importance o f organisation Behaviour. M a n a g e m e n t Challenges. A
P a r a d i g m Sh i f t . I n d i v i d u a l B e h a v i o u r at W o r k . P e r c e p t i o n a n d A t t r i b u t i o n : C o n c e p t , N a t u r e .
P ro c e s s . Attitude: C o m p o n e n t s , functions and c h a n g in g attitudes; P e rso n a lity : C o n c e p t, T y p e s
a n d T h e o r i e s o f P e r s o n a l i t y : L e a r n in g : C o n c e p t a n d T h e o r i e s o f L e a r n i n g , r e i n f o r c e m e n t , R ig h t
a n d Lef t b r a i n c o n c e p t . E m o t i o n a l In t e l l ig e n c e .
U n i t II
M o t i v a t i o n : C o n c e p t s a n d th e ir a p p l i c a t i o n , N e e d ( M a s l o w a n d H e r z b e r g ) , C o n t e n t & P r o c e s s
theories. Expectancy theory. Equity theory, goal Setting theory. E m p o w e rm e n t and econom ic
i n c e n t i v e s a s m o t i v a t i o n a l to o ls .
Uni t III
L e a d e r s h i p : L e a d e r s a n d L e a d e r s h i p P r o c e s s : T r a i t s , B e h a v i o u r s , a n d s i t u a t i o n s t h e o r i e s . B la k e
& M o u t o n s: M a n a g e r i a l g r id , M e r s e y & B l a n c h a r d s ' s i t u a ti o n a l L e a d e r s h i p M o d e l , L i k e r t ' s 4
svstem

model.

Fiedler's

C ontem porary Leadership

Leadership

contingency

th e o r y ,

H o u s e s

is s u es : C h a r i s m a t i c , T r a n s f o r m a t i o n a l

Path-goal

th e o ry ,

Leadership, Substitutes and

N e u t r a l i z e r s for L e a d e r s h i p .
Unit IV
C ro u p Dynamics: D efinition, Stages o f C ro u p D evelopm ent, G r o u p C o h e siv en ess, Form al and
Informal Croups, G ro u p Processes and Decision M aking, Dysfunctional G roups. Im portance o f
team

work

in o r g a n i s a t i o n s ,

developing

team

leadership

s ki lls ,

A nalysis

o f Interpersonal

Relationship: Transactional Analysis, Johari W indow .

U n i t V'
O r g a n i s a t i o n a l Po w e r a n d P o lit ic s : C o n c e p t , S o u r c e s o f P o w e r , N a t u r e o f o r g a n i s a t i o n a l pol iti c s
Distinction

between

Power.

Authority

and

Influence,

Approaches

to

Power,

Politic al

I m p l i c a t i o n s o f P o w e r : D y s f u n c t i o n a l U s e s o f P o w e r , G u i d e l i n e s fo r d e v e l o p i n g p o l i t i c a l skills.
N e g o t i a t i o n p r o c e ss .
U n i t VI
O r g a n i s a t i o n a l C h a n g e : C o n c e p t . N a t u r e , R e s i s t a n c e to c h a n g e , M a n a g i n g r e s i s t a n c e to c h a n g e .
Im plem enting Change. Kurt Lewin Theory o f Change.
U nit V ! I
C o n f l i c t : C o n c e p t . S o u r c e s . T y p e s . S t a g e s o f c o n f l i c t . M a n a g e m e n t o f c o n f lic t.
R e a d intis:
!. R o b b i n s S t e p h e n P.: O r g a n i s a t i o n a l B e h a v i o u r , P e a r s o n E d u c a t i o n , 12th E d i t i o n
2. i . u t h a n s Fr ed : O r g a n i s a t i o n a l B e h a v i o u r , Lata M e G ra w Hill
5. ! ) a \ i s . Ke it h: H u m a n B e h a v i o u r at W o r k s , f a t a M e G r a w Hill. N e w D e lh i.
4. I l e r s e y Pa ul . B l a n c h a r d . K e n n e t h 11 a n d J o h n s o n D e w e y E.: M a n a g e m e n t o f O r g a n i s a t i o n a l
B e h a v i o u r : L e a d i n g H u m a n R e s o u r c e s . P e a r s o n E d u c a t i o n , <Sth E d i t i o n
Su p p lem en ta ry Readings:
1. N e w s t r o m J o h n W. : O r g a n i s a t i o n a l B e h a v i o u r , f a t a M e G r a w Hill, 12th
2.

Me

Shane

L.

Steven.

Glinow

Mary

Ann

Be hav iour : l ata M e G r a w Hill. .Vd E d it io n

7

Von

&

Sharm a

Radha

Edition
R.

- Organisational

3.

3 . G r e e n b e r g J e r a l d a n d B a r o n R o b e r t A. : B e h a v i o u r in O r g a n i s a t i o n s : U n d e r s t a n d i n g a n d
M a n a g i n g I h e H u m a n S i d e o f W o r k . P r e n t i c e H a ll o f I n d i a

4.

fa r e e k . I d a i : B e h a v i o u r a l P r o c e s s in O r g a n i s a t i o n , O x f o r d 4 IB ! I, N e w D e l h i

5.

l'osi. R i z z o . & C a r r o l l : M a n a g i n g O r g a n i s a t i o n a l B e h a v i o u r - B l a e k w e l l P u b l i s h e r s

6.

G r e g o r y M o o r h e a d . R i c k y . W . G r i f f i n ( B i/ . t a n t r a 7 t h E d i t i o n )

P a p e r No: 2 0 2 - IM Bi . l C
Objective
T o f a m il ia r i z e s t u d e n t s a b o u t

RELATIONS ^ C O R P O R A T E IM AGE

concepts o f public

relations and

make

them

understand

its

a p p l i c a t i o n s in t h e d i f f e r e n t p r o f e s s i o n a l a r e a s to c r e a t e a m u t u a l l y b e n e f i c i a l e n v i r o n m e n t
b e t w e e n an o r g a n i s a t i o n a n d its S t a k e h o l d e r s .
Cour se contents
I nit I
D evelopm ent o f Public Relations: M eaning, nature & scope o f public relations, elem ents o f
p u b li c re la t i o n s-

human

r e la ti o n s , e m p a t h y ,

persuasion & dialogue,

d e v e lo p m e n t o f public

re l a t i o n s in t he I n d i a n c o n t e x t , o r g a n i s i n g a c o m p a n y ' s p u b l i c r e l a t i o n s d e p a r t m e n t - Pu b lic
r e l a ti o n s & p l a c e in o r g a n i s a t i o n a l c h a r t, w o r k i n g w i t h o t h e r d e p a r t m e n t s .
I nit I!
O pen System

M odel o f Public

R e l a t i o n s , P u b li c O p i n i o n :

a t t i tu d e s , g o v e r n o r s o f o p i n i o n c h a n g e ,

F a c to r s i n f l u e n c i n g f o r m a t i o n o f

generators o f opinion change, principles o f public

o p i n i o n , ro l e o f o p i n i o n le a d e r s , p r i n c i p l e s o f p e r s u a s i o n . I s s u e M a n a g e m e n t
I nit III
T o o l s & M e d i a : I n t e r n e t & in tr a n e t , n e w s p a p e r s , m a g a z i n e s , r a d io & T . V . , p u b l i c i t y , a d v e r t i s i n g i n s ti tu tio n a l . p e r i o d i c a l s - in t e rn a l & e x t e r n a l c o m m u n i c a t i o n , s p e c ia l e v e n t s in p u b l i c r e la ti o n s ,
propaganda, cam paigns.
I ' n i t IV
P u b li c R e l a t i o n s - t h e 4 s te p p r o c e s s : D e f i n i n g P R p r o b l e m , p l a n n i n g & p r o g r a m m i n g , a c t i o n &
c o m m u n ic a tio n strategy, e valu atin g the program.
Unit V
C o r p o r a t e R e l a t i o n s : P u b l i c r e l a t i o n s w i t h th e G o v e r n m e n t : P u b l i c r e l a t i o n for p r i v a t e s e c tor.
H m ployec Relations: Interaction be tw e e n m a n a g e m e n t & em p lo y e es, internal C o m m u n ic a tio n
m e d i a . M e d i a & p r e s s r e la ti o n s : I m p o r t a n c e o f p r e s s a n d its role in b u i l d i n g th e c o r p o r a t e i m a g e ,
p re s s v isits, a r r a n g i n g fo r p r e s s c o v e r a g e , p r e p a r i n g a p r e s s kit, f e a tu r e s t o r ie s , a rti c le s , p r e s s
not e , p r es s c o m m u n i q u e & p r e s s re le a s e . F i n a n c i a l P u b l i c R e l a t i o n s : T y p e s o f fi n a nc ia l pu bl ic ,
ro l e o f P R in m a i n t a i n i n g c o n t a c t w i t h fin a n c ial p u b li c s ; A n n u a l r e p o r ts a n d f in a n c i a l c o v e r a g e ,
.A r ran gin g for a n n u a l g e n e r a l m e e t i n g s . D i s t r i b u t o r & D e a l e r R e l a t i o n s : O b j e c t i v e s o f d i s t r i b u t o r
- d e a l e r r e l a t i o n p r o g r a m , t o o ls a n d m e d i a o f c o m m u n i c a t i o n . S u p p l i e r R e l a t i o n s : F u n c t i o n s o f
P R d e p a r t m e n t , o b j e c t i v e s o f s u p p l i e r r e l a t io n p r o g r a m , t o o ls a n d m e d i a o f c o m m u n i c a t i o n .
C o n s u m e r R e l a t i o n s : O b j e c t i v e s o f c o n s u m e r r e la ti o n s p r o g r a m , p l a n n i n g o f c o n s u m e r r e l a t io n s
program,

media

com m unication

and

s p ec ial

events.

C om m U nity

Relations:

Com m U nity

r e l a ti o n s p r o g r a m , o b j e c ti v e s & p o l ic y , m e d i a o f c o m m u n i c a t i o n w i t h c o m m U n i t y . I n t r o d u c t i o n
to Inte rn a tio n a l P u b l i c R e l a t i o n s &. its i m p o r t a n c e
I nit VI
.Public R e l a t i o n s

c r i s is m a n a g e m e n t : D i f f e r e n t t y p e s o f c r is i s f a c e d b y o r g a n i s a t i o n s , r ol e o f

P R in m a n a g i n g c r i s i s a n d i m p r o v i n g i m a g e p o s t c risis.
N o t e : T h e p a p e r s h o u l d b e t a u g h t witii s p ecial e m p h a s i s o n p r a c ti c a l a p p l i c a t i o n s via the c a s e
s tudv m e t h o d .

R v ) ci I n <fs ;
1.

i i a s e r M o o r e a n d F r a n k lv al u p a . P u b l i c R e l a t i o n s : p r i n c i p l e s , c a s e s & P r o b l e m s ( M K ) Sur jit

P u b l i c a t i o n s ( 1 9 8 7 / L a te s t E d i t i o n )

2.

B a la n : A p p l i e d P R a n d ( C o m m u n i c a t i o n (B ) S u l t a n C h a n d P u b l i c a t i o n s ( 3 r d e d i t i o n / L a te s t
L d i t io n

5.

C ut 1ip a n d C e n t e r : E f f e c t i v e P u b l i c R e l a t i o n s ( C C ) , P r e n t i c e H a ll ( 1 9 8 5 )

S n p p 1e m e n ta rv R e n d i n s :
1.

A l l e n 11 C e n t r e a n d P a t r i c k J a c k s o n . P u b li c r e l a t i o n p r a c t i c e s . PL1I

2.

Ph il ip L e s l e y : H a n d b o o k o f P u b l i c r e l a t i o n a n d c o m m u n i c a t i o n , J a i c o Pu b.

10

P a p e r No. 203 - B U S I N E S S E C O N O M I C S 1
Objectives
1 lie p u r p o s e o f t h i s c o u r s e is l o a p p l y m i c r o e c o n o m i c s c o n c e p t s a n d t e c h n i q u e s in e v a l u a t i n g b u s i n e s s
d e c i s i o n s t a k e n b y f i r m s . T h e e m p h a s i s is o n e x p l a i n i n g h o w t h e t o o l s o f s t a n d a r d p r i c e t h e o r y c a n b e
em ployed
among

to

form ulate a decision

alternatives.

Sim ple

problem , evaluate alternative courses o f action

geom etry

and

basic

concepts

o f m athem atics

will

be

and

finally c h o o s e

used

in c o u r s e

of

teaching.

Course Contents
I nit I
D e m a n d . S u p p l y a n d . Mark et E q u i l i b r i u m : I n d i v i d u a l d e m a n d f o r a p r o d u c t , m a r k e t d e m a n d f o r a
p r o d u c t , d e t e r m i n a n t s o f d e m a n d , i n d iv id u a l s u p p l y o f a p r o d u c t , m a r k e t s u p p l y o f a p r o d u c t ,
determ inants o f supply, m arket equilibrium.
Un i t II
E l a s t i c i ty o f D e m a n d

&

Supply:

P rice e l a s t i c i t y o f d e m a n d

and

its d e t e r m i n a n t s ,

income

e l a s ti c it y o f d e m a n d a n d its d e t e r m i n a n t s , c r o s s p r ic e e l a s t i c i t y o f d e m a n d a n d its d e t e r m i n a n t s ,
e l a st ic ity o f s u p p l y a n d its d e t e r m i n a n t s .
I nit 111
T h e o r y o f C o n s u m e r B e h a v i o u r : M a r g i n a l u til ity t h e o r y & its w e a k n e s s e s , i n d i f f e r e n c e c u r v e
t h e o ry , i n d i f f e r e n c e c u r v e s & its p r o p e r t i e s , b u d g e t line, p r ic e c o n s u m p t i o n c u r v e - p r i c e e ffe c t ,
i n c o m e c o n s u m p t i o n c u r v e - i n c o m e eff ec t, s u b s t i t u t i o n a n d i n c o m e e f f e c t s - n o r m a l , i n f e r i o r a n d
G i f f e n g o o d s , a p p l i c a t i o n o f in d i f f e r e n c e c u r v e tb e o r v , i n c o m e l e i s u r e t r a d e off. d ir e c t vs.
in d i r ec t tax.
Unit IV
T h e o r y o f P r o d u c t i o n : P r o d u c t i o n w it h o n e v a r i a b l e inpu t, p r o d u c t i o n f u n c t i o n , c o n c e p t o f total
product, average
geom etry

of

product and

product

marginal

curves,

th re e

product, law o f d im in ish in g m arginal

s ta g e s

of

production.

Production

and

productivity,
optimal

in p u t

proportions: two variable inputs, production isoquants, m arginal rate o f technical substitution,
r e t u rn s to s c a l e , o p t i m a l c o m b i n a t i o n o f r e s o u r c e s , i n p u t p r i c e s a n d i s o c o s t s , m a x i m i s i n g o u t p u t
s u b j e c t to a g i v e n c o st , m i n i m i s i n g c o s t s u b je c t lo a g i v e n o u t p u t .
U n it V
Theory o f Costs: ( B rie f Introduction) Theory o f short run costs - g e o m e try o f cost curvcs, long
r u n t h e o ry o f c o s t s . E n v e l o p e c u r v e , e c o n o m i c s &. d i s e c o n o m i e s o f s c a le . M o d e r n t h e o r y o f c o s t s
(Short Run. Eong Run)
E n i t VI
Theory o f firm

&

M a r k e t O r g a n i s a t i o n : T h e o r y o f p ri c e in p e r f e c t l y c o m p e t i t i v e m a r k e t s -

f e a t u r e s o f p e r f e c t c o m p e t i t i o n , s h o r t run e q u i l i b r i u m o f firm a n d i n d u s t r y , lo n g r u n e q u i l i b r i u m
o f firm a n d i n d u s t r y , e f f e c t o f c h a n g e s in fix ed c o s t , v a r i a b l e c o s t a n d m a r k e t d e m a n d & t a x e s o n
equilibrium , perfect co m p e titio n and optimal allocation o f resources.

Th e o ry o f p r i c e u n d e r

m o n o p o l y - f e a t u r e s o f m o n o p o l y , s h o r t run e q u i l i b r i u m , l o n g r un e q u i l i b r i u m , is th e r e a n y s u p p l y
c u r v e u n d e r m o n o p o l y . E f f e c t s o f c h a n g e s o n fi x e d c os t, v a r i a b l e c o s t , t a x e s a n d m a r k e t d e m a n d
o n e q u i l i b r i u m , c o m p a r i s o n o f m o n o p o l y a n d p e r f e c t c o m p e t i t i o n , p r i c e d i s c r i m i n a t i o n b a s ic
m o d e l , w e l f a r e c o s t o f m o n o p o l y . T h e o r y o f p r ic e u n d e r m o n o p o l i s t i c c o m p e t i t i o n - f e a tu re s o f
monopolistic

com petition,

short

ru n

equilibrium,

long

run

equilibrium ,

excess

capacity,

c o m p a r i s o n o f m o n o p o l i s t i c & m o n o p o l i s t i c c o m p e t i t i o n , c o m p a r i s o n o f m o n o p o l i s t i c & pe r f e c t
c o m p e t i t i o n . T h e o r y o f P r ic e u n d e r o l i g o p o l y - K i n k e d d e m a n d c u r v e m o d e l , d o m i n a n t p r ic e
l e a d e r s h ip , l o n g r u n a d j u s t m e n t s <!t e f f ic ie n c y i m p l i c a t i o n s o f o l i g o p o l y
R eadings:
!.

i i p > c y a iu i C h r v s t a k l - c o n o m i c s c d . ! i. O x f o r d E n i v e r s i t y P r e s s

2.

S ;s lv a to re .M icro e co n o m ics . cd.

3.

B r o w n i n g cV. B r o w n i n g : M i c r o e c o n o m i c s . l a t e s t e d i t i o n

I.

k o u l s M i n n i v M i c r o e c o n o m i c s . hi i eM e d i t i o n

11

P a p e r No 2 0 4 - I N F O R M A T I O N T E C H N O L O G Y F O R B U S I N E S S
Objective:
S he O b j e c t i v e o f ' t h e c o u r s e is to p r o v i d e h a n d s o n e x p e r i e n c e to s t u d e n t s in u s i n g c o m p u t e r s for
d ata o rg a n iz a tio n and a d d r e s s i n g b u s in e s s needs.
Course Content
U n i t I:
F S.

Fundam entals

: In f o r m a t i o n S y s t e m

C o n c e p ts (data, inform ation. S y ste m M odeling)

Functional c o m p o n en ts o f com puter; Inform ation Resource M a n a g e m e n t - H ard w are resource,

S o f t w a r e r e s o u r c e . D a t a r e s o u r c e - N e e d . C o m p o n e n t s , B e n e f i t s o v e r t r a d i t i o n a l tile s y s t e m ,
C l a s s i f i c a t i o n & T y p e s , A d v a n t a g e s , D i s a d v a n t a g e s & L i m i t a t i o n s o f e a c h .. N e t w o r k r e s o u r c e C o m p o n e n t s . C l a s s i f i c a t i o n & T y p e . .Adv a n t a g e s , D i s a d v a n t a g e s , L i m i t a t i o n s o f e a c h . C o m p u t e r
Netw ork

N e t w o r k , P e e r to p e e r a n d c lie n t s e r v e r n e t w o r k . S t a n d a r d p r o t o c o l , m o d e m . I nt e r ne t

s e r v i c e p r o v i d e r . I n t e r n e t t o d a y , lo g o n to the in te r ne t, w o r l d w i d e w e b , w e b s ite , w e b p a g e a nd
h y p e r l i n k , w e b t e r m i n o l o g y , h ttp . U R L a n d d o m a i n n a m e , b r o w s i n g o r s u r f i n g th e w e b , s e a r c h
engines, internet te le p h o n y
U n i t II
IS for D e c i s i o n M a k i n g P u r p o s e : A r c h i t e c t u r e , d e v e l o p m e n t a n d m a i n t e n a n c e o f I n f o r m a t i o n
Systems. Centrali/.ed D ecentralized & Distributed Inform ation Sy ste m s. Factors o f success and
f a i lure, v a l u e a n d r isk o f IS; IT S t r a t e g y a n d C o m p e t i t i v e A d v a n t a g e - M a x i m i z i n g v a l u e f r o m IT
iu\ c.^liiiciib . T h e i n f o r m a t i o n r e s o u r c e a n d th e e c o n o m i c s o f th e t i r m , 11 - e n a b l e d b u s i n e s s
m o dels . O b ta in in g c o m p e titiv e ad v a n ta g e from IT ; Integration a n d a u to m a tio n o f business
functions and d e v e lo p in g business m odels.
U n i t III
S y s t e m A n a l y s i s a n d D e s i g n ; B a s i e I n t r o d u c t i o n to M o d e l s a n d a p p r o a c h e s
Uni t I V
I n f o r m a t i o n S y s t e m at v a r i o u s lev el in th e O r g a n i z a t i o n

Role and ad v an tag es o f Transaction

Processing System . M a n a g e m e n t Information System . D ecision M a k in g through Information

System -

T yp e s o f D e c i s i o n M a k i n g . D e c i s i o n S u p p o r t S y s t e m , E x e c u t i v e I n f o r m a t i o n S y s t e m

: M a n a g in g the in t e r n e t w o r k e d o r g a n iz a tio n - D e s ig n in g , i m p r o v in g , a n d s e c u rin g c o m p u t e r

operations
Unit V
R e c e n t tr e n d s in I n f o r m a t i o n S y s t e m :

I n t r o d u c t i o n to D a t a w a r e h o u s e a n d D a t a m i n i n g -

C o n c e p t s . D a t a W a r e h o u s i n g life c y c le , d a ta w a r e h o u s i n g a r c h i t e c t u r e , d a t a M o d e l i n g :
System

and

Lcom m erce

Artificial

Intelligence.

Robotics,

Know ledge

M anagem ent,

ERP.

CRM,

Expert
SCM,

- c o n c e p t s , le g a l is s u e s a n d s e c u r it y . E D I , M o b i l e C o m m e r c e

Reading:
1.

E ffy ()/.. M a n a g e m e n t In fo r m a tio n S y s te m s . T h o m s o n . Latest E d itio n . C e n g a g e

Publication.

2.

J a m e s A. O ' B r i e n . . M a n a g e m e n t I n f o r m a t i o n S y s t e m s . L a te s t E d i t i o n . T a t a M c G r a w F I i l l .

4.

Raj K. W a d w h a . J i m m y

5.

K e n n e t h C. L a n d o n . J a n e P. L a n d o n . M I S : - M a n a g i n g t h e d ig i t a l firm, P e a r s o n E d u c a t i o n .

W . S Ja v v a d e k a r , M a n a g e m e n t I n f o r m a t i o n S y s t e m . L a t e s t E d i t i o n , T a t a M c - G r a w Hill
La te s t e d i t i o n .

Dawar. P.Bhaskara Rao, M IS and C orporate C o m m unications.

K a n i s h k a P u b li s h e r s .

<V

P e ter N o r t o n ' s . . I n t r o d u c t i o n to C o m p u t e r s , f a t a M c G r a w - H I L L

7.

Mhat n a g a r . S. C . a n d R a m a n i . K . Y . . C o m p u t e r s a n d I n f o r m a t i o n M a n a g e m e n t

S.

M o r l e y . U n d e r s t a n d i n g C o m p u t e r s . 10 ' c T h o m s o n , 2 0 0 7 .

N o r to n . I n t r o d u c t i o n to c o m p u t e r s . 2 0 0 7

Fata M c G r a w - H i l l .

D e e p a k B h a r i o k e . F u n d a m e n t a l s o f I n f o r m a t i o n T e c h n o l o g y . 3/e , 2 0 0 5
Y . R a j a r a m a n . I n t r o d u c t i o n lo I n f o r m a t i o n T e c h n o l o g y . PH I .
ITYaim

l 'u r h a n .

R.

Kelly

Rainer.

Jr..

Richard

I ' e c h n o l o i i x . S e c o n d I {dilion. W i l e v In d ia. 2 0 0 6 .

F.

P o tt e r .

Introduction

to

Information

P a p e r No: 205 - C O M P U T E R P R A C T I C A L

D B M S P a c k a g e : C r e a t i n g , m o d i l y i n g & s a v i n g a d a t a b a s e ; c r e a t i n g r e l a t i o n s h i p s b e t w e e n t a b le s ,
using

queries-query

w indow ,

criteria

&

saving

queries,

queries

through

s e le c t

statement.

F i l t e r i n g R e c o r d s , Fi l t e r by S e l e c t i o n . F ilter b y E x c l u d i n g . F ilt e r by F o r m , A d v a n c e d Fi lt e r/ S o r t ,
Freezing c o lu m n s
W o r k i n g w i t h f o r m s : U s i n g F o r m W i z a r d , p u t t i n g lis t b o x , c o m b o b o x o n f o rm , s e l e c t i n g &
r e s i z i n g la b e l s . & d a t a , m o v i n g a d d i n g & e d i t i n g labels.
C r e a t i n g R e p o r t s : U s i n g R e p o r t W i z a r d . S o r t i n g & g r o u p i n g o f r e c o r d s , c h o o s i n g a f o r m a t for
re ports .
HTML:

O verview

of HTML

. I n t r o d u c t i o n to

HTML

, Creating

an

HTML

Document

F o rm a ttin g te xt w i t h H T M L - P a r a g r a p h F o r m a ttin g w ith H T M L , C h a r a c t e r F o r m a ttin g w ith

H T M L , C o m p a r i n g P r o c e d u r a l a n d D e s c r i p t i v e F o r m a t t i n g , A d d i n g l o c a l a n d r e m o t e l in k s A d d i n g L o c a l a n d R e m o t e L i n k s A d d i n g I n te r n a l L i n k s w i t h th e N a m e d A n c h o r T a g , A d d i n g
g r a p h i c s - L i n k i n g a n d E m b e d d i n g G r a p h i c s . C r e a t i n g lis ts in H T M L - C r e a t i n g L i s ts a n d
N e s t e d L is t s . C r e a t i n g t a b l e s in H T M L - C r e a t i n g a n d M o d i f y i n g T a b l e s , C r e a t i n g A d v a n c e d
fable E lem ents . Setting B ody and B ackground Attributes - Setting B a c k g ro u n d and T ext C olors
F r o n t P age : b a s i s o f w e b p a g e d e s i g n i n g , f ro n t p a g e e d i t o r , c r e a t i n g a w e b s ite, s a v i n g a w e b s ite ,
t h e m e s , h y p e r l i n k a n d ta b le s .
ixCUOiiiU*
1.

Michael A le x a n d e r - M icrosoft A ccess Data Analysis: U n le ash in g the Analytical P o w e r o f

Access

2.

M a t t h e w M a c D o n a l d - A c c e s s 2 0 0 7 : The M i s s i n g M a n u a l

3.

Martin M a tth e w s and Jo h n C ro n a n - M icrosoft O ffice F rontP age 2003 Q uick S te p s

4.

W e n d y L. W i l l a r d - H T M L A B e g i n n e r ' s G u i d e .

5.

Jennifer N iederst R o b b in s and A a ro n G ustafson- L earn in g W e b D esign: A B eginner's G u id e

to ( X ) H T M L , S t y l e S h e e t s , a n d W e b G r a p h i c s

14

P a p e r N o : 301 - M A R K E T I N G M A N A G E M E N T
Objective:
T o f a m il i a r i z e t h e s t u d e n t s w it h th e m a r k e t i n g f u n c t i o n & c o n c e p t o f m a r k e t i n g m i x & s t u d y th e
m a r k e t i n g m i x o f s o m e c o m p a n i e s o p e r a t i n g in India.
Course Contents:
I nit 1
I n t r o d u c ti o n ( N a t u r e & S c o p e o f M a r k e t i n g ) : E v o l u t i o n ; c o r e m a r k e t i n g c o n c e p t s : c o m p a n y
o r i e n t a t i o n - p r o d u c t i o n c o n c e p t , p r o d u c t c o n c e p t , s e l l i n g c o n c e p t , m a r k e t i n g c o n c e p t , H ol is t ic
marketing concept; portfolio a p p ro a e h -B C G matrix; M arketing E nvironm ent: D em ographic,
e c o n o m i c , p o l i t i c a l , l eg al, s o c i o c u lt u r a l, t e c h n o l o g i c a l e n v i r o n m e n t ( I n d i a n c o n t e x t ) ;
Segm entation T a r g e tin g and Positioning: Levels o f m a rk e t seg m e n ta tio n , basis for se g m e n tin g
c o n s u m e r m a r k e t s , d i f f e r e n c e b e t w e e n s e g m e n t a t i o n , t a r g e t i n g a nd p o s i t i o n i n g .
Uni t II
Product

Decisions:

Concept

of

st ra teg ie s , p r o d u c t c l a s s i f i c a t i o n ,

PLC.

Introduction

to

International

PLC,

PLC

m arketing

p r o d u c t lin e d e c i s i o n , p r o d u c t m i x d e c i s i o n , n e w p r o d u c t

d e v e l o p m e n t , b r a n d i n g d e c i s i o n s , p a c k a g i n g & labe lli ng.

Uni t III
P r i c in g

Decisions:

Determinants

o f p rice,

pricing

m ethods

(non

mathem atical

treatment).

A d a p t i n g P r i c e ( G e o g r a p h i c a l p r ic in g , p r o m o t i o n a l p r i c i n g a n d d i f f e r e n t i a l p r ic in g ) .
Un i t IV
Promotion

Mix:

Factors

determining

prom otion

m ix .

promotional

t o o ls

basics

of

a d v e r t i s e m e n t , s a l e s p r o m o t i o n , p u b l i c re l a t i o n s & p u b l i c i t y a n d p e r s o n a l s e lli ng .
Unit V
P l a c e ( M a r k e t i n g c h a n n e l s ) : C h a n n e l fu n c ti o n s , c h a n n e l le ve ls , t y p e s o f i n t e r m e d i a r i e s ( t y p e s o f
r e ta ilers , t y p e s o f w h o l e s a l e r s ) .
Un i t VI
M a r k e t i n g o f Se r v i ces: A n i n t r o d u c t i o n to s e r v ic e s . R o l e o f S e r v i c e S e c t o r in th e e c o n o m y ,
U n i q u e c h a r a c t e r i s t i c s o f th e S e r v i c e In d u s t ry . M a r k e t i n g s t r a t e g i e s f o r s e r v i c e f i r m s - 7Ps .
{ nit VII
C o n t e m p o r a r y i s s u e s : C o n s u m e r i s m , G r e e n m a r k e t i n g , i n t r o d u c t i o n to rural m a r k e t s .
Not e:
1. E v e r y to p i c is t o b e e x e m p l i f i e d w it h at leas t 2 e x a m p l e s a n d c a s e s t u d i e s f r o m th e In di a n
co n te xt .
2.

Relev a n t c h a p t e r s o f a later e d i t i o n w h e n r e l e a s e d m a y b e r e f e r r e d to

.U

List

of

recent

a r ti c le s

and

c o m m e n c e m e n t o f th e c o u r s e .

reports

and

specific

cases

w il l

be

announced

at

the

Readings:
1. k o l t e r . K e l l e r . K o s h y J h a . M a r k e t i n g M a n a g e m e n t . 12th e d.
2. k o l t e r & A r m s t r o n g . P r i n c i p l e s o f M a r k e t i n g
3. M a r k e t i n g . Z i k n u m d D A m i c o
4. K u r tz & B o o n e . P r i n c i p l e s o f m a r k e t i n g
5. B v a n s & B u r m a n . M a r k e t i n g M a n a g e m e n t
6. H o f f m a n . M a r k e t i n g o f S e r v i c e s

16

Paper No 302 - Q U A N T I T A T I V E T E C H N I Q U E S F O R M A N C E M E N l
Objective:
T o a c q u a i n t s t u d e n t s w i t h th e c o n s t r u c t i o n o f m a t h e m a t i c a l m o d e l s lor m a n a g e r i a l d e c i s i o n
s i t u a t i o n s a n d to u s e c o m p u t e r s o f t w a r e p a c k a g e s to o b t a i n a s o l u t i o n w h e r e v e r a p p l i c a b l e . T h e
e m p h a s i s is o n u n d e r s t a n d i n g th e c o n c e p t s f o r m u l a t i o n a nd in t e r p r e t a t i o n .
C o u rs e contents:
Unit I
L i n e a r P r o g r a m m i n g : F o r m u l a t i o n o f I. .P. P r o b l e m s , G r a p h i c a l
M u l t i p l e o p t i m a l s o l u t i o n , in f e a s ih il it y . u n b o u n d e d s o l u ti o n )

S olutions (Special cases: -

S i m p l e x M e t h o d s ( S p e c i a l c a s e s : M u l t i p l e o p t i m a l s o lu ti o n , in f e a s ib il it v . d e g e n e r a c y , u n b o u n d e d
s o l u t i o n ) I Ji g- M m e t h o d a n d T w o - p h a s e m e t h o d .
D uality and Sensitivity (e m p h a s is on form ulation & e c o n o m ic interpretation)
Integer p ro g ram m in g : F orm ulation & solution through G o m o rry C u t m eth o d
Z ero -o n e p ro g ram m in g : F o rm u la tio n only
U n i t IT
L l e m e n t a r y T r a n s p o r t a t i o n : F o r m u l a t i o n o f T r a n s p o r t P r o b l e m , S o l u t i o n by N . W . C o r n e r R ul e ,
Least Cost m e thod. V ogels A p p ro x im a tio n M e th o d (V A M ), M o d ifie d Distribution M ethod.
(S p e c ia l c a s c s :- M u llip le S o lu tio n s . M a x i m i z a t i o n case. U n b a l a n c e d case, p ro h ib ite d routes)
L le m e n ta r y A s s ig n m e n t: H u n g a r i a n M e th o d , (Special cases: -M u ltip le S o lu tio n s, M a x i m i z a t i o n
case. U n b a la n c e d case. R e stric tio n s on a s s ig n m e n t.)
Unit H i
N e t w o r k A n a l y s i s : C o n s t r u c t i o n o f th e N e t w o r k d i a g r a m . C rit ic a l P a t h - floa t a n d s l a c k a n a l y s i s
( T o t a l float, fr ee f loa t, i n d e p e n d e n t float). P E R T , P r o je c t Lim e C r a s h i n g
U n it IV
D e c isio n T heory: Pay o f f Fable. O p p o r t u n i t y L oss Table, E x p e c t e d M o n e t a r y V alu e, E x p e c te d
O p p o r t u n i t y L o ss. E x p e c t e d V a l u e o f P e rf e c t I n f o r m a t i o n a n d S a m p l e I n f o r m a t i o n
M a r k o v C h a i n s : P r e d i c t i n g F u t u r e M a r k e t S h a r e s , E q u i l i b r i u m C o n d i t i o n s . ( Q u e s t i o n s b a s e d on
M ark o v analysis) Lim iting probabilities. C h a p m a n K olm ogrov equation.
I n t r o d u c t i o n to G a m e T h e o r y : P a y o f f M a t r i x - T w o p e r s o n Z e r o - S u m g a m e . Pu re s tr a te g y ,
S a d d l e p o in t : D o m i n a n c e R u le . M i x e d s tr a te g y . R e d u c t i o n o f m x n g a m e a n d s o l u t i o n o f 2 x 2 . 2
x s. a n d r x 2 c a s e s b y G r a p h i c a l a n d A l g e b r a i c m e t h o d s .
I n t r o d u c t i o n to S i m u l a t i o n : M o n t e C a r l o S i m u l a t i o n
N ot e:
1. T o p i c w i s e r e a d i n g s c a s e s t u d i e s
2.

Term

P a p e r will

be c o m p u l s o r y

a s s i g n m e n t s will be g i v e n in th e c la s s .
p r a c tic a l

by

using Q u an titative

Software

for b u s i n e s s

(com puter package)

Readings:
1. N. D. V o h r a . Q u a n t i t a t i v e M a n a g e m e n t , Fata M c G r a w Hill
2. B a r r y R e n d e r & R a l p h M . Stair. Q u a n t i t a t i v e A n a l y s i s for M a n a g e m e n t . A l l y n n - B a w n Inc.
3. Yih L o n g C h a n g & R o b e r t S u l l i v a n . Q u a n t i t a t i v e S y s t e m for B u s i n e s s Pl u s
P r e n t i c e I fall. |( ' o m p u t e r S o f t w a r e )
4. P.C T u l s i a n . Q u a n t i t a t i v e T e c h n i q u e s for m a n a g e m e n t

17

P a p e r N o 3 0 3 - B U S I N E S S E C O N O M I C S - II
Objective
This c o u r s e d e a l s w i t h t h e p r i n c i p l e s ol" m a c r o e c o n o m i c s . T h e c o v e r a g e i n c l u d e s d e t e r m i n a t i o n
o f a n d l i n k a g e s b e t w e e n m a j o r e c o n o m i c v a r i a b l e s ; th e le v e l o f o u t p u t a n d p r ic e s , infl a t io n,
i n t e r e s t ra t e s a n d e x c h a n g e r a te s . 1'he c o u r s e a ls o c o v e r s t h e s t u d y o f e c o n o m i c e n v i r o n m e n t o f
I n d i a in th e l i g h t o f G l o b a l i s a t i o n
Course Contents
U n i t 1: C l a s s i c a l T h e o r y
Incom e & E m p lo y m e n t. Q uantity T heory o f M o n ey - C a m b r id g e version, Classical A gg re g a te
Demand

Curve.

Classical

Theory

of

I n te r e s t

R a te ,

Policy

Im plications

o f the

Classical

E q u ilib riu m M o d e l (Fiscal P olicy & M o n e ta r y Policy)

Un i t 1 1: K e y n e s i a n T h e o r y - I n c o m e & E m p l o y m e n t
Sim ple K eynesian M odel. C o m p o n e n ts o f A ggregate D em and, D eterm in in g Equilibrium Incom e
C h a n g e in E q u i l i b r i u m I n c o m e . ( B r i e f i n t r o d u c t i o n to m u l t i p l i e r - I n v e s t m e n t , G o v t . E x p e n d i t u r e ,
Lump

sum

fax

and

Export),

Fiscal

Stabilisation

Policy,

Exports

and

Imports

in s i m p l e

Keynesian M odel. K e y n esian A g gregate D em an d co m bined w ith su p p ly Curve. Keynesian A D

curve co m b in ed with AS u nder following assum ptions
.S

Flexible Price - F ixed M o n e y W a g e

Flexible Price an d V a r ia b le M o n e y W a g e

.S' M o n e y >n t h e K e y n e s i a n S y s t e m
U n i t 111: IS - E M M o d e l
Po l i c y E f f e c t s i n t h e iS-L.iVi M o d e l F a c t o r s th a t e f f e c t s e q u i l i b r i u m i n c o m e a n d in t e r e s t r a t e /
R e l a t i v e E f f e c t h c n e s s o f M o n e t a r y a n d F is c al P o l i c y
U n i t IV: C o n s u m p t i o n
A P C . M P C . F a c t o r s E f f e c t i n g C o n s u m p t i o n - R a te o f I n te r e s t , I n c o m e D i s t r i b u t i o n , P r i c e
E x p e c t a t i o n . M o n e y I l l u s i o n , F i n a n c i a l A s s e t s , P r i c e le ve l. I n v e s t m e n t : M e a n i n g o f i n v e s t m e n t
M arginal efficiency o f capital. M arginal efficiency o f investm ent
U n i t V': O p e n E c o n o m y
A b r i e f i n t r o d u c t i o n t o t h e B o P a c c o u n t . E x c h a n g e R a t e a n d th e m a r k e t for f o r e i g n e x c h a n g e ;
M o n e t a r y a n d Fi sc a l P o l i c y in th e o p e n e c o n o m y . M u n d e l l F l e m i n g M o d e l . I m p e r f e c t C a p i t a l
m o b i l i t y . P e r f e c t C a p i t a l M o b i l i t y . I n d i a s B a l a n c e o f P a y m e n t - T r e n d s s i n c e I W1 a n d R e a s o n s
G l o b a l i s a t i o n a n d its i m p a c t o n I n d i a n e c o n o m y
U n i t VI: In f l a t i o n
M e a n i n g , N a t u r a l r a t e t h e o r y . M o n e t a r y P o l i c y - o u t p u t a n d i n f l a t i o n . S h o r t ru n a n d l o n g r un ( N o
Policy

Implications),

inflation

in

India-D emand

and

Supply

side

factors

affecting

p ric e s ,

c o n s e q u e n c e s o f inflation, an ti-in fla tio n a ry policies o f G o v e r n m e n t

N ot e : T h e p e r f o r m a n c e o f t h e I n d i a n E c o n o m y w i t h r e s p e c t to M a c r o E c o n o m i c V a r i a b l e s in th e
p r e \ i o u s \ e a r io be d i s c u s s e d f r o m M a c r o E c o n o m i c F r a m e w o r k S t a t e m e n t in the L a te s t U n i o n
B u d g e t . E m p h a s i s to b e o n l y o n the c h a n g e s in th e s e v a r ia b le s . S t u d e n t s a re no t r e q u i r e d to
m e m o r i s e f i g u r e s f or t h e s a m e . )

18

R e n d in a s :

M a c r o e c o n o m i c s : T h e o r i e s a n d p o l i c i e s (Klh F d i t i o n ) by R i c h a r d T. P r o v e n
M a c r o e c o n o m i c s ( P a l e s t F d i t i o n ) by F d w a r d S h a p i r o
P r i n c i p l e s o f M a c r o F c o n o m i c s ( 3 ul F d i l i o n ) b y S o u m y e n S i k d a r
In d ian F c o n o m v ( 2 7 lh e d i t i o n ) by S h a i k h S a l e e m
B u s i n e s s F n v i r o n m e n t ( 2 !ul P 'd itio n) b y M i s h r a & Puri
F c o n o m i c s (1 l lh F d i t i o n ) by L i p s e y a n d C h r y s t a l
Union Budget Statem ent

19

P a n c r No: 3 0 4 - C O S T A M A N A G E M E N T A C C O U N T I N G
Objective:
T o a c q u a i n t s t u d e n t s w i t h C o s t a c c o u n t i n g c o n c e p t s a n d its a p p l i c a t i o n in m a n a g e r i a l d e c i s i o n
makings.
Course Contents
Unit I
C ost concepts: M ean in g . Scope. O bjectives, and Im portance o f C ost A c c o u n tin g ; Cost, Costing,
C o s t C o n t r o l , a n d C o s t R e d u c t i o n ; E l e m e n t s o f C o s t, C o m p o n e n t s o f to ta l C o s t , C o s t Sh e e t.
Classification o f Costs:

F ix e d , V a r i a b l e . S e m i - v a r i a b l e , a n d S t e p c o s t s ; P r o d u c t , a n d P e r i o d

c o s t s : D ir ec t , a n d I n d i r e c t c o s t s : R e l e v a n t , a n d I r r e l e v a n t c o s t s ; S h u t - d o w n , a n d S u n k c os ts ;
Controllable,
Hypothetical

and

U ncontrollable

c o s ts :

Avoidable,

and

U navoidable

c o s ts ;

c o s t s : O u t - o f - p o c k e t c o s ts : O p p o r t u n i t y c o s t s ; E x p i r e d , a n d

Im puted

U n e x p i r e d c o s ts ;

C o n v e r s i o n c o st.
Cost A scertainm ent: C ost Unit and Cost Center. O v e rh e a d allocation, O v e rh e a d apportionm ent,
and O verhead absorption.
Unit H
C ost-V olum c-Profit

Analysis:

Contribution.

PV

Ratio,

Key

Factor,

Break-even

Analysis.

Relevant C o sts a n d D e c is io n M aking: Pricing, P ro d u c t Profitability, M a k e or Buy, P ro du ction

through M achine or M anually.
U n i t III
C ost systems: Job costing. C o st sheet, Process costing, Process losses a n d w astage. A b n o rm a l
ef fe cti ves. W o i ' k - i i i - p r o g r e s s - c o m p u l a t i o n o f e q u i v a l e n t U n i t s ( F I F O m e t h o d ) .
B u d g e t s a n d B u d g e t a r y C o n t r o l : M e a n i n g . T y p e s o f B u d g e t s , S t e p s in B u d g e t a r y C o n t r o l . F i x e d
and Flexible B udgeting, C a sh Budget.
Uni t IV
S t a n d a r d C o s t i n g a n d V a r i a n c e A n a l y s i s : M a t e r i a l , L a b o r & O v e r h e a d v a r i a n c e s o n ly .
Responsibility A ccounting.
O n l y e l e m e n t a r y c o n c e p t a b o u t th e f o l l o w i n g t y p e s o f c o s t i n g ( n o n u m e r i c a l s ) :
T arg et c o sting. Life c y c le costing. Q u a lity costing, A c tiv ity b a s e d costing.
Re a dint;
1. M a h e s h w a r i . S. N . , a n d M it ta l, S . N . , C o s t A c c o u n t i n g : T h e o r y a n d P r o b l e m s , S h r e e
M a h a v i r B o o k D e p o t ( P u b l i s h e r s ) . D elh i
2. B h a r d w a j . P . N . A . . B a t r a . V . K . , a n d Ba tr a . R . K . , C o s t A c c o u n t i n g f o r M a n a g e r s ,
Global

B u s i n e s s P r e s s . N e w D e lh i

3. I lo r n g r e n , C . T . . F o s t e r . G . a n d D a t a r , S . M . . C o s t A c c o u n t i n g : A M a n a g e r i a l E m p h a s i s .
P r e n ti c e Mall o f I n d i a P v t . L td. . N e w D e lh i
4. H e n k e . E . O . , a n d S p o e d e . C . W . . C o s t A c c o u n t i n g : M a n a g e r i a l U s e o f A c c o u n t i n g
Dat a, P W S - K E N T P u b l i s h i n g C o m p a n y , B o s t o n
5. J a w a lu tr l a l & S e c m a S i i v a s t a v a : C o s t A c c o u n t i n g , T a t a M c G r a w h i l l .

20

P a p e r No : 3 0 5 - C O M P U T E R P R A C T I C A L
Software

for

Business

Analysis

B e n ch m ark in g Software: Prow ess

and

Integration

ie

us e

of

Business

Performance

C a p i ta l L i n e o r a n y o t h e r E q u i v a l e n t P a c k a g e

S A P - E R P / C R M o r e q u i v a l e n t : 1l a n d s o n E x p e r i e n c e w i t h e n t e r p r i s i n g S o f t w a r e

including

v a r i o u s f u n c t i o n i n g o f v a r i o u s m o d u l e s v iz M a n u f a c t u r i n g . I n v e n t o r y , Pa y r o ll a n d MR .
and

f o r w a r d a n d b a c k w a r d i n t e g r a t i o n w it h C R M a n d S C M s o f t w a r e r e s p e c t i v e l y .

Reading:
1.

A l e x i s L e o n . lTiterpri.se R e s o u r c e P l a n n i n g -

2.

Y .K . G a r g & N . K . V e n k i t a k r i s h n a n . E R P W a r e : E R P I m p l e m e n t a t i o n F r a m e w o r k

3.

Garg

&

and

Venkitakrishnan.

ERP

Concepts

and

Planning

S a le s

P a p e r No : 401 - H U M A N R E S O U R C E M A N A G E M E N T
Objective
T h e o b j e c t i v e s o f t h i s c o u r s e a re to h e l p t h e s t u d e n t s d e v e l o p a n u n d e r s t a n d i n g o f th e d i m e n s i o n s
o f t h e m a n a g e m e n t o f h u m a n r e s o u r c e s , w i t h p a r t i c u l a r r e f e r e n c e to H R M p o l i c i e s a n d p r a c ti c e s
in I ndia. A t t e n t i o n wi l l a l s o b e p a i d to h e l p t h e m d e v e l o p t h e i r c o m m u n i c a t i o n a n d d e c i s i o n
m a k i n g s ki l l s t h r o u g h c a s e d i s c u s s i o n s , r o l e p l a y s etc.
C o u r s e contents:
Unit I
H R M : C o n c e p t , f u n c t i o n s , ro l es , s k il ls a n d c o m p e t e n c i e s . T h e c h a n g i n g e n v i r o n m e n t o f H R M G l o b a l i z a t i o n , c u l t u r a l e n v i r o n m e n t , w o r k f o r c e d i v e r s i t y , c o r p o r a t e d o w n s i z i n g , c h a n g i n g s kill
r e q u i r e m e n t , t e c h n o l o g i c a l c h a n g e s . H R M s u p p o r t for i m p r o v e m e n t p r o g r a m s - re e n g i n e e r i n g
p r o c e s s e s , c o n t i n g e n t w o r k fo rce, d e c e n t r a l i s e d w o r k site s .

H R a s a s t r a t e g i c p a r t n e r . W o r k life

balance.
U n i t II
H u m a n R esource Planning: Process o f h u m an resource planning, forecasting d e m a n d and supply,
skill

inventories.

1 IRIS,

succession

planning.

Job

Design. J C M . Jo b

A nalysis:

U ses and

M ethods, Jo b description and Jo b specification.

U n i t III
R e c r u i t m e n t , s e l e c t i o n & o r i e n t a t i o n : In te rn a l & e x te r n a l s o u r c e s o f r e c r u i t m e n t , e - r e c r u i t m e n t ,
a d v a n t a g e s & p r o b l e m s o f i n te r n a l & e x t e r n a l r e c r u i t m e n t , s t e p s in p l a c e m e n t a n d s e l e c t i o n
process. Selection tests and Interview. O rientation Prog ram m e.
U n i t IV
Tra ining:

Concept,

Need,

M ethods,

Management

D evelopm ent:

Concept

and

methods,

organisational develo p m en t: concepts and methods. \

Unit V
Com pensation:
com pensation

M e t h o d s o f jo b e v a l u a t i o n , c o m p o n e n t s o f p a y s t r u c t u r e ,
levels,

wage

differentials,

in c e n t i v e s ,

time

wage,

piece

f a c to r s i n f l u e n c i n g
ra te ,

Halsey

pla n,

M e r r i c k ' s p l a n . B e d e a u x p la n , E m e r s o n ' s e f f i c i e n c y p l a n ( a b r i e f i n t r o d u c t i o n o f th e m e t h o d s ) ,
p r o lit s h a r i n g , g a i n s h a r i n g , e m p l o y e e s s t o c k o p t i o n p l a n s , b e n e f i t s - a b r i e f in t r o d u c t i o n o f
so c i a l s e c u r i t y , h e a l t h , r e t i r e m e n t a n d o t h e r b e n e f it s .
Unit V I
P e r f o r m a n c e M a n a g e m e n t S y s t e m : U s e s o f p e r f o r m a n c e a p p r a i s a l , a p p r a i s a l m e t h o d s , fa c tors
tha t c a n d is t o r t a p p r a i s a l , a p p r a i s a l in t e r v i e w . C a r e e r M a n a g e m e n t : C a r e e r a n c h o r s , c a r e e r life
s t a g e s , c a r e e r p l a n n i n g . I n t r o d u c t i o n to I n d u s t r ia l r e la ti o n s . M a c h i n e r y for s e tt le me nt, o f d is p u te s .
C o l l e c t i v e B a r g a i n i n g - P r o c e s s o f co llectiv e b a r g a i n i n g , p r o b l e m s o f c o l l e c t i v e b a r g a i n i n g .
U n i t VII
O i l i e r I s s u e s in H R M : H R M as a s t r a t e g ic p a r tn e r , I n t e r n a t i o n a l / G l o b a l I s s u e s in H R M . C u lt u r a l
iss ue s . C o m p e n s a t i o n i s s u e s , E t h n o c e n t r i c , G e o c e n t r i c , P o l y e e n l r i c A p p r o a c h e s .
Readings:
1. G a r y D e s s l a r , H R M , P r e n t i c e I hill. 2 0 0 8
2. D a v i d A. D e c e n z o & S t e p h e n P. R o b b i n s . H R M . 2001
T R W ayne M o n d y R o b e r M. N oe . IIR M . Pearson,2006
4. M o n a p p a & S a i y a d d i n . P e r s o n n e l M a n a g e m e n t , f a t a M e G r a w Hill ( 2 0 0 0 )
5. V .S .P . R a o . H u m a n R e s o u r c e M a n a g e m e n t . E x c e l B o o k s
U C . B . M e m o r i a . P e r s o n n e l M a n a g e m e n t . H i m a l a v a P u b l i s h i n g I lo u s e

P a p e r No: 4 0 2 - B U S I N E S S R E S E A R C H
Objecti ve:
l o p r o v i d e a n e x p o s u r e lo ih e s t u d e n t s p e r t a i n i n g to the n a tu r e a n d e x t e n t o f r e s e a r c h o r i e n t a t i o n ,
w h i c h thev a r e e x p e c t e d l o p o s s e s s w h e n t h e y e n t e r th e i n d u s t r y a s p r a c t i t i o n e r s . T o g i v e t h e m a n
u n d e r s t a n d i n g o f t h e b a s i c t e c h n i q u e s a n d t o o ls o f b u s i n e s s r e s e a r c h .
C o u rse Contents:
E d it I:
Nature and Scope o f B usiness

Research -

R o l e o f B u s i n e s s R e s e a r c h in d e c i s i o n m a k i n g .

A p p l i c a t i o n s o f B u s i n e s s R e s e a r c h - m a r k e t i n g r e s e a r c h ; T h e R e s e a r c h p r o c e s s - S t e p s in the
research process; the research proposal; P ro b le m Form ulation; M a n a g e m e n t decision p rob le m V s
Business Research problem .
Un i t II
Research Design; E xp lo rato ry. Descriptive, Causal.
Secondary

Data

Research:

Advantages

&

Disadvantages

o f Secondary

D a ta .

Criteria

for

ev a l u a t i n g s e c o n d a r y s o u r c e s , s e c o n d a r y s o u r c e s o f d a t a in I n d ia n C o n t e x t , S y n d i c a t e d R e s e a r c h
(in In di a )
Uni t 111
P rim ary Data C o lle c tio n : S u r v e y V s O b s e rv a tio n s .

C o m p a riso n o f se lf adm inistered, telephone,

ma i l, e m a i l s t e c h n i q u e s .
Q u a l i t a t i v e R e s e a r c h T o o l s : D e p t h I n te r v i e w s f o c u s g r o u p s a n d p r o j e c t i v e t e c h n i q u e s .
Un i t IV
M e a s u r e m e n t & S c a l i n g : P r i m a r y s c a le s o f M e a s u r e m e n t - N o m i n a l , O r d i n a l , In te rv a l & R a tio.
Scaling tec hniques-paired co m p a riso n , rank order, constant sum , se m an tic differential, itemized
ra t i ng s .

Likert

Scale:

Questionnaire-form

&

design.

Sampling:

Sam pling

techniques,

d e te rm in a tio n o f s a m p l e size
Un i t V
Data Analysis:

(Prior

know ledge

o f descriptive

s t a t is t ic s

and

univariate

analysis,

c o r r e l a t i o n a n d r e g r e s s i o n a s s u m e d ) : Z test ( m e a n . diff. o f m e a n , d i if. o f p r o p o r t i o n )

t test ( m e a n ) , p a i r e d t lest. C h i s q u a r e test
Uni t VI
C o m m u n i c a t i n g t h e r e s e a r c h r es u lt s - R e p o r t p r e p a r a t i o n & p r e s e n t a t i o n
Readings:
!.

Zikm und. Babin and C arr - Business Research Methods.

2.

C o o p e r & S chindler - Business Research M ethods.

3.

Churchill - M arketing Research.

4.

Naresh M alhotra - M ark e tin g Research.

5.

Boyd - M arketing Research Concept

h.

A a k e r . K u m a r . Dav - M a r k e t i n g R e s e a r c h .

Cases.

simple

Panel - N o : 4 0 3 - P R O D U C T I O N & O P E R A T I O N S M A N A G E M E N T
Objectives:
T o u n d e r s t a n d t h e p r o d u c t i o n a n d o p e r a t i o n f u n c t i o n a n d f a m i l i a r i z e s t u d e n t s w i t h th e t e c h n i q u e
lor p l a n n i n g a n d c o n t r o l .
C o u r se contents:
Unit I
I n t r o d u c t i o n to P r o d u c t i o n & O p e r a t i o n s M a n a g e m e n t : D e f i n i t i o n , n e e d , r e s p o n s i b i l i t i e s , k e y
d e c i s i o n s o f O M . g o o d s vs . s e r v i c e s . O p e r a t i o n s a s a k e y f u n c t i o n a l a r e a in a n o r g a n i s a t i o n .
O peration S tra teg ies-D e fm itio n . relevance, strategy form ulation process, order qualifying and
order w in n in g attribute
M a i n t e n a n c e M a n a g e m e n t : N e e d o f m a i n t e n a n c e m a n a g e m e n t , e q u i p m e n t life c y c l e ( B a t h t u b
c u r v e ) , m e a s u r e s f or m a i n t e n a n c e p e r f o r m a n c e ( M T B F , M T T R a n d a v a i l a b i l i t y ) .
L e a n p r o d u c t i o n : D e f i n i t i o n o f l e a n p r o d u c t i o n , l e a n D e m a n d P ul l l o g i c , w a s t e in o p e r a t i o n s ,
e l e m e n t s tha t a d d r e s s e l i m i n a t i o n o f w a s t e . 2 c a r d k a n b a n P r o d u c t i o n C o n t r o l s y s t e m .
U n i t II
F o r e c a s t i n g - D e f i n i t i o n , t y p e s , q u a l i t a t i v e ( g r a s s ro ots , m a r k e t r e s e a r c h a n d d e l p h i m e t h o d ) a n d
quantitative a p p ro ac h (sim ple m o v in g average m ethod, w eighted m o v in g average and single
exponential s m o o th in g m eth od ), forecast error, M A D .
Scheduling: O peratio n scheduling, goals o f short term scheduling, j o b seq u e n c in g (F C F S . SPT,
F D D . L P T . C R ) & J o h n s o n ' s r u l e o n t w o m a c h i n e s , G a n t t c h a r ts .
Unit il l
P r o c e s s S e l e c t i o n : D e f i n i t i o n . C h a r a c t e r i s t i c s th at i n f l u e n c e th e c h o i c e o f a l t e r n a t i v e p r o c e s s e s
( v o l u m e a n d variety), ty pe o f p r o c e s s e s - j o b shop, batch, m a s s an d c o n t i n u o u s , p r o d u c t- p r o c e s s
design

M atrix

and

Services

design

matrix,

technology

issues

in

process

design,

f le x i b l e

m an u factu rin g sy stem s (F M S ). c o m p u te r integrated m anufacturing (C IM ).

Layout D ecision: L ayout planning la youts

(Process,

Product,

Group

B e n e f i t s o f g o o d la y o u t, i m p o r t a n c e , d i f f e r e n t t y p e s o f
technology

and

Fixed

position

la j'ou t).

Assem bly

line

b a l a n c i n g b y u s i n g L O T ru le; L o c a t i o n D e c i s i o n s & M o d e l s : F a c i l i t y L o c a t i o n - O b j e c t i v e ,
f ac t o rs tha t i n f l u e n c e l o c a t i o n d e c i s i o n , l o c a ti o n e v a l u a t i o n m e t h o d s - f a c t o r r a ti n g m e t h o d .
Capacity Planning:

Definition, m e asu re s o f capacity (input and output), types o f planning o v er

tim e horizon. Decision trees analysis

U n i t IV
. A g g r e g a te P l a n n i n g : D e f i n i t i o n , n a tu r e , s t r a t e g i e s o f a g g r e g a t e p l a n n i n g , m e t h o d s o f a g g r e g a t e
p l a n n i n g (le v e l

p l a n , c h a s e p la n a n d m i x e d p lan , k e e p i n g in m i n d d e m a n d , w o r k f o r c e a n d

a v e r a g e i n v e n t o r y ) . S t a ti s t ic a l Q u a l i t y c o n tr o l: V a r i a t i o n s in p r o c e s s ( c o m m o n & a s s i g n a b l e
causes), control charts. E lem en tary Q u e u in g T heory : Poisson- E xponential Single Server M odel
with

In finit e P o p u l a t i o n . ( q u e s t i o n b a s e d o n M / M / 1 ),M / M / C

: Variable m easures (m ean and

r a n g e c h ar t) . A t t r i b u t e m e a s u r e s ( p r o p o r t i o n o f d e f e c t s a n d no. o f d e f e c t s ) u s i n g c o n t r o l ta b le s
A c c e p t a n c e s a m p l i n g : S i n g l e s a m p l i n g p l a n s u s i n g c u m u l a t i v e p o i s s o n t a b l e s / t h o r n d i k e c ha rts .
Readings:
1.

M a h a d e v a n B. O p e r a t i o n s M a n a g e m e n t T h e o r y & Pr a c tic e . P e a r s o n E d u c a t i o n

2.

lle ix e r Ja y a nd R e n d e r B a r r y . P r o d u c tio n & O p e r a t i o n s M a n a g e m e n t , P e a r s o n

3.

Chase

B.

A quilano

. Jacobs

F R and

Agarwal

N,

Production

Education
&

Operations

M a n a g e m e n t M a n u f a c t u r i n g a n d S e r v i c e s , f a t a M e G r a w Hill
4.

S.P. G u p t a . S t a t i s t i c a l m e t h o d s . S u l t a n C h a n d & S o n s .

5.

A d a m . E . E a n d E b e r t . P r o d u c t i o n i t o p e r a t i o n s M a n a g e m e n t , P r e n t i c e H a ll o f
D elhi
24

India. N e w

6.

6. S .N. C h a r y . P r o d u c t i o n & o p e r a t i o n s m a n a g e m e n t - f a t a M c G r a w

7.

BulTa 1' S. & S a r i n R K . M o d e r n P r o d u c t i o n / O p e r a t i o n s M a n a g e m e n t ( 8 th e d i t i o n )

W ile y. 190 4

S.

G a i t h e r a n d l Ta / . i e r . O p e r a t i o n s M a n a g e m e n t . T h o m s o n S o u t h - W e s t e r n

25

1 lill. N e w D e lhi
John

P a p e r Mo: 4 0 4 - F I N A N C I A L M A N A G E M E N T
Objective:
T o a c q u a i n t s t u d e n t s w i t h t h e t e c h n i q u e s o f f in a nc ia l m a n a g e m e n t a n d t h e i r a p p l i c a t i o n s for
business decision m aking.
Course Contents:
I ni t I
Nature

of

financial

M anagem ent:

Finance

and

r e l a te d

disciplines;

Scope

of

Financial

M an ag em en t: Profit M a x im iz a tio n . W ealth M ax im izatio n - Traditional and M o d ern A pproach;

F u n c t i o n s o f f i n a n c e -- F i n a n c e D e c i s i o n . I n v e s t m e n t D e c i s i o n , D i v i d e n d D e c i s i o n ; O b j e c t i v e s o f
Fin ancial M a n a g e m e n t : O r g a n i s a t i o n o f finance function; C o n c e p t o f T i m e V a lu e o f M o n e y ,
present

value,

future

value,

spreadsheets: R isk & Return:

and

annuity-

com puter

exercises

using

financial

form ulae

in

H i s t o r i c a l r et u r n , e x p e c t e d r e t u r n , a b s o l u t e r e t u r n , h o l d i n g p e r i o d

r et u r n , a n n u a l i z e d r e t u r n , a r i t h m e t i c & g e o m e t r i c r e tu r n ; R i s k - S y s t e m a t i c & u n s y s t e m a t i c r i s k t h e i r s o u r c e s a n d m e a s u r e s ; M e a s u r e s o f total r is k - s t a n d a r d d e v i a t i o n , c o e f f i c i e n t o f v a r ia ti o n .

E x p e c t e d r i s k a n d r e t u r n u s i n g p r o b a b i l i t i e s , U n s y s t e m a t i c r i s k - b e ta . C a l c u l a t i o n o f a l p h a & b e t a
u s i n g r e g r e s s i o n w i t h t h e h e l p o f s p r e a d s h e e t s ( r e g r e s s i o n a l r e a d y d o n e in s t a t i s t i c s p a p e r in first
year); L ong -term in v e s tm e n t decisions; Capital B udgeting - Principles and T echniques;
and

m ea n in g o f capital

budgeting;

Estim ation o f relevant cash

flows and

Nature

te r m i n a l

va lu e ;

E v a l u a t i o n t e c h n i q u e s - A c c o u n t i n g R a t e o f R e t u r n , N e t P r e s e n t V a l u e , I n te r n a l R a t e o f R e tu r n ,
N et Term inal Value. Profitably Index M ethod.
U n i t II
C o n c e p t a n d M e a s u r e m e n t o f C o s t o f C a p i t a l : E x p l i c it a n d I m p l i c i t c o s t s ; M e a s u r e m e n t o f c o s t
o f c a p it a l: C o s t o f d e b t ; C o s t o f p e r p e t u a l d e b t ; C o s t o f E q u i t y S h a r e ; C o s t o f P r e f e r e n c e S h a r e ;
Cost o f Retained E arning; C o m p u ta tio n o f over-all cost o f capital based on Historical and M arket
w e i g h t s ; C a p i t a l S t r u c t u r e s : A p p r o a c h e s to C a p i t a l S t r u c t u r e T h e o r i e s - N e t I n c o m e a p p r o a c h ,
Ne t

Operating

Incom e

approach.

M odigliani-M iller (M M ) approach,

Traditional

approach.;

D ividend Policy D ec isio n - D iv id e n d and Capital; The irrelevance o f d iv id end s: G eneral, M M

hypothesis:

Relevance

o f dividends:

W alter's

model,

G ordon's

model;

Leverage

Analysis:

O perating and Financial L everage: E B I T -E P S analysis; C o m b in e d leverage.

UnUJLLi
W o rk in g Capital M a n a g e m e n t: M a n a g e m e n t o f C ash - Preparation o f C a sh Budgets (Receipts
and

Payment

M ethod

only):

Cash

management

technique,Receivables

M anagement

O b je c tiv e s; C re d it Policy. C a s h D isc o u n t. D e b to rs O u t s t a n d i n g a n d A g e i n g A n aly sis; C o s ts C o lle c tio n Cost. C a p ita l C o s t. Default C o st, D e lin q u e n c y C o st, In v e n to ry M a n a g e m e n t ( V e r y
Br i e fl y) - A B C A n a l y s i s ; M i n i m u m L e v e l: M a x i m u m L e v e l ; R e o r d e r L e v e l ; S a f e t y S t o c k : E O Q
( B a s i c M o d e l ) . D e t e r m i n a t i o n o f W o r k i n g C a p it a l . D e t e r m i n i n g F i n a n c i n g M i x o f W 'o r k in g
C a p i ta l.
U n i t IV
f i n a n c ia l M a r k e t s : o v e r v i e w , t y p e s - p r i m a r y a n d s e c o n d a r y , m o n e y m a r k e t a n d c a pita l m a r k e t ,
r e g u la to r s ,

financial

instrum ents-dom esiic

and

internationals

(A D R /G D R ;

Euro

is s u e s

and

f o r e i g n B o n d s ) . P r i v a t e p l a c e m e n t s , I n d i a n F i n a n c i a l M a r k e t a n d its i n t e g r a t i o n w it h G l o b a l
f i na nc ia l m a r k e t
Reading
1.

M . Y . K h a n & P . K . J a i n , F in a n c i a l M a n a g e m e n t ,

2.

R o s s . W e s l e r l i c l d . J o r d a n . Irw in . F u n d a m e n t a l s o f C o r p o r a t e F i n a n c e , M c G r a w I [ill

3.

B r e a l e v & M e y e r s . P r i n c i p l e s o f C o r p o r a t e F i n a n c e . I r w i n - M c G r a w Hill

4.

Rustogi . Financial M a n a g e m e n t

5.

I.M. P a n d e y . F i n a n c i a l M a n a g e m e n t

6.

Van Horn . Financial M a n a g e m e n t

26

f a t a M c G r a w H il l P u b l i s h i n g C o. Ltd.

P a p e r No : 4 0 5 - C O M P U T E R P R A C T I C A L
I n t r o d u c t i o n to St a t i st i c al P a c k a g e -- S P S S o r S A S ( o r a n y o t h e r e q u i v a l e n t )
A

B r i e f I n t r o d u c t i o n to S P S S :

Introduction.

Data

Entry,

The

D a ta V i e w

Spreadsheet. The

V a r i a b l e V i e w S p r e a d s h e e t . S t o r i n g a n d R e t r i e v i n g D a t a Piles. T h e S ta t i s t i c s M e n u s . D a t a File
H a n d l i n g . G e n e r a t i n g N e w V a r i a b l e s . R u n n i n g Sta ti s t ic a l P r o c e d u r e s , C o n s t r u c t i n g G r a p h i c a l
D i s p l a y s . T h e O u t p u t V i e w e r . 1 h e C h a r t E d it o r . P r o g r a m m i n g in S P S S
D a ta D e s c r i p t i o n a n d S i m p l e I n f e r e n c e for C o n t i n u o u s D a t a : D e s c r i p t i o n o f D a t a , M e t h o d s o f
A n a h sis.. A n a l } sis U s i n g S P S S
M u l t i p l e L i n e a r R e g r e s s i o n : D e s c r i p t i o n o f D a ta , M u l t i p l e L i n e a r R e g r e s s i o n . A n a l y s i s U s i n g
SPSS.
A n a l y s i s o f V a r i a n c e O n e - W a y D e s i g n s ; D e s c r i p t i o n o f D a ta , A n a l y s i s o f V a r i a n c e . A n a l y s i s
Using SPSS. A N O V A A ssum ptions
A n a l y s i s o f R e p e a t e d M e a s u r e s II: L i n e a r M i x e d E f fe c ts
M o d e l s : D e s c r i p t i o n o f D a ta . L i n e a r M i x e d E f f e c t s M o d e l s , the C o r r e l a t i o n S t r u c t u r e
L o g i s t i c R e g r e s s i o n - D e s c r i p t i o n o f D a ta . L o g i s t i c R e g r e s s i o n
Pr i n c ip a l C o m p o n e n t A n a l y s i s a n d F a c t o r A n a l y s i s : D e s c r i p t i o n o f D a t a , P r i n c i p a l C o m p o n e n t
and

Factor Analysis. Principal

Component

. Ana lysis F a c t o r A n a l y s i s .

F actor A n a ly sis and

Principal C o m p o n e n ts C o m p a red , A nalysis U sing S P S S

Classification: Cluster A nalysis and Discrim inate Function A nalysis
D e s c r i p t i o n o f Da t a . C la s s i f i c a t i o n : D i s c r i m i n a t i o n a n d C l u s t e r i n g
OR
S A S : O b j e c t i v e : T h i s m o d u l e w ill p r o v i d e y o u w i t h t h e b a s i c S A S p r o g r a m m i n g s k ill s th a t m a y
b e n e c e s s a r y in t h e w o r k p l a c e . A s S A S is a v e ry p o w e r f u l a n d c o m p l e x l a n g u a g e , th i s s h o r t
c o u r s e is o n l y i n t e n d e d to p r o v i d e y o u w i t h an i n t r o d u c t i o n to S A S , i n c l u d i n g e l e m e n t a r y d a t a
m a n a g e m e n t , st a t i st i c a l , a n a l y s i s , a n d r e p o r t c r e a t i o n .
I n t r o d u c t i o n : W ha t is S A S ? . W h y u s e S A S ? . O p e n i n g a n d c l o s i n g S A S , T h e S A S w i n d o w s .
R u n n i n g y o u c o d e . T h e t w o p a r ts to a S A S p r o g r a m . L ib r a r ie s , C o m m e n t i n g y o u r c o d e . L o o k i n g
for h elp . The D A T A S te p . F i l e n a m e s . I n p u t t i n g Fi le s C re a tin g varia ble s, L o o p s and arrays,

E x c e l. C S V ,

I lie P U T s t a t e m e n t ,

R e g u l a r a n d Fl a t T e x t Files ,

IF a n d W H E R E s u b s e t t i n g , T h e

D A T A S t e p ( C o n t ' d ) a n d T h e P R O C S t ep . S ta tis ti c a l P r o c e d u r e s - P R O C U N I V A R I A T E ,
FREQ, PR O C

REG. PR O C A N O V A . PR O C LO G ISTIC,

PROC

A note on other P R O C S , P R O C

S O R T and M E R G E , By G ro u p Processing. FIRST, and LA ST, T h e P R O C Step (Cont'd) and

S A S / M a c r o . M a c r o v a r i a b l e s . C A L L S Y M P U T . M a c r o s . L e c t u r e 5: S A S / G r a p h , P R O C G P L O T ,
S Y M B O L . A X IS. Annotate. P R O C R E P O R T and O D S , P R O C R E P O R T , C O L U M N , D E F IN E .
O D S O U T P U T to o u t p u t . O D S O U T P U T to in p u t
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J ulie Pa l hi nt 's - " S P S S S u r v i v a l M a n u a l " : A S t e p by S t e p G u i d e to D a t a A n a l y s i s U s i n g

S P S S f or w indovvs

2.

M a t t h e w X a g u n t n y - A S t u d e n t G u i d e to the S t a ti s t i c a l P a c k a g e for th e S o c ia l S c i e n c e s

3.

C a r v e r . D o i n g D a t a . Analys is w ith S P S S 14.0. 3/e. T h o m s o n , 2 0 0 7

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C o a k e s . S P S S 13.0 for W i n d o w s . W i l e y - I n d i a . 2 0 0 6 .

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(\

A r t h u r G r i f l i n . S P S S for D u m m i e s . W i l e y - I n d i a . 2 0 0 7 .

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T h e Li t t l e S A S B o o k : A P r i m e r (4 th E d i t i o n ) by D e l w i c h e a n d S l a u g h t e r

S,

A p p l i e d S t a t i s t i c s a n d the S A S P r o g r a m m i n g L a n g u a g e (5th E d i t i o n ) by C o d y a n d S m i t h .

9.

O u t p u t D e l i v e r y S y s t e m : The B a s i c s b y H a w o r t h

Id. C a r p e n t e r ' s C o m p l e t e G u i d e to the S A S M a c r o L a n g u a g e ( 2 n d E d i t i o n ) b y C a r - p e n t c r

I 1. O u i c k R e s u l t s w i t h S A S G R A P 1 1 S o f t w a r e b y C a r p e n t e r a n d S h i p p

27

Pa n o r N o : 5 0 2 - P R O J E C T M A N A G E M E N T A N D E N T R E P R E N E U R S H I P
Objective:
The Course

aims

to

prom ote

th e

chances

o f entrepreneurial

success

and

to d e v e l o p

an

u n d e r s t a n d i n g o f t h e r o l e s o f th e e n t r e p r e n e u r w i t h an a b il it y to r e c o g n i z e th e q u a l i t i e s r e q u i r e d
to p e r f o r m t h e s e r ol es. P r o j e c t M a n a g e m e n t is a b r o a d m u l t i - l e v e l a c ti v it y . T h e o b j e c t i v e s o f this
c o u r s e is to p r o v i d e a t h o r o u g h u n d e r s t a n d i n g o f its v a r i o u s e s s e n t i a l s to t h e s t u d e n t.
U n i t -I C o n c e p t o f E n t r e p r e n e u r s h i p
Definition

of

Entrepreneurship

given

by

various

econom ists

th e

ide a l

definition - T h e

c o n c e p tu a l m o d e l o f E n t r e p r e n e u r s h i p g iv e n by J o h n Kao. V i e w s g i v e n b y S c h u m p e t e r
W alker

&

Drucker

on

Entrepreneurship

Entrepreneur

and

M anager

-Enterprise

a nd

E n t r e p r e n e u r . M a n a g i n g C r e a l i v i t v j s s u e s to b e a d d r e s s e d in w o r k i n g t h e d e f i n i t i o n o f c r e a ti v it y
-D efinition -Attributes o f a creative person - Creative T h in k in g and M otiv atio n -M anaging
C r e a t i v i t y - O r g a n i s a t i o n a l A c t i o n s th a t e n h a n c e a n d h i n d e r C r e a t i v i t y - O r g a n i s a t i o n a l pr io r i ti e s
a n d C r e a t i v i t y - M a n a g e r i a l r e s p o n s i b i l i t i e s in a c r e a t i v e o r g a n i s a t i o n .
U n it-II

Small B usiness

Definition o f Sm all B u sin e ss - C o m p o s itio n o f Small B usiness - E c o n o m ic C o n trib u tio n o f Small

B u s in e s s . S t r a t e g i c P l a n n i n g f o r S m a l l B u s i n e s s - S t e p s in S t r a t e g i c P l a n n i n g - D e v e l o p a c l e a r
Mission

Statement

-A ssess

Organisation

Strengths - C o n d u ct a th orough

Analysis -A nalyse C o m p e tito rs - Create C o m p a n y G oals -f o r m u la te

M arket

Segment

Strategic O ptions and

Select appropriate Strategies (Focus. C ost leadership & D ifferentiation) - T ranslate Strategic
Pl a n s into A c t i o n P l a n s - E s t a b l i s h a c c u r a t e C o n t r o l s . W h y S t r a t e g i c P l a n n i n g fails in S m a l l
Business.

Forms

o f Ow nership:

Sole

Proprietorship,

Partnership

&

Corporation

form

of

O r g a n ia U liu n - A d v a n t a g e s a n d D i s a d v a n t a g e s . F r a n c h i s i n g - W h a t is F r a n c h i s i n g - A d v a n t a g e s
and D i s a d v a n t a g e s to F r a n c h i s i n g - F ra n c h ise E v a lu a tio n C h e c k l i s t - F r a n c h i s e c o n tra c ts - T y p e s
o f Franchise arrangem ents.
U n i t III
Introduction:

Project

- definition,

fe a tu r e s ,

ty p e s ,

infrastructure

creation-a

special

ty p e

of

p r o j e ct s , s i g n i f i c a n c e o f i n f r a s t r u c t u r e in e c o n o m i c d e v e l o p m e n t , b o t t l e n e c k s in th e in f r a s t r u c t u r e
creation.

Project

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Id ea

generation.

P r o je c t

screening,

Feasibility

s tu d y .

The

a d v a n t a g e s a n d d i s a d v a n t a g e s o f s ta rt in g y o u r b u s i n e s s - T h e a d v a n t a g e s a n d d i s a d v a n t a g e s o f
b u y i n g all e x i s t i n g b u s i n e s s - C r it i c a l a r e a s to b e e x a m i n e d w h i l e b u y i n g all e x i s t i n g b u s i n e s s D e te rm in in g the v a lu e o f a b u s i n e s s -

F in a n c i a l R e c o r d K e e p i n g -

Profit Planning & C ost

C o n t r o l . P r o j e c t c o s t i n g : B r e a k d o w n s t r u c t u r e o f t h e p r o j e c t , c o s t e s t i m a t i o n o f the p r o je c t,
f a c t o r a f f e c t i n g t h e c o s t o f th e p r o j e c t . C o s t i n g w i t h a l t e r n a t i v e c o n f i g u r a t i o n s / s p e c i f i c a t i o n s .
Pr oj e c t A p p r a i s a l : t e c h n i c a l a p p r a i s a l , m a r k e t i n g a p p r a i s a l , l e g a l a n d e n v i r o n m e n t a p p r a i s a l ,
fi na n cia l a p p r a i s a l - c o s t e s t i m a t i o n o f th e p r o j e c t a n d e v a l u a t i n g p r o j e c t u s i n g p a y b a c k a n d
\ P V . D e t a i l e d p r o j e c t r e p o r t - i n t r o d u c t i o n . I n t r o d u c t i o n to S C B A
Uni t I V
A rrangem ent o f funds : Traditional sources o f financing -

Equity shares, preference shares.

D e b e n t u r e s / b o n d s , l o a n f r o m fi n a n c i a l i n s t it u ti o n s - L o a n s y n d i c a t i o n a n d c o n s o r t i u m f in a n c e ;
A l t e r n a t i v e s o u r c e s o f f i n a n c i n g - f o r e i g n Is s u e, F D I & FI L E C B , P r i v a t e e q u i t y . S e c u r i t i z a t i o n ,
B O T p r o j e c t s . P P P . V e n t u r e c a p i t a l ' I n c u b a t i o n f un d. F r a n c h i s i n g e t c ; R o l e p l a y e d by v a r i o u s
Fi n a n c ia l I n s t i t u t i o n s li ke 1 DBL IC I C I a n d IFC1 : S p e c i a l R o l e p l a y e d b y SI D B 1 a n d C o m m e r c i a l
B a n k s - A p p r o v al o f t e r m lo a n a p p l i c a t i o n s b y C o m m e r c i a l B a n k s - I l o w to d e c i d e a b o u t a
su i t a b l e a g e n c y f or a s s i s t a n c e R o l e p l a y e d by S F C R a n d N S I C ; P r o j e c t I m p l e m e n t a t i o n : P ro je c t
contracts
t e nd e r .

P r i n c i p l e s , p r a c t i c a l a s p e c t s o f c o n t a c t s , legal a s p e c t s o f p r o j e c t m a n a g e m e n t , g lo b a l

Negotiation

analv sis .

f or p r o j e c t s .

P r o je c t

insurance.

Human

resource

managem ent,

netw ork

R ending
1.

S c a r b o r o u g h & Z i m m e r e r . I T f c c t i v c S inai) B u s i n e s s M a n a g e m e n t

2.

G u p t a cV: Sriniv a s a n T n t r e p r e n c u r i a l D e v e l o p m e n t

3.

P ic k l e & A b r a h a m s o n . S m a l l B u s i n e s s M a n a g e m e n t

4.

V a s a n t h De s a i . D y n a m i c s o f l u t r e p r e n e u r i a l Dev e l o p m e n t & M a n a g e m e n t

5.

J o h n K a o . C r e a t iv ity & 1-n t r e p r e n e u r s h i p

(>.

P. C h a n d r a . P r o j e c t s p l a n n i n g a n a h s i s s e l e c t i o n i m p l e m e n t a t i o n & r e v i e w

7.

P . G o p a l k r i s h n a n ct V. !:. R a m a m o o r t l n . T e x t b o o k o ! ' P r o j e c t m a n a g e m e n t

8.

N. S i n g h . P r o j e c t m a n a g e m e n t c o n t r o l . ( H i m a l a y a p u b .)

B.VI. Patel . P r o j e c t m a n a g e m e n t . ( V i k a s P u b .) 2 0 0 0

Pape r No: 503 - E L E C T I V E P A P E R F - l / M - l / H - 1

Paper No 504 - E L E C T IV E P A P E R F-2/M-2/H-2
P a p e r No : 5 0 5 - C O M P U T E R P R A C T I C A L
Project M a n a g e m e n t T oot
M P P - M i c r o s o f t P r o j e c t P l a n n i n g ( o r a n y o t h e r e q u i v a l e n t p a c k a g e ) ( T h e o b j e c t i v e is to
u n d e r s t a n d t h e s t u d e n t h o w to m a n a g e P r o j e c t s e f f e c t i v e l y u s i n g M S P P r o f e s s i o n a l , h o w to List
a n d O r g a n i z e T a s k s , h o w to C r e a t e a n d m o d i f y c a l e n d a r s ,

resource

l is ti n g a n d a s s i g n i n g

r e s o u r c e s , h o w to b a s e l i n e p r o j e c t , u p d a t e p r o g r e s s i n f o r m a t i o n . th e i m p a c t o f s c o p e , t i m e , a n d
cost changes . Effective c o m m u n ic a tio n o f updated Project inform ation )
I n t r o d u c t i o n to P r o j e c t a n d P r o je c t M a n a g e m e n t , I n t r o d u c t i o n to M i c r o s o f t P r o j e c t P r o f e s s i o n a l
2007.

Defining

T asks,

Defining

Resources.

Resource

A ssignm ent,

Base

lin in g ,

U pdating

P r o g r e s s I n f o r m a t i o n . F o r m a t t i n g P r o j e c t D e ta il s . V i e w s a n d R e p o r t s . C u s t o m i z a t i o n , I n te r f a c e
with O th e r O f f ic e A p p lic a tio n s .

W o r k i n g w i t h M u l t i p l e P r o je c ts . S h a r i n g R e s o u r c e s a c r o s s

Projects
M S VTSIO a s a t o o l for A c t i v i t y D i a g r a m o r a n y o t h e r e q u i v a l e n t
I B M R a t i o n a l R o s e o r a n y o t h e r e q u i v a l e n t - I n t r o d u c t i o n t o C l a s s ( P a c k a g e ) - U M L 1.5 h a v i n g
V diagrams.

Forward

engineering.

Reverse

engineering.

Round

M odelling using O bjec t O riented A nalysis and Design, Rational

T rip

engineering,

Unified

'v is u a l

Process (A dvance

S D I . C ) - R o l e s . R e s p o n s i b i l i t i e s . W o r k F l o w s . ' T e m p la te s , A r ti f a c ts .
B u s i n e s s I n t e l l i g e n c e To ols s u c h as I n f o r m a t i c s o r a n y o t h e r e q u i v a l e n t - D e s i g n e r . W o r k f l o w
manager.

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feat ures,

Cognos

Archi t ect ure,

Fram ework

M anager

M etadata

M odelling, Package D e v e lo p m e n t . Pa c ka ge Import & E xp ort , Q u e ry Stu dio , R eport Studio B asics. R e p o rt S tu d io - A d v a n c e d

P . i n e r No: 601 - IU SI NK. S S P O L I C Y A N D S T R A T E G Y

Obj ect ive:
T o e q u i p s t u d e n t s w i t h the n e c e s s a r y in s id e in to d e s i g n i n g s t r a t e g i e s to r a n o r g a n i s a t i o n a n d
li n k in g the o r g a n i s a t i o n s s t r a t e g i e s w i t h th e c h a n g i n g e n v i r o n m e n t .
Cour se contents:
I nit I
N a t u r e & i m p o r t a n c e o f b u s i n e s s p o l i c y & s tr a te g y : I n t r o d u c t i o n

to

th e

strategic

management

p r o c e s s . S t r a t e g i c M a n a g e m e n t & re la te d c o n c e p t s
C h a r a c t e r i s t i c s o f c o r p o r a t e , b u s i n e s s & f u n c ti o n a l le ve l s t r a te g i c m a n a g e m e n t d e c i s i o n s .
I nit II
C o m p a n y ' s m i s s i o n s t a t e m e n t . N e e d for a m i s s i o n s t a t e m e n t , c r i t e r i a for e v a l u a t i n g a m i s s i o n
s t a t e m e n t - G o a l . P r o c e s s & I n p u t f o r m u l a t i o n o f th e m i s s i o n s t a t e m e n t - D r u c k e r ' s P e r f o r m a n c e
Area. B e n n is 's Core P ro b lem
Un i t III
Lnvironm ental A nalysis & Diagnosis:
Analysis o f c o m p a n y 's external e nvironm ent
E n v i r o n m e n t a l i m p a c t o n o r g a n i s a t i o n s p o li c y a n d s t r a te g y , o r g a n i s a t i o n s d e p e n d e n c e o n th e
e n v i r o n m e n t , a n a l y s i s o f r e m o t e e n v i r o n m e n t , a n a l y s i s o f s p e c i f i c e n v i r o n m e n t - M i c h a e l E.
Porter's

Forces

model.

Analysis

o f in te rn al ;

Im portance

o f organisation's

capabilities,

c o m p e tit iv e a d v a n t a g e a n d c o r e c o m p e t e n c e , M i c h a e l E. P o r t e r s V a l u e C h a i n A n a l y s i s .
Un i t IV
Formulation

o f competitive

s t r a te g i e s .

Perspectives

to c o m p e t i t i o n -

i n d u s tr y ,

m arketing &

s t r a t eg ic g r o u p , c o m p e t i t i v e s t r a t e g i e s - M i l e s & S n o w a d a p t i v e s tr a t e g i e s , D e r e k ' s A b b e l ' s ,

b u s i n e s s d e f i n i t i o n f r a m e w o r k . M i c h a e l E. P o r t e r ' s g e n e r i c c o m p e t i t i v e s tr a t e g i e s , i m p l e m e n t i n g
competitive strategies- offensive i t defensive moves.
I' ni l V
F o r m u l a t i n g C o r p o r a t e S t r a t e g i e s . I n t r o d u c t i o n to s t r a t e g i e s o f g r o w t h , s ta bi lit y a n d r e n e w a l ,
Types

of

g r o v st h

st r a t e g i e s

concentrated

growth,

product

developm ent,

in te g r a ti o n ,

d i v e r s i f i c a t i o n , i n t e r n a t i o n a l e x p a n s i o n (m u l ti d o m e s t i c a p p r o a c h , f r a n c h i s i n g , l i c e n s i n g a n d j o i n t
v e n t u re s ). T y p e s o f r e n e w a l s t r a t e g i e s - r e t r e n c h m e n t a n d t u r n a r o u n d ,
t 'nit VI
St r a te gi c a n a l y s i s & c h o i c e . S t r a t e g i c g a p a n a l y s e s , p o r tf o li o a n a l y s e s -

B C G . GE. product

m a r k e t e v o l u t i o n m a t r i x , e x p e r i e n c e c u r v e , d i r e c t i o n a l p o l i c y m a t r i x , life c y c l e p o r t f o l i o m a tr ix ,
g r a n d s t r a t e g y s e l e c t i o n m a t r i x : B e h a v i o u r a l c o n s i d e r a t i o n s a f f e c t i n g c h o i c e o f s t r a te g y .
I nit VII
i m p l e m e n t i n g . i t o p e r a t i o n a l i s i n g s tr a te g i c c h o i c e . I m p a c t o f s t r u c tu r e , c u l t u r e & l e a d e r s h i p ,
f unc t ion al s t r a t e g i e s & t h e i r link w i t h b u s i n e s s lev el s t r a te g ie s .
InitVIIl
I n t r o d u c ti o n to S t r a t e g i c co n t r o l & e v a l u a t i o n . S t r a t e g i c s u r v e i l l a n c e , s p e c i a l a le rt c o n t r o l &
p r e m i s e c o n t r o l , i m p l e m e n t i n g c o n t r o l , in t r o d u c t i o n to o p e r a t i o n a l c o n t r o l .
Readings:
1. J.A .

Pearce

&

R.B.

Robinson

: S tr a te g ic

Management

formulation

im plem entation and

c o n t r o l. T M 1 1
2. A r t h u r A. T h o m p s o n Jr. . A . . ( S tr i c k l a n d 111 : C r a f t i n g a n d e x e c u t i n g s t r a t e g y . T M H
Jo h n E. (.ia m b i c a n d A r u n K..lain

Supplem entary Readings

1. Cierry J o h n s o n & K e v a n S c h o l e s . E x p l o r i n g c o r p o r a t e s t r a t e g i e s . P i 11
2. C p e n d r a K a c h r u . S t r a t e g i c M a n a g c m c n l . E x c e l b o o k s
3. A r t h u r A. T h o m p s o n Jr. a n d A . J . S t r i c k l a n d . S tr a t e g ic M a n a g e m e n t - C o n c e p t s a n d C a s e s :
4. L a w r e n c e R. J a u e h W i l l i a m E. CJIueck. B u s i n e s s P o l i c y a n d S t r a t e g i c M a n a g e m e n t ( M c g r a w
Hill S e r ie s in M a n a g e m e n t )

34

P a n e r No: 6 02 - L E G A L A S P E C T S O F I N D I A N B U S I N E S S
Objective:
l o g a in k n o w l e d g e o f t h e b r a n d i e s o f law w h i s h re la te to b u s i n e s s t r a n s a c t i o n s , c e r t a i n c o r p o r a t e
b odies and related m atters.

A ls o , lo u n d e r s t a n d the a p p l i c a t i o n s o f th e s e l a w s to p r a c ti c a l

c o m m e r c i a l si t u a t i o n s .
C o u r s e contents:
T h e I n d i a n C o n t r a c t A c t 1 87 2
Un i t 1
D e finition o f the term " C o n tra c t" - Sec 2(h) "ag re e m e n t" Sec
b e c o m e a c o n t r a c t . E s s e n t i a l f e a t u r e s o f a c o n t r a c t (s e c
va l i d ity , f o r m a t i o n & p e r f o r m a n c e .

10).

1(1). W h e n a n a g r e e m e n t will
K i n d s o f c o n t r a c t - B a s e d on :

Un i t II
P r o p o s a l o r O f f e r - D e f i n i t i o n [ S e c 2 ) ( a ) | leg al ru le s o f a v a l id o f f e r - o f f e r & i n v i t a t i o n to a n
offe r. T e r m i n a t i o n o f o ff er . A c c e p t a n c e - D e f i n i t i o n (Se c 2 (b )] E s s e n t i a l o f a v a li d a c c e p t a n c e .
M o d e o f c o n v e y i n g a c c e p t a n c e (s e c 7 & H) L e g a l rul e o f a v a li d a c c e p t a n c e . C o m m u n i c a t i o n o f
o f f e r a c c e p t a n c e a n d r e v o c a t i o n ( S e c 3. 4, 5, 6).
Un i t III
C o n s i d e r a t i o n D e f i n i t i o n [ S e e 2 (d ) ] - E s s e n t i a l s o f a v a l i d c o n s i d e r a t i o n - c o n t r i b u t i o n to c h a r i t v E x c e p t i o n s to t h e r u l e s n o c o n s i d e r a t i o n n o c o n t r a c t . R u l e s r e g a r d i n g c o n s i d e r a t i o n . [ S e c 25,
25( 1 ). 2 5 ( 2 ) & 2 5 ( 3 ) ] . P r i v it y o f C o n t r a c t - E x c e p t i o n s to the r u le s o f pri vity.
Uni t IV
C a p a c i t y to C o n t r a c t S e c 10 & S e c 11- L a w s r e l a t i n g to m i n o r a g r e e m e n t s - a b s o l u t e l y v o i d .
D o c trin e o f restitu tio n
Contracts

Specific

Relief Act

1 963 (s e c 3 3 )- S t a t u s o f B e n e f i c i a l

Contracts-

o f A p p r e n t i c e s h i p . P e r s o n s o f u n s o u n d m i n d , D i s q u a l i f i e s p e r s o n s - S e c 12.

[Hit V
f r e e c o n s e n t - S e c 14- C o e r c i o n ( S e e 15)- D e f i n i t i o n & Es s e n ti a l e l e m e n t s - U n d u e I n f l u e n c e ( S e c
16)

Defin ition- essential e le m e n ts [ 1 6 ( f )

1 6(2) &

1 6 ( 3 )J. F r a u d S e c (1 7)- D e f i n i t i o n &

e ss e n ti a l e l e m e n t s [ 1 7 ( I ) , (2). (3). (4 ) Sc (5)]. M e r e S i l e n c e is n o t fr a u d - W h e n s i l e n c e will

a m o u n t to f raud.

M i s r e p r e s e n t a t i o n (s e c

v o i d a b l i t y o f t he a g r e e m e n t - S e c

IS ) -

19-A and

Definition & e le m e n t [18(1)

18(2) &

18(3)]

19. T h e c i r c u m s t a n c e s u n d e r w h i c h t h e r i g h t o f

r e s c i s s i o n is lost. M i s t a k e - D e f i n i t i o n o f c o n s e n t - S e c 13. E f f e c t o f m i s t a k e o n a c o n t r a c t - S e c 20,

21 & 22. M i s t a k e a s to fa cts e s s e n t i a l to the a g r e e m e n t ( ! ) . T h e I d e n t i t y o f the p a r t i e s (2). T h e
i d e n ti t y & n a t u r e o f t h e s u b j e c t m a t t e r (3). T h e n a tu r e a n d c o n t e n t o f t h e p r o m i s e . L e g a l i t y o f
o b j e c t s o r c o n s i d e r a t i o n - S e c 23 1 le a d s o f p u b l i c po lic y.
Un i t VI
D e f i n i t i o n o f v o i d a g r e e m e n t S e c 2 (g )

v o i d a b l e a g r e e m e n t S e c 2(i). A g r e e m e n t S e c 2(1).

A g r e e m e n t s d e c l a r e d to b e v o id : A g r e e m e n t s o f w h i c h c o n s i d e r a t i o n & o b j e c t s a re u n l a w f u l in
pa rt ( S e c 24>: . A g r e e m e n t s w i t h o u t c o n s i d e r a t i o n ( S e c 25) ; A g r e e m e n t s in r e s tr a i nt o f m a r r i a g e
( S e c 26): . A g r e e m e n t s in r e s t r a in t o f tr ad e ( S e c 2 7) ; A g r e e m e n t s in r e s t r a i n t o f legal p r o c e e d i n g s
( S e e 2 8 ) : U n m e a n i n g a g r e e m e n t ( S e c 29); W a g e r i n g a g r e e m e n t ( s e c 30) : A g r e e m e n t to d o a n
i m p o s s i b l e act ( S e c 5 6) : P e r f o r m a n c e o f c o n t r a c t s . B r e a c h o f c o n t r a c t .
Uni t VII
S p e c i a l C o n t r a c t s - C o n t r a c t o f I n d e m n i t y - D e f i n i t i o n ( S e e 124) e x t e n t t)f liability ( S e c

125).

C o m m e n c e m e n t o f l i a b i l i t y - C o n t r a c t o f g u a r a n t e e ( S e c 126) - e s s e n t i a l f e a tu r e s o f a g u a r a n t e e g u a r a n t e e o f a m i n o r s d e b t - e x t e n t o f s u r e ty ' s liability- c o - e x t e n s i o n - s u r e ty 's right to limit the

l i a bility- liability u n d e r c o n t i n u i n g g u a r a n t e e ( S e c 129) J o in t D e b t o r s & S u r e t y s h i p ( S e c 132).
D i s c h a r g e o f su r e t v f r o m L ia b il ity .

B y r e v o c a t i o n J S e c 130); B y D e a t h ( S e e 131 i: By \ a r i a n e e ( S e c 133): R e l e a s e i n ' d i s c h a r g e o f

p r i n c ip a l d e b t o r s : C o m p a r i s o n e x t e n s i o n o f t i m e a n d no t to s u e ( S e c 135); B y i m p o s i n g s u r e t y s
r e m e d y ( S e c 13 l>).
I nit V I I I
Bailm ent- Sec

1 48 - D e f i n i t i o n - B a i l m e n t . B a i l o r &

B a ile e . E s s e n t i a l fe a t u r e s : D e l i e v e r y o f

p o s s e s s i o n - a c t u a l o r c o n s t r u c t i v e d e l i e v e r y ( S e c 149); D e l i e v c r v u p o n c o n t r a c t - n o n c o n t r a c t u a l
b a i l m e n t ; C o n d i t i o n a l d e l i e v e r y : G r a u t u r e & N o n G r a t u t i o n s . B a il o r . D u t i e s o f B a ile e ; D u t y o f
r e a s o n a b l e c a r e . ( S e c 151) : D u t y n o t to m a k e u n a u t h o r i z e d s u e ( 1 5 4 ) : D u t y to re tu rn ( S e c 160 &
165): D u t y n o t to set u p j u s t e n i i ( S e e 1 6 6 &. 1 6 7 ); D u ty to r e t u r n i n c r e a s e ( S e c 163).
F i n d e r o f lost g o o d s ( S e c 168 & 1 6 9 ); R i g h t s o f B a ile e : R i g h t to c o m p e n s a t e ( S e c 1 6 4 ) , R i g h t to
n e c e s s a r y e x p e n s e s o r r e m u n e r a t i o n ( S e c 158). R i g h t o f lien ( S e c 170 & 171), R i g h t to s u e (S e c
180 & 181 ) . P l e d g e - S e c 1 7 2 - P l e d g e . P a w n e e & P a w n e r d e f i n e d e s s e n t i a l f e a t u r e s - D e l i e v e r y o f
P o s s e s s i o n . In p u r s u a n c e o f a c o n t r a c t - r i g h t s o f a p a w n e e . R i g h t o f r e t a i n e r ( S e c 173 & 174) s.
R i g ht to e x t r a o r d i n a r y e x p e n s e s ( S e c 1 7 5 ) , R i g h t ol's ale ( S e c 176)- P a w n e r ' s ri g h t to r e d e e m [f
(Se e 177).
I nit I X
A g e n c y - S e c 182 - A g e n t P r i n c i p a l d e f i n e d - E s s e n t i a l s o f a g e n c y Pr i n e ip a l s h o u l d b e c o m p e t e n t to c o n t r a c t , w h o m a y e m p l o y a n a g e n t ( S e c 18 4) c o n s i d e r a t i o n n o t
necessary

( S e c 185); K i n d s o f a g e n t: F a c to r . B r o k e r & D e a l e r s . C r e a t i o n o f a g e n c y : b y e x p r e s s

a p p o i n t m e n t . . b y c o n d u c t o r s i t u a t i o n o f p a rti es . , b y n e c e s s i t y , b y s u b s e q u e n t r a t i f i c a t i o n o f
r e l a ti o n s o f p r i n c i p a l & a g e n t .

Duties o f agent:

D u t y to e x e c u t e m a n d a t e . D u t y to f o l l o w

i n s t r u c t i o n s o r c u s t o m s ( S e c 2 1 1 ). D u l y o f r e a s o n a b l e c a s e & s kill ( S e c 2 1 2 ) (h). D u t y to a v o i d

c o n f l i c t o f i n t e r e st ( S e c 2 1 5 ) . D u t y n o t to m a k e s e c r e t p r o f i l e ( S e c 2 1 6 ) , D u t y to r e m i t s u m s ( S e c
2 18 ) , D u t y to m a i n t a i n a c c o u n t s .

D u t y n o t to d e l e g a t e ( S e c

190). R i g h t s o f a g e n f : R i g h t to

r e m u n e r a t e ( S e c 2 19) e f fe c t o f m i s c o n d u c t . ( S e c 2 2 0 ) , R i g h t o f r e t a i n e r ( S e c 2 1 7 ) , R i g h t o f L i e n
( S e c 2 2 1 ) . R i g h t to i n d e m n i t y ( S e c 2 2 2 & 2 2 3 ) , R i g h t to c o m p e n s a t i o n . ( S e c 22 5) . S u b a g e n t
concept.
Unit X
Sa l e o f g o o d s a c t 1 9 3 0 : D e f i n i t i o n a n d e s s e n t i a l o f S a l e ( S e c 4), B il a t e r a l C o n t r a c t , M o n e y
C o n s i d e r a t i o n . S a l e a n d c o n t r a c t o f w o r k o n m a t e r i a l G o o d s , S a l e a n d a n a g r e e m e n t to s e ll ( S e c
4 ( 3 ) & 4( 4 ) , f o r m a l i t i e s o f s a le ( S e c 5), th e p r i c e ( S e c 9), c o n d i t i o n s & w a r r a n t i e s S e c 12(1),
12(2). 12(3) , 12( 4). I m p l i e d c o n d i t i o n s : C o n d i t i o n s a s to title ( S e c 14) , S a l e by d e s c r i p t i o n ( S e c
15), S a le b y d e s c r i p t i o n as w e ll as b y s a m p l e ( S e c 15), E x c e p t i o n s to th e p r in c ip a l o f C a v e a t
e m p t o r ( S e c 16). F i t n e s s for b u y i n g p u r p o s e 1 6(1 ), M e r c h a n t a b l e q u a l i t y ( S e c 16 (2 ) - M e a n i n g o f
m e r c h a n t a b l e Q u a l i t y . C o n d i t i o n s i m p l i e d b y t r a d e u s a g e ( S e c 16( 3) , E x p r e s s i t e m s ( S e c 16( 4) ,
Implied warranties:

Quiet

Possession

[S e c

14(B)| , Free from e n c u m b r a n c e s

[Se c

14(e )] ,

C o n d i t i o n r e d u c e d to w a r r a n t y ( S e c 13). W a v e r b y th e b u y e r . A c c e p t a n c e o f g o o d s by the b u y e r d e l i n i l i o n o f a c c e p t a n c e ( S e e 4 2 ) : E x c l u s i o n o f i m p l i e d t e r m s : ( S e c 6 2 ) s t i p u l a t i o n a s to t i m e
(See 1 1 ) , Passing o f Property- S ignificance o f passing property- p ro pe rty passes w h e n intended
to s h a r e ( S e e 19). S a l e o f s p e c i f i c g o o d s ( S e c 2 0. 21 & 22), s a l e o n a p p r o v a l ( S e c 24) . s a l e o f
u n a s c e r t a i n e d g o o d s ( S e c 18 cK: 2 3 ) . R e m e d i e s for b r e a c h o f c o n t r a c t . S e l l e r s a n d B u y e r s R e m e d y
in a C o n t r a c t o f Sa l e : A u c t i o n S a l e ( S e c 6 4 ) - P r i n c i p l e s r e l a t i n g to a u c t i o n s a le . H ire P u r c h a s e
A c t . 1872. H i r e P u r c h a s e . A g r e e m e n t ( S e c 2 (c ) C o n t e n t s o f A g r e e m e n t s ( S e c 4).
I ii it XI
N e g o t i a b l e i n s t r u m e n t s act- d e f i n i t i o n , f ea tu r es , a n d k in d s , P r o m i s s o r y n o te . Bill o f E x c h a n g e
and cheque.
U n i t XII
T h e C o m p a n i e s A c t 1956:
I n t r o d u c t i o n to t h e d e f i n i t i o n o f c o m p a n y - the s a l i e n t f e a tu re s , th e s i g n i f i c a n c e o f m e m o r a n d u m ,
ar t i c le s , p r o s p e c t u s a n d c o m p a n y
A uditors and C o m p a n y Secretary.

meetings.

B r i e f I n t r o d u c t i o n to r o l e p l a y e d by D ir e c t o r s ,

Readings:
1. A \ t a r S i n g h . P r i n c i p l e o f M e r c a n t i l e L a w . S ih e d. 2 0 0 7 . E a s t e r n B o o k C o m p a n y
2. C u l s h a n & K a p o o r . B u s i n e s s L a w . 14th E d . P a p e r b a c k
3. M a h c s h w a r i & M a l i c s h w a r i . P r i n c i p l e o f M e r c a n t i l e L a w . N a t i o n a l P u b l i s h i n g T r u s t
4. R o h in i A g g a r w a l . M e r c a n t i l e & C o m m e r c i a l L a w . 1st Ed , J u n e 2 0 0 7 . T a x m a n n
5. M .C. K u c c h a l . M o d e r n I n d i a n C o m p a n y L a w , 3rd Ed . 2 5 t h R e v i e w . S h r e e M a h a y i r B o o k
D epot.
6.

M .C.Kucchal.

Business

Law Mercantile

L a w . 6th

37

Ed. V i k a s P u b . H o u s e

(P ) Ltd.

(M)

P a p e r No: 6 0 3 - E L E C T I V E P A P E R F - 3 / M - 3 / H - 3
P a p er No 60 4 - E L E C T I V E P A P E R F -4/M -4/H -4
Paper No 605 - P R O J E C T S U B M I S S I O N ( F U N C T I O N A L S P E C I A L I S A T I O N )

ELECTIVES PAPERS
O P T I O N I: F I N A N C E
P a p e r No: 5 0 3 - | F - 1) : I N V E S T M E N T A N A L Y S I S A N D P O R T F O L I O
MANAGEMENT
Objective:
T h e a i m o f t h i s c o u r s e is to p r o v i d e a c o n c e p t u a l f r a m e w o r k f o r a n a l y s i s f r o m a n i n v e s t o r ' s
perspective o f m a x im is in g return on investm ent - a so u n d theoretical base w ith ex a m p les and
r e f e r e n c e s r e l a t e d t o t h e I n d i a n f in a n c ia l s y s t e m . S t u d e n t s a r e n o t e x p e c t e d to m e m o r i s e the
d e ta il s o f r u l e s a n d r e g u l a t i o n s a n d o t h e r in s t i t u t i o n a l a s p e c t s ; t h e s e a r e n o r m a l l y c o v e r e d in
p a p e r s d e a l i n g w i t h f i n a n c i a l s e r v i c e s o r fi n a nc ia l in s t i t u t i o n s . S i m i l a r l y , t h o u g h t h e s t u d e n t s
n e e d to b e f a m i l i a r w i t h th e I n d i a n f in a n c i a l s y s t e m , a s it is n e c e s s a r y to u n d e r s t a n d the
e n v i r o n m e n t in w h i c h w e f u n c t i o n th e y a r e n o t e x p e c t e d to m e m o r i s e h i s t o r i c a l fa c ts a n d
fig ures f o r t h i s p a p e r .
C ou rse contents:
Unit I
B a s ic s o f B o n d . Y T M , B o n d T h e o r e m s , Y ie ld c u r v e ; In te re s t R a t e R i s k : D u r a t i o n
Modified

D uration; B o n d Strategies -

and

Passive and Active; Efficient m a rk e t hypothesis;

C o n c e p t o f e f f i c i e n c y : T h r e e f o r m s o f E M U a n d I m p l i c a t i o n s for i n v e s t m e n t d e c i s io n s .
Un i t II
A p p r o a c h e s to S e c u r i t i e s A n a l y s i s ; F u n d a m e n t a l a n a l y s i s : M e a n i n g , a s s u m p t i o n s a n d E1C
f r a m e w o r k ; E c o n o m y a n a l y s i s : L e a d i n g l a g g i n g & c o i n c i d e n t m a c r o e c o n o m i c in d i c a to r s ,
E x p e c t e d d i r e c t i o n o f m o v e m e n t o f . s t o c k p r i c e s w i t h m a c r o e c o n o m i c v a r i a b l e s in the I n d i a n
c o n t e x t : I n d u s t r y a n a l y s i s : C l a s s i f i c a t i o n o f i n d u s t r i e s in Ind ia . M o d e l s o f i n d u s t r y a n a l y s i s s ta g e s o f

l if e c y c l e , p o r t e r s five fo rc es , S W O T a n a l y s i s , f in a n c i a l a n a l y s i s o f a n i n d u s t r y ;

Company
perspective:

analysis:

Detailed

fi n a n c i a l

statement

analysis

from

Investment

decision

S h a re valuation : D iv id e n d d isco un t m o d e ls- c o nsta n t gro w th & two stage

grow th m odel, three stage g row th m odel (H m odel): R elative valuation m odels using P E
ratio ( B o o k v a l u e t o m a r k e t v a l u e )
U n i t III
Technical analysis: m e a n in g , assum ptions, difference b etw ee n technical and fundamental
a n a ly s i s : P r i c e i n d i c a t o r s - D o w th e o r y , a d v a n c e s a n d d e c l i n e s , n e w h i g h s a n d l o w s - c ir c u it
filters. V o l u m e i n d i c a t o r s - D o w th e o r y , s m a l l i n v e s t o r v o l u m e s . O t h e r in d i c a t o r s - futur e s ,
in s t i tu ti o n a l a c t i v i t y .
C h a r ts :

line chart,

T ren d s : r e s is t a n c e , s u p p o r t , c o n s o l i d a t i o n , m o m e n t u m - R SI & R O C
logram atic

lin e c h a rt , b a r c h a rt , c a n d l e c h a r t , p o i n t &

figure c ha rt.

Patte rns : h e a d & s h o u l d e r s . i n v e r s e e n d e d s h o u l d e r , tr ia n g l e , r e c t a n g l e , lla g, w e g . p e a n u t, c u p

& s a uc e r , d o u b l e t o p p e d , d o u b l e b o t t o m e d . I n d i c a t o r s : mov ing a v e r a g e s : P o r t f o l i o a n a l y s i s :
Po rt f o li o r i sk a n d r e tu r n . M a r k o w i t z p o r t f o l i o m o d e l : 2 a s s e t p o r t f o l i o , c o n c e p t o f e f f i c i e n t
fron tie r

&

O ptim um

portfolio.

Single

index

m odel:

concept

of

beta

systematic

and

u n s y s t e m a t i c r isk. C a p i t a l a s s e t p r i c i n g m o d e l ( C A P M ) : ( M E a n d S M E a n d a p p l i c a t i o n o f
CAPM.
38

I flit IV
A s s e t A l l o c a t i o n : i n v e s t o r risk an d ret u r n p r e f e r e n c e s : I n d i f f e r e n c e c u r v e s a n d th e e f f ic ie n t
frontier. T r a d i t i o n a l

portfolio

management

fo r i n d i v i d u a l s :

O bjectives, constraints, time

liori/.on. c u r r e n t w e a l t h , tax c o n s i d e r a t i o n s , l i q u i d it y r e q u i r e m e n t s , a n d a n t i c i p a t e d inf la t io n.

Asset

allocation:

Asset

allocation

pyramid,

investor

life

cycle

approach.

P o r tf o li o

m a n a g e m e n t s e r v i c e s : P a s s i v e - In d e x fu n d s , s y s t e m a t i c i n v e s t m e n t pl a ns . A c t i v e - m a r k e t
t i m in g , st y l e i n v e s t i n g : P o r tf o l io R e v i s i o n & E v a l u a t i o n : E v a l u a t i o n o f P o r t f o li o : S h a r p e ' s
1 r e y n o r ' s &. J e n s e n ' s m e a s u r e s . I ' A M A M o d e l , M u t u a l F u n d s P e r f o r m a n c e F,va lua tion.
Readings:
( 1 he p a r t s t hat d e s c r i b e s th e A m e r i c a n m a r k e t a r e to be r e p l a c e d w it h e q u i v a l e n t s in the
I nd ia n m a r k e t ) .
1. D o n a l d 12.F i s c h e r & R o n a l d J. J o r d a n
M an agem ent. Pearson

: Security A nalysis & Portfolio

Education

2. W i l l i a m F . S h a r p e , G o r d o n J. A l e x a n d e r
& Jeffery Bailey

: I n v e s t m e n t s , P r e n t i c e Ha ll o f In d i a

3. R o h i n i S i n g h

: Security A nalysis & Portfolio M a n ag em e n t, E xcel B ooks

4. M .Y . K . h a n

: I n d ia n F in a n c ia l S y s t e m , T a t a M c G r a w Hill

5. 11.R. M a e h i v a j u : I n d i a n F i n a n c i a l S y s t e m , V i k a s P u b l i s h i n g M o u s e

P a p e r No : 5 0 4 - <1-2) : I N T E R N A T I O N A L F I N A N C E
Objectives:
T o a c q u a i n t s t u d e n t s w i t h th e c o m p l e x i t i e s o f in te r n a ti o n a l b a n k i n g a n d f i n a n c e & re la te d
concepts.
Course Contents:
I'n it I
International Financial E nvironm ent: O v erv ie w . Foreign E x c h a n g e M arket,

I n t r o d u c t i o n to

i n t e r - b a n k m a r k e t a n d retail m a r k e t . S p o t m a r k e t a n d f o r w a r d m a r k e t . F o r w a r d d i s c o u n t a n d
p r e m i u m ; c r o s s r a t e ; D e t e r m i n a t i o n o f i n t e r - b a n k ra te s , d e t e r m i n a t i o n o f v a l u e d a t e s , re tail
c a s h r at e s a n d I T r a t e s ; E x c h a n g e R a t e D e t e r m i n a t i o n : I n t e r e s t r a t e p a r i t y , p u r c h a s i n g p o w e r
par ity, i n t e r n a t i o n a l F i s h e r ' s e ff e c t, u n c o v e r e d i n te r e s t ra te a r b i t r a g e , c a r r y tra de . C e n t r a l
bank

intervention-

revaluation

and

devaluation

o f currency,

Open

market

operations;

P u r c h a s i n g p o w e r e f f e ct.
I nit II
The International M o n e ta ry System : B reton W o o d system ; E x c h a n g e Rate R egim es, Euro
Market. International Banking. C o n c e p t and D e v elo p m e n t o f Universal banking: Syndicate
l o an; p a r a l l e l l o a n. E u r o c u r r e n c y m a r k e t - E u r o loa n. E u r o d o l l a r loa n. E u r o d e p o s i t s , E u r o
d o l l a r d e p o s i t : I n t e r n a t i o n a l T r a d e F i n a n c i n g : D o c u m e n t s r e q u i r e d for e x p o r t , le tt e r o f c r e d i t
a n d p r e p a y m e n t o f L O C . b u y e r s cr e d it , s e ll e r s c re di t, p r e a n d p o s t s h i p m e n t line o f c re d it.
D r af ts , o p e n a c c o u n t , c o u n t e r tra d e . Bill d i s c o u n t i n g , f a c t o r i n g a n d fo r f e i ti n g .
U n i t III
F in a n c i a l D e r i v a t i v e s : F o r w a r d s a n d f u t u r e s , O p t i o n s a n d r e l a t e d t e r m i n o l o g y , C a l c u l a t i n g
the

pay

off

from

options

and

diagram m atic

representation.

Option,

p r i c i n g ! D i a g r a m m a t i c ) - f a c to r s th a t i n f l u e n c e p u t a n d c e ll p r ic e s . S o m e m o t i v a t i o n s for
buy ing a n d s e l l i n g o p t i o n s ; S i m p l e c o m b i n a t i o n s o f u n d e r l y i n g a s s e t

& options: O ption

s p r e a d s : B u ll s p r e a d s w i t h p u t s a n d ca lls , s t r a d d l e to p a n d b o t t o m , s t rip, F u tu r e s : V a l u a t i o n s ,
r a t i o n a l e f or t r a d i n g - h e d g i n g , a r b i t r a g e e t c . ( N o D e r i v a t i o n s ) , I n t r o d u c t i o n to S w a p s , In te re s t
rate s w a p s , c u r r e n c y s w a p s , c r o s s c u r r e n c y s w a p s .
Unit IV
Currency

R i sk

M anagement

Exposure-Slrategies

for

Foreign

Exchange

Risk M an ag em en t: T ypes o f Forex

M anaging Transaction, Translation, O perating &

Econom ic

E x p o s u r e : Po l i t i c a l R i s k - A n a l y s i s a n d M a n a g e m e n t ; I n t e r e s t R a t e E x p o s u r e M a n a g e m e n t ,
F o r w a r d r a t e a g r e e m e n t s ( F R A ) . I n te r e s t rate c a p s , floors , c o l l a r s .
Readings:
1. M a u r i c e D. L e v i : I n t e r n a t i o n a l F i n a n c e .
2. A l a n C. S h a p i r o

: M u l t i n a t i o n a l F in a n c i a l M a n a g e m e n t . W i l e y

3. A p t e PG: I n t e r n a t i o n a l F i n a n c e
4. J a f f M a d u r a : I n t e r n a t i o n a l C o r p o r a t e F i n a n c e , C e n g a g e L e a r n i n g

40

P a p e r N o : 6 0 3 - ( F- 3) : F I N A N C I A L M A R K E T S

AND SERVICES

Objective:
T o p r o v i d e a c o n c e p t u a l f r a m e w o r k lo r a n a l } s i s o f d e b t i n s t r u m e n t s a n d f a m i l i a r i z e s t u d e n t s
w i t h s o m e a s p e c t s o f M e r c h a n t B a n k i n g a n d f i n a n c i a l serv ices.
Course Contents
I nit I
M o n e y M a r k e t : I n t e r B a n k call m o n e y m a r k e t . Term M o n e y ; R e ta il & W h o l e s a l e ; B S E . N S E :
I n s t r u m e n t s & P l a v e r s . T Bill, d a t e d G o v t, s e c u r i t i e s . C o m m e r c i a l p a p e r , c e r t i f i c a t e o f d e p o s it .
R o l e o l ' R B I in r e g u l a t i o n o f m o n o ) ' m a r k e t.
I nit 11
B a s i c I n tr o d u c t i o n t o P r i m a r y & S e c o n d a r y M a r k e t : P r i m a r y M a r k e t ; N e w I s s u e M a r k e t . D I P
G u id e lin e s. Eligibility c o n d itio n s . R ed herring prospectus, g re e n sh o e o p tion, IPO g ra d in g , b o o k
b u i l d i n g , f r e n c h o p t i o n , d u t c h o p t i o n , m i n i m u m s u b s c r i p t i o n , p r i c i n g ( b a n d , floor). S e t t l e m e n t &
Allotment.

Escrow

account,

lis tin g .

Secondary

M a r k e t:

Stock

market,

trade

operations

&

s e t t l e m e n t , m a r g i n r e q u i r e m e n t . t v p e s o f m a r g i n . I n d ic e s - N I F T Y & S E N S E X ( m e a n i n g &
com position)
I nil III
F i n a n c i a l S e r v i c e s : L e a s i n g &. H ire P u rc h a s e : m e a n i n g , t y p e s , b e n e f i t s o f l e a s e to le s s o r &
l e s s e e , m e t h o d s o f d e t e r m i n i n g leas e ren tal ( s t e p p e d up, b a l l o o n e d ) , d i f f e r e n c e b e t w e e n l e a s e a n d
hi r e p u r c h a s e . F a c t o r i n g & fo rf ei tin g : C o n c e p t , d i s t i n c t i o n b e t w e e n f a c t o r i n g a n d for fe iti ng ,
b e n e f i t s o f f a c t o r i n g , i m p a c t o f f a c to r in g o n b a l a n c c s h e e t. V e n t u r e c a p it a l:

M a i n fe a tu r e s ,

v e n t u r e ca p i t a l p r o c e s s , d i f f e r e n c e b e t w e e n v e n t u r e c a pi ta l f i n a n c e a n d c o n v e n t i o n a l s o u r c e s o f
finance, disinvestm ent

avenues,

I lousing

f in a n c e : C o n c e p t ,

r o l e o f NF1B,

MFCs,

different

s c h e m e s &. l i m i t s o f h o u s i n g f in a n c e , ris k a s s o c i a t e d w i t h h o u s i n g f i n a n c e
U n i t IV
C r e d i t ratin g: p r o c e s s , e v a l u a t i o n o f a c o m p a n y , b e n e f i t s o f c r e d i t r a t i n g to i n v e s t o r s , r e li a n c e o n
c r e d i t rati ng for i n v e s t m e n t d e c i s i o n . S e c u r it i z a t i o n : C o n c e p t , o r i g i n , f e a tu r e s , p r o c e s s . M B S ,
A B S . risk a s s o c i a t e d w i t h s e c u r i t i z a t i o n . M e r c h a n t B a n k i n g : I n t r o d u c t i o n , e v o l u t i o n o f m e r c h a n t
banking,

types o f m erch an t

bankers.

M erger &

bankers,

A cquisition:

a c tiv iti e s

undertaken

by different

C oncept o f m erger and takeovers,

ty p e s

reasons

o f merchant
for m e r g e r &

a c q u i s i t i o n s . S t e p s i n v o l v e d in m e r g e r a n d a m a l g a m a t i o n , c a s e s t u d y on m e r g e r s , d e m e r g e r s .
I n s u r a n c e : t y p e s o f i n s u r a n c e (life, n o n life), t y p e s o f i n s u r a n c e p o li c ie s .
Rcacl i nus:
1. M Y K h a n . I n d i a n F in a n c i a l S y s t e m . T a ta M e G r a w Mill
2. M Y K h a n . F i n a n c i a l S e r v i c e s . T a ta M c G r a w Mill
3. I1.R. M a c h i r a j u . I n d i a n f in a n c ia l S y s t e m . V i k a s P u b l i s h i n g M o u s e

41

P a p e r No: 6 0 4 - ( F - 4 ) : I N C O M E T A X A N D P L A N N I N G
Objective:
T h e o b j e c t i v e o f t h i s c o u r s e is to a c q u a i n t the s t u d e n t s w ith th e ta x s t r u c t u r e for i n d i v i d u a l s a n d
c o r p o r a t e s a n d a l s o its i m p l i c a t i o n s lo r p l a n n i n g .
Course Contents
I iiit I
I n c o m e tax c o n c e p t s : P r e v i o u s Y e a r . . A s s e s s m e n t Y e a r , P e r s o n , A s s e s s e e . I n c o m e ( i n c l u d i n g
agricultural

incom e).

individuals:

fax

Gross

Total

Income.

T o ta l

Taxable

Income;

E vasion. T a x A v o id an ce, Tax Planning a n d T a x

E xem pted

Income

for

M a n a g e m e n t; Residential

S t a t u s ( I n d i v i d u a l a n d C o m p a n y in d e ta il ) a n d th e i r i n c i d e n c e o f t a x . C o m p u t a t i o n o f I n c o m e
u n d e r the h e a d S a l a r y
U n i t II
C o m p u t a t i o n o f I n c o m e u n d e r th e h e a d I l o u s e P r o p e r t y , C a p i t a l G a i n s
U n i t III
C o m p u t a t i o n o f I n c o m e u n d e r th e h e a d P r o fi ts a n d g a i n s f r o m B u s i n e s s o r P r o f e s s i o n , I n c o m e
fr o m o t h e r s o u r c e s .
U n i t IV
C o m p u t a t i o n o f t o t a l i n c o m e a n d tax lia b ility o f a n i n d i v i d u a l ; S e t - o f f a n d c a r r y - f o r w a r d o f
lo sse s in c a s e o f i n d i v i d u a l a n d c o m p a n y : D e d u c t i o n s f r o m g r o s s total i n c o m e a s a p p l i c a b l e to a n
in d i v i d u a l a n d c o m p a n i e s : M i n i m u m . A ltern ative T a x

1. S i n g h a n i a , V . K . , S t u d e n t G u i d e to I n c o m e Tax
2. S i n g h a n i a . V . K . . D i r e c t T a x e s : L a w & P r a c ti c e
3. M e h e s h C h a n d r a & S h u k l a . D . C . . I n c o m e T a x L a w & P r a c t i c e
4. M e h r o t r a , M. C. & G o y a L S . P . , I n c o m e T a x Law' & A c c o u n t s
5. G o y a L S . P . . D i r e c t T a x P l a n n i n g
6. A h u j a & G u p t a .

C o rporate fax Planning & M an agem ent

7. D i n k a r P a g a r e , D i r e c t ' f a x P l a n n i n g

42

O P T I O N II: M A R K I T I N G
P a p e r No : 5 0 3 - ( M - l ) C O N S U M E R B E H A V I O R
Objective:
T h e c o u r s e o f C o n s u m e r b e h a v i o u r e q u i p s s t u d e n t s w i t h the b a s i c k n o w l e d g e a b o u t th e is s u e s
a n d d i m e n s i o n s o f c o n s u m e r b e h a v i o u r an d w i t h th e s kill a n d a b i l i t y to a n a l y s e c o n s u m e r
information

and

develop

consumer

behaviour

oriented

marketing

strategies.

It

helps

in

d e t e r m i n i n g t h e v a r i a b l e s th a t i n f l u e n c e s c o n s u m e r p u r c h a s e b e h a v i o u r in th e m a r k e t p l a c e a n d
t h u s h e l p s in d e s i g n i n g m a r k e t i n g s t r a t e g i e s a n d m a r k e t i n g m i x o f th e p r o d u c t s o f f e r i n g .
Course contents:
Unit I
Consumer

Behavior:

N ature,

scope

&

a p p li c a ti o n :

Im portance

of

consumer

behavior

in

m arketing decisions, characteristics o f c o n s u m e r behavior, role o f c o n s u m e r research, c o n s u m e r

behaviour- interdisciplinary approach.
I n t r o d u c t i o n to 'I n d u s t r i a l B u y i n g B e h a v i o r '
M a r k e t S e g m e n t a t i o n : VA1..S 2 s e g m e n t a t i o n p ro file .
U n i t 11
C o n s u m e r N e e d s ct M o tiv a tio n : C h a ra c te ris tic s o f m o tiv a tio n , arousal o f m o tiv e s , theories o f
n e e d s & m o t i v a t i o n : M a s l o v v ' s h i e r a r c h y o f n e e d s , M c L e l l a n d ' s A P A t h e o r y , M u r r a y ' s list o f
P s y c h o g e n i c n e e d s , B a y t o n ' s c l a s s i f i c a t i o n o f m o t i v e s , s e l f c o n c e p t & its i m p o r t a n c e , t y p e s o f
involvement.
P e r s o n a li ty & C o n s u m e r B e h av iou r: I m p o r t a n c e o f p e r s o n a l i ty , t h e o r i e s o f p e r s o n a l i t y - F r e u d i a n
th e o ry . J u n g i a n t h e o r y . N e o - F r e u d i a n d ie o r y . Trait t h e o r y : T h e o r y o f s e l f i m a g e s : R o le o f s e l f
consciousness.
Consumer

Perception:

Concept

o f absolute

threshold

limit,

differential

threshold

lim it &

subliminal perception: Perceptual Process: selection, organisation & interpretation.

L e a r n i n g &. C o n s u m e r I n v o l v e m e n t : I m p o r t a n c e o f t e a m i n g o n c o n s u m e r b e h a v i o u r , l e a r n i n g
t h e o ri e s : c l a s s i c a l c o n d i t i o n i n g , i n s t r u m e n t a l c o n d i t i o n i n g , c o g n i t i v e l e a r n i n g & i n v o l v e m e n t
t h e ory.
Consumer

Attitudes:

Formation

o f a t t i tu d e s ,

fu n c t i o n s

performed

by

attitudes,

m odels o f

a t t i t ud es : T r i - c o m p o n e n t m o d e l , m u l t i - a t t r i b u t e m o d e l , a tt i t u d e t o w a r d s a d v e r t i s e m e n t m o d e l :
a t t r ib u ti o n t h e o r y .
Un i t 111
G r o u p D y n a m i c s <fc c o n s u m e r r e f e r e n c e g r o u p s : D i f f e r e n t t y p e s o f r e f e r e n c e g r o u p s , f a c to rs
a f f e c t i n g r e f e r e n c e g r o u p i n f lu e n c e , r e f e r e n c e g r o u p i n f l u e n c e o n p r o d u c t s & b r a n d s , a p p l i c a t i o n
o f reference groups.
F a m i l y & C o n s u m e r B e h a v i o u r : C o n s u m e r s o c i a l is a ti o n p r o c e s s , c o n s u m e r r o le s w ithin a f a m ily ,
p u r c h a s e i n f l u e n c e s a n d ro l e p l a y e d b v c h i l d r e n , f a m il y life c y c le .
S o c i al C l a s s & C o n s u m e r b eh av io ur: D e t e r m i n a n t s o f s oc i a l c la s s , m e a s u r i n g & c h a r a c t e r i s t i c s
ol social cla ss.
C u l t u r e & C o n s u m e r B e h a v i o u r : C h a r a c t e r i s t i c s o f c u ltu re , c o r e v a l u e s h e l d by s o c i e t y & th e i r
i n f l u e n c e o n c o n s u m e r b e h a v i o u r , i n t r o d u c t i o n to s u b - c u lt u r a l & c r o s s - c u l t u r a l i n f lu e n c e s .
O p i n i o n L e a d e r s h i p P r o c e s s : C h a r a c t e r i s t i c s & n e e d s o f o p i n i o n l e a d e r s & o p i n i o n re c e iv e r s ,
i n t e r p e r s o n a l flow o f c o m m u n i c a t i o n .
U n i t IV
D i f f u s i o n o f I n n o v a t i o n : D e f i n i t i o n o f in n o v a t i o n , p r o d u c t c h a r a c t e r i s t i c s i n f l u e n c i n g d i f f u s io n ,
r e s i s ta n c e to i n n o v a t i o n , a d o p t i o n p r o c e s s .

Consumer

D ecision

m aking

process:

Process-

problem

recognition,

pre-purchase

search

in l l u e n c e s . i n f o r m a t i o n e v a l u a t i o n , p u r c h a s e d e c i s i o n ( c o m p e n s a t o r y d e c i s i o n ru le , c o n j u n c t i v e
d e c i s i o n , ru l e , L e x i c o g r a p h i c rule, a f f e c t re fe rr a l, d i s j u n c t i v e rul e ) , p o s t - p u r c h a s e e v a l u a t i o n . ;
Situational Inlluences
: M o d els o f C o n s u m e r D ecision m aking: N icosia model. H o w a rd -S h e th m odel, H o w ard - Sheth
fa m ily d e c i s i o n m a k i n g m o d e l . F n g e l . K o l l a t & B l a c k w e l l m o d e l . S h e t h N e w m a n g r o s s m o d e l o f
c o n s u m e r values.
N O I f : C a s e s & a p p l i c a t i o n to m a r k e t i n g will h e t a u g h t w i t h r e s p e c t to e a c h topic .
Readings
1. I . e on G . S c h i f f m a n & L e s l i e L . K a n u k : C o n s u m e r B e h a v i o u r . P r e n t i c e fl a il P u b l i c a t i o n , 9 th Ed
2. E n g e l. B l a c k w e l l & M i l l i a r d

: C o n s u m e r B ehaviour, T h ry d e n Press International

S u n p i c i n c tarv R e a d in g
1. H a w k i n s B e st C o n e y ( A u g 2 0 0 0 ) . C o n s u m e r B e h a v i o u r B u i l d i n g M a r k e t i n g S t r a t e g y , M c G r a w
I fill 8 t h I n t e r n a t i o n a l E d i t i o n .
2. F ox a ll. G o r d o n R . , G o l d s m i t h . R o n a l d E., B r o w n , S t e p h e n . ( 1 9 9 8 ) C o n s u m e r P s y c h o l o g y for
M a r k e t i n g . : S e c o n d E d i t i o n T h o m p s o n B u s i n e s s Pre s s .

44

P a p e r No: 5 0 4 - ( M - 2 ) : P E R S O N A L S E L L I N G A S A L E S F O R C E M A N A G E M E N T
Objectives
l o t a m i l i a r i z e t h e s t u d e n t s w i t h th e c o n c e p t s o f s a le s m a n a g e m e n t a n d to e q u i p t h e m w i t h the
various

tools required

m anagement.
se l l ing.

to b e

a success

in th e v a r i o u s

techniques essential

for s a le s s t a f f

T o h e l p t h e m d i f f e r e n t i a t e the n u a n c e s o f p e r s o n a l , o r g a n i z a t i o n a l a n d p e r s o n a l

Course Contents
Unit I
I n t r o d u c t i o n lo P e r s o n a l S e ll i n g ; f u n c t i o n s o f a s a le s p e r s o n , q u a l i t i e s o f a n e f f e c t i v e S a le s
P e r s o n ; P e r s o n a l S e l l i n g s it u a ti o n s .
Un i t 11
T h e o r i e s o f Se l l i n g : A I D A S . R i g h t S e t o f c i r c u m s t a n c e s . B u y i n g f o r m u l a th e o r y .
Unit il l
T h e S e l l i n g P r o c e s s: P r e a p p r o a c h - a c q u i r i n g p r o d u c t k n o w l e d g e , a c q u i r i n g c o m p e t i t i o n a n d
m a r k e t k n o w l e d g e . I d e n t i f y i n g a n d q u a l i f y i n g p r o s p e c t s - s o u r c e s o f p r o s p e c t i n g , c o n d i t i o n s for
q u a lification. O p e n in g a sale -

m e th o d s o f approaching, Sales presentation -

st r a t e g i e s a n d m e t h o d s , S a l e s d e m o n s t r a t i o n -

presentation

p l a n n i n g e f f e c t i v e d e m o n s t r a t i o n , u s e o f s a le s

t o ol s . H a n d l i n g o b j e c t i o n - ty p e s o f o b j e c t i o n s , d e t e r m i n i n g hi d d e n , o b j e c t i o n s , s t r a t e g i e s for
h a n d l i n g o b j e c t i o n s . C l o s i n g a s a l e - trial c lo s e , c l o s i n g t e c h n i q u e s . P o s t s a l e s f o l l o w up.
Unit IV
I n t r o d u c t i o n to s a l e s fo rce m a n a g e m e n t : O b j e c t i v e s o f S a l e s m a n a g e m e n t ,
manager:

M anaging

Sales

fo r c e

Recruitment,

Selection,

Training,

R ole o f a sales

Com pensation

e v a l u a t i o n o f sa l e s f o r ce; S a l e s T e r r i t o r y C o v e r a g e s : S a l e s T e r r i t o r y C o n c e p t ,

and

R e a s o n s for

e s t a b l i s h i n g sa l e s t e r r i t o ri e s , p r o c e d u r e s for s e l l i n g u p s a le s te rr ito rie s .

R eadings:
1.

Stil l , C u n d i f f & G o v a n i - S a l e s M a n a g e m e n t , 5 ,h E d it io n . P r e n t i c e H a ll o f I n d ia

2.

C h a r l e s Fu t r e l l - f u n d a m e n t a l s o f S ell in g .

3.

I n g r a m . A v i l a , S c h w e p k e r - S a le s M a n a g e m e n t .

4.

I lair, A n d e r s o n & M e h t a ~ S a l e s M a n a g e m e n t .

5.

A n d e rso n - Professional Sales M anagem ent.

6.

P r o f e s s i o n a l S e l l i n g A t ru s t b a s e d a p p r o a c h , I n g r a m , l. a f o r g e , A v i t a : H a r c o u r t C o l l e g e
Publications.

7.

S m a r t Se l l i n g . C h r i s t o p h e r P o w e r .

(S.

W h a t m a k e s a g o o d s a l e s m a n . D a v i d M a y e r a n d 11 M G r e e n b e r g .

9.

M a n a g e m e n t o f S a le s fo rce. S t a n t o n . B u r s n i c k a n d Sp ir o .

45

P a p e r N o : 6 0 3 - ( M- 3V. A D V E R T I S I N G A N D B R A N D M A N A G E M E N T
Objective:
T o e q u i p th e s t u d e n t s w i t h t h e n a t u r e , p u r p o s e & c o m p l e x c o n s t r u c t i o n s in t h e p l a n n i n g a n d
e x e c u t i o n o f a s u c c e s s f u l a d v e r t i s i n g p r o g r a m . T h e c o u r s e w ill e x p o s e s t u d e n t to is s u e s in b r a n d
m a n a g e m e n t , f a c e d by f i r m s o p e r a t i n g in c o m p e t i t i v e m a r k e t s .
C ourse C ontents :
I 11it I
A d v e r t i s i n g , n e e d & i m p o r t a n c e : D e f i n i t i o n & g r o w t h o f m o d e r n a d v e r t i s i n g , a d v e r t i s i n g & the
m a r k e t i n g m ix. ty pes & c la ssific a tio n o f a d v e rtis e m e n t, a d v e r t i s i n g spiral; Social & e c o n o m i c
aspects o f advertising: M a r k e t in g c o m m u n ic a tio n models: A I D A , h ie ra rc h y o f effect, innovation
a d o p t i o n m o d e l , a c t i o n first m o d e l , q u i c k d e c i s i o n m o d e l ; P l a n n i n g f r a m e w o r k o f p r o m o t i o n a l
s t r a te g y
U n i t II
ITovv a d v e r t i s i n g

works:

Exposure,

salience,

f a m ili a r ity ,

low

involvem ent,

c e n tr a l

route &

p e r i p h e r a l r o u t e & c o g n i t i v e l e a r n i n g ; P o s i t i o n i n g s tr a te g i e s ; A s s o c i a t i n g f e e l i n g s w i t h a b r a n d ;
D eveloping brand p erso n a lity ; C reating

copy

s t r a te g i e s :

Rational

&

em otional

approaches,

s e l e c t i o n o f a n e n d o r s e r , c r e a t i v e s t r a t e g y & s ty le - b r a n d i m a g e , e x e c u t i o n , U S P , c o m m o n t o u c h
& e n t e r t a i n m e n t , m e s s a g e d e s i g n s t r a t e g y , f o r m a t & f o r m u l a e f o r p r e s e n t a t i o n o f a p p e a l s (s lic e
o f life, t e s t i m o n i a l s , etc. ). d i f f e r e n t t y p e s o f c o p y ; A rt & l a y o u t o f a n a d v e r t i s e m e n t : P r i n c i p l e s o f
d e s i g n , l a y o u t s t a g e s , d i f f e r e n c e in d e s i g n i n g o f tel e v is io n , a u d i o & p r i n t a d v e r t i s e m e n t
U niM Il
M e d i a p l a n n i n g cc s c h e d u l i n g : I n t r o d u c t i o n to b r o a d c a s t & n o n - b r o a d c a s t m e d i a ; B u d g e t i n g
d e c i s i o n rule: p e r c e n t a g e o f s a l e s m e t h o d , o b j e c t i v e to t a s k m e t h o d , c o m p e t i t i v e pa rit y , & a ll y o u
can afford;

Key

f a c t o r s i n f l u e n c i n g m e d i a p la n n i n g ; M e d i a d e c i s i o n s :

m e d i a c la s s , m e d i a

v e h i c l e & m e d i a o p t i o n : S c h e d u l i n g : f li g h ti n g , p u ls in g , & c o n t i n u o u s
U n i t IV
M a n a g e m e n t o f s a l e s p r o m o t i o n : I m p o r t a n c e & n e e d for s a le s p r o m o t i o n , p l a n n i n g for c o n s u m e r
s c h e m e s & c o n t e s t s , d i f f e r e n t t y p e s o f c o n s u m e r s c h e m e s , p l a n n i n g fo r s a l e s f o r c e c o n t e s t s
Unit V
In troduction to b ra n d s a n d b r a n d m a n a g e m e n t , C o n c e p t o f a b ra n d , b r a n d ev o lu tio n , b ra n d in g
challenges and o p p o rtu n itie s. Strategic brand m anag em en t process.
U n it VI
Identifying and estab lish in g b ra n d position in g and values; B ra n d build in g, b rand positioning and
values brand repositioning.
U n i t N il
D e s i g n i n g a n d i m p l e m e n t i n g b r a n d s t r a te g ie s : B r a n d e x t e n s i o n . B r a n d h i e r a r c h y K a p f r e r . B r a n d
equity, brand personality, brand im age, m an ag in g brands overtime.
Integrating advertising and brand m a n a g e m e n t
N o t e : A p p l i e d c a s e s w o u l d b e t a k e n u p in clas s.
Readings:
1.

A a k e r . My e r s & B a t r a : . A d v e r t is in g M a n a g e m e n t . P r e n t i c e H a ll . 5t h fid

2.

D a \ id A a k e r . B u i l d i n g s t r o n g b r a n d s

S u p p 1e m e n t a r y R e a d i n g
1.

W e l l s . M o r i a r i t y & B u r n e t t : A d v e r t i s i n g P r i n c i p l e s Sc p r a c t i c e s , P r e n t i c e I lall, 7th fid

2.

K l e p p n e r ' s A d x e r t i s i n g P r o c e d u r e : W . R o n a l d La ne , k a n e W h i t e h i l l k i n g a n d J. T h o m a s
R u s s e ll . P e a r s o n E d u c a t i o n . 16 ed .
46

G e o r g e I . B e l c h & M i c h a e l A . B a le h : A d v e r t i s i n g a n d P r o m o t i o n . T M I I
4.
5.

4. S. 11.(1 Ka / . m i a n d S a t i s h k . B a t r a
U n d e r s t a n d i n g B r a n d s . C o w l e y . 1)

().

S t r a te g i c B r a n d M a n a g e m e n t . J e a n N o e l K a m p f e r e r

7.

Br an d L e a d e r s h i p . D a v i d A a k e r

S.

A dvertising - W right. Winter. Ziegler

9.

A d v e r t i s i n g - D a v i d O g i l v y . T r o u t a n d Rios

10. A d v e r t i s i n g L h e o r y & P r a c t i c e

: A dvertising and sales prom otion, Excel books

S a n d a g e . Fryb u r g e r . R a tr ol l

1 1. S t r a te g ic B r a n d M a n a g e m e n t . C r e a t i n g a n d S u s t a i n i n g B r a n d E q u i t y L o n g t e r m , S e c o n d
Edit io n . K o g a n P a g e . S e c o n d E d i t i o n .2001

47

P a p e r No: 6 0 4 - ( M- 4 ): R E T A I L M A N A G E M E N T
Objective:
T h e p r i m a r y o b j e c t i v e o f t h e c o u r s e is to h a v e s t u d e n t s d e v e l o p m a r k e t i n g c o m p e t e n c i e s
in r e t a i l i n g a n d r e t ail c o n s u l t i n g . T h e c o u r s e is d e s i g n e d to p r e p a r e s t u d e n t s for p o s i t i o n s
in t h e r etail s e c t o r o r p o s i t i o n s in t h e retail d i v i s i o n s o f c o n s u l t i n g c o m p a n i e s . B e s i d e s
le a r n i n g m o r e a b o u t r e t a i l i n g a n d retail c o n s u l t i n g , t h e c o u r s e is d e s i g n e d to fo s te r (he
d e v e l o p m e n t o f t h e s t u d e n t ' s critical a n d c r e a t i v e t h i n k i n g s kills .
Course Contents
L n i t I: I n t r o d u c t i o n l o r e t a i l i n g
D e f i n i t i o n . C h a r a c t e r i s t i c s , E v o l u t i o n o f R e t a i l i n g in Ind ia , R e t a i l i n g in In d ia , E m e r g i n g
Trend s in R e t a i l i n g , f a c t o r s B e h i n d th e c h a n g e o f I n d i a n R e t a i l I n d u s tr y .
U n i t II: R e t a i l f o r m a t s
Reta il S a l e s b y o w n e r s h i p . O n th e b a s i s o f M e r c h a n d i s e o f f e r e d , n o n - s t o r e B a s e d re ta il
m i x & N o n t r a d i t i o n a l s e lli n g .
U n i t III: S t o r e P l a n n i n g ,
D e s i g n & L a y o u t : S T O R E P L A N N I N G : L o c a t i o n P l a n n i n g a n d its i m p o r t a n c e , S t o r e
d e s i g n a n d t h e r e t a i l i n g i m a g e m i x , E f f e c t i v e R e ta il S p a c e M a n a g e m e n t , f l o o r S p a c e
M anagem ent.
Un i t IV: R e t a i l M a r k e t i n g
.A d v er t i s i n g

&

Sales

Promo!ion,

R eta il

M ktg.

Sira legiws ,

Store

Positioning,

R e ta il

M a r k e t i n g . M i x . C R M . A d v e r t i s i n g in R e t a i l i n g , T y p e s o f R e ta il S a l e s P r o m o t i o n .
U n i t V: R e t a i l M e r c h a n d i s i n g
B u y i n g f u n c t i o n . M a r k u p s & M a r k d o w n in m e r c h a n d i s e m a n a g e m e n t , s h r i n k a g e in R e ta il
m erchandise m anagem ent.
Uni t VI: M e r c h a n d i s e P r i c i n g
C o n c e p t o f M e r c h a n d i s e P r ic in g . P r i c i n g O p t i o n s , P r i c i n g S t r a t e g i e s . P r i c i n g O b j e c t i v e s ,
T y p e s o f Pr i c i n g .
Uni t VII: Retail O p e r a t i o n
E l e m e n t s / C o m p o n e n t s o f R e ta il S to re O p e r a t i o n , S t o r e A d m i n i s t r a t i o n , S t o r e M a n a g e r R e s p o n s i b i l i t i e s . I n v e n t o r y M a n a g e m e n t , M a n a g e m e n t o f R e c e i p t s , C u s t o m e r S e r v ic e . ,
Retail S t a f f i n g P r o c e s s - J o b A n a l y s i s , D e s c r i p t i o n , S p e c i f i c a t i o n , M a n a g e m e n t o f R e ta il
O u t l e t / S t o r e , S t o r e M a i n t e n a n c e . S to re S e c u r ity .
U n i t VI I I :

fu tu re O f Retailing

R e t a i l i n g T h r o u g h I n t e rn e t. , C a r e e r o p p o r t u n i t i e s in R e ta il. , R o a d a h e a d in India .
Readings
1. C u l l e n & N e w m a n - R e t a i l i n g - E n v i r o n m e n t & O p e r a n s .
2. B e r m a n Sc L v a r v - Reta il M a n a g e m e n t .
Supplementary Reading :
1.

Ba j aj . T'uli & S r i v a s t a v a . R eta il M a n a g e m e n t - O x f o r d U n i v e r s i t y P u b l i c a t i o n s

2.

O g d e n & O g d e n I n t e g r a t e d Retail M a n a g e m e n t . B i z t a n t r a P u b l i c a t i o n s

3.

G i b s o n G V e d a m a n i . R e ta il M a n a g e m e n t : F u n c t i o n a l p r i n c i p l e s & p r a c t i c e s , J a ic o
P u b l i s h i n g 1 l o us e

48

O P T I O N 111: 111 . MAN R L S O L I U F . M A N A G E M E N T

P a p e r No: 50 3 - ( l l - l ) T R A I N I N G & . M A N A G E M E N T D E V E L O P M E N T
Objective:
T o f a m i l i a r i z e t h e s t u d e n t s w i t h th e c o n c e p t a n d p r a c t i c e o f t r a i n i n g a n d d e v e l o p m e n t in
the m o d e r n o r g a n i z a t i o n a l s e tti n g .
Co ur se contents:
Unit I
O r g a n i z a t i o n \ i s i o n & p la n s , a s s e s s m e n t o f tr a i n i n g n e e d s , s e t t i n g t r a i n i n g o b j e c t i v e s ,
d e s i g n i n g t r a i n i n g p r o g r a m m e s . S p ir al m o d e l o f tr a i nin g.
U n i t II
Tas ks o f t h e t r a i n i n g f u n c t io n : B u i l d i n g s u p p o r t , o v e r a ll t r a i n i n g c a p a c i t y , d e v e l o p i n g
m a te r ia l s , s t r a t e g i c p l a n n i n g , n e t w o r k i n g . D e s i g n i n g t r a i n i n g p r o g r a m m e s , t r a i n in g c y c l e ,
q u a li ti e s o f t r ai n e r s.
U n i t III
Trainin g m e t h o d s : O n th e j o b tr a i n in g , j o b i n s tr u c t i o n t r a i n i n g , a p p r e n t i c e s h i p , c o a c h i n g ,
job

ro t a t i o n ,

program m ed

syndicate

m ethod,

know ledge

le arning, s i m u l a t i o n

based

methods,

l e c tu r e ,

conferences,

m e t h o d s , c a s e s tu d y , v e s t i b u l e tr a in in g , l a b o r a t o r y

tr a in in g , i n - b a s k e t e x e r c i s e , e x p e r i e n t i a l m e t h o d s , s e n s i t i v i t y tr a in in g .
Un i t IV
Management

Developm ent

Programme

M ethods:-Undersludy.

Coaching.

Action

l e a r n i n g . R o l e Pl a y . M a n a g e m e n t G a m e s , S e m i n a r s , U n i v e r s i t y r e la te d p r o g r a m m e s ,
s p e c i a l p r o j e c t s , b e h a x i o u r a l m o d e l l i n g , job r o ta ti o n , c a s e s tu d y , m u l t i p l e m a n a g e m e n t ,
se nsitivity training.
Training

im pact

P o s t tr a in in g : In p u t o v e r l o a d , u n r e a l i s t i c g o a ls , l i n k a g e failure.

on

individuals

and

organizations:

Tra in ing

Evaluation-Evaluating-

P r o g r a m m e s , P a r t i c i p a n t s . O b j e c t i v e s a n d w o r t l n v h i l e n e s s o f tr a in in g .
Unit V
O r g a n i s a t i o n a l D e v e l o p m e n U O D V . D e f in it io n ,
Process. A c tio n R e s e a r c h an d O D .
Team

Interventions.

Inter-group

F o u n d a t i o n s o f O D , M a n a g i n g the O D

O D Interventions: O v e rv ie w o f O D Interventions,
an d

Third-Party

Peacem aking

I n t e r v e n ti o n s .

C o m p r e h e n s i v e O D I n t e r v e n t i o n s . S tr u c tu ra l I n t e r v e n t i o n s a n d th e .A ppl ic a b ili ty o f O D .
Training Experiences.
U n i t VI
I s s u e s in C o n s u l t a n t - C l i e n t R e l a t i o n s h i p s , S y s t e m R a m i f i c a t i o n s , P o w e r / P o l i t i c s in O D .
C a s e S t u d y wi ll b e i n te r - to p ic .
Readings:

1.

Wendell

French.

C e c il

Bell.

Organisation

D evelopm ent,

I n t e r v e n t i o n s for O r g a n i s a t i o n I m p r o v e m e n t ,6th E d i t i o n

49

Behavioral

Science

2.

Donald

Brown.

Donald

Harvey.

Experiential

A pproach

to

Organisation

Developm ent
3.

R olf Lynton & Udai Pareck

4.

S .K. B h a t i a . T r a i n i n g & D e v e l o p m e n t . D e e p & D e e p P u b l i s h e r s

5.

M .W . W arsen

6.

R o b e r t L . C r a i g . T r a i n i n g & D e v e l o p m e n t , M c G r a w H ill, N e w Y o r k

7.

John

Kenney,

Personnel

T r a i n i n g & D e v e l o p m e n t . P r e n t i c e H a ll

. T r a i n i n g for r e s u lts , A d d i s o n W e s l e y , M a s s a c h u s e t t s
Reid

A.

M argret,

M anpower

Training

&

D evelopm ent

of

M anagement

Supplementary Readings:
1.

P r o c e s s C o n s u l t a t i o n R e v i s i t e d . B u i l d i n g th e H e l p i n g R e l a t i o n s h i p ( P r e n t i c e H a ll

2.

Organisational C h an g e and D evelopm ent ,Bob Ham lin. Jane Keep, K en A sh

3.

O r g a n i s a t i o n a l D y n a m i c s . D i a g n o s i s a n d I n t e r v e n t i o n ( P r e n t i c e H a ll O r g a n i s a t i o n a l

O rganisational D e v e lo p m e n t Series) .E dgar Schein

D e v e l o p m e n t S e r i e s ) . J o h n K o tt e r
4.

O r g a n i s a t i o n a l D e v e l o p m e n t , A P r o c e s s o f L e a r n i n g a n d C h a n g i n g ( P r e n t i c e H a ll
O r g a n i s a t i o n a l D e v e l o p m e n t S e r ie s ) . 2 n d E d i t i o n , W . B u r k e

5.

M a n a g in g the D e v e l o p in g O rg an isatio n - B e r n a r d L iev eg ord

6.

D y n a m i c s a n d I n t e r v e n t i o n -- S e t h A l l C o r n

7.

M an ag in g C h a n g e : Philip Sadler

50

P a p e r No: 5 0 4 ( H - 2 ) P E R F O R M A N C E A N D C O M P E N S A T I O N M A N A G E M E N T
SYSTEMS
Objective: To familiarize students about concepts o f p e rfo rm a n c e and c o m p en satio n
m a n a g e m e n t a n d h o w to u s e t h e m to face th e c h a l l e n g e s o f a t t r a c t i n g , r e t a i n i n g a n d
m o t i v a t i n g e m p l o y e e s to h i g h p e r f o r m a n c e .
C o u r s e contents:
I ni t I
I n t r o d u c t i o n - C o n c e p t . P h i l o s o p h y . H i s t o r y fr om p e r f o r m a n c e a p p r a i s a l to p e r f o r m a n c e
developm ent. C o n tem p o rary

PMS.

U n i t II
4 dim ensions o f PM S .

P e rfo rm a n c e Planning.

appraisal o utcom e and reward.

Feedback and coaching,

performance

Perform an ce Planning. G oal Sheet, G oal A lig n m e n t,

C oaching and m entoring processes.

A lign m ent with organizational goals.

Performance

C o u n s e l l i n g - P l a n n i n g for n e w c y c l e . S tr a te g i c P M S , I n te r n a ti o n a l A s p e c t s o f P M S .
U n i t III
I n c e n t i v e s for p r o d u c t i o n e m p l o y e e s . M o d e r n t r e n d s in c o m p e n s a t i o n - f r o m w a g e a n d
salary to cost to c o m p a n y c o n c e p t, c o m p e n s a t i o n surv ey s, m a n a g e r s & e x e c u tiv e s .
I n c e n t i v e s for o t h e r p r o f e s s i o n a l s : D e v e l o p i n g e f f e c t i v e i n c e n t i v e p la n s . S u p p l e m e n t a r y
pay

benefits,

insurance

benefits,

retirement

b e n e f its ,

em ployee

services

benefits

&

I n c e n t i v e p r a c t i c e s in i n d u s tr y .
U n i t IV
W a g e s in I ndia: M i n i m u m w a g e , fair w a g e a n d li v in g w a g e . M e t h o d s o f s t a t e r e g u l a t i o n
o f w a g e s , w a g e d i f f e r e n t i a l s & n a t i o n a l w a g e p o l i c y R e g u l a t i n g pay m e n t o f w a g e s , w a g e
b o a r d s . Pa y c o m m i s s i o n s , d e a r n e s s a l l o w a n c e s , l i n k i n g w a g e s w i t h p r o d u c t i v i t y , .
Un i t V
Special

com pensation

situations:

In te r n a ti o n a l

compensation

system ,

m anaging

va r i a t i o n s , c u l t u r e S t r a t e g i e - M a r k e t M i n d s e t . E x p a t r i a t e Pa y- skill b a s e d . C o m p e t e n c y
Based. T eam C o m p en satio n .

I n d iv i d u a l a n d g r o u p in c e n ti v e s .

Readings:
1. M i l k o v i c h Sc N e w m a n . C o m p e n s a t i o n , 9 Ih Ed iti o n
2. T . J . B e r g m a n . C o m p e n s a t i o n D e c i s i o n M a k i n g , 4 th Ed
3. N a t i o n a l c o m m i s s i o n o n l a b o u r , re p o rt . L a b o u r L a w R e v ie w 's G o v t , o f India .
4. H a r v a r d B u s i n e s s r e v i e w o n c o m p e n s a t i o n

5. R o b e r E. S i b s o n . C o m p e n s a t i o n . 5 th Ed
6. R i c h a r d I l e n d e r s o n . C o m p e n s a t i o n m a n a g e m e n t in a k n o w l e d g e . 7 th Ed, b a s e d w o r l d .
7. T . N . C h h a b r a & S a v i t h a R a s t o g i C o m p e n s a t i o n m a n a g e m e n t . 2 0 0 7
S. G a r y D e s s l e r . I I n m a n R e s o u r c e M a n a g c m e n t ( 2 0 0 7 )

51

P a p e r No : 6 0 3 - ( H - 3 ) I N D U S T R I A L R E L A T I O N S A M ) L A B O U R
LEGISLATION
Objective:
T h e c o u r s e e m p h a s i z e s th e v a r i o u s is s u e s o f m a n a g e m e n t o f in d u s t r i a l r e l a t i o n s a n d law s
in m o d e r n b u s i n e s s e n v i r o n m e n t in th e I n d i a n c o n t e x t .
C o u r s e contents:
Unit I
Concept

&

im portance

o f in d u s tr i a l

re l a ti on s :

Approaches

P l u r is t i c a p p r o a c h . W e b e r ' s s o c ia l a c ti o n a p p r o a c h .
and

issues

in

organisations

I n d ia.

S tr ik e s :

in In d i a:

Causes

and

Types,

Functions o f em ployers'

o f IR

System

model,

T rad e Lhnons: Structure, functions

Trade

U nion

Act.

Em ployers'

association, structure o f e m p lo y e r's

organizations, lockouts.
I ni t II
W o r k e r s p a r t i c i p a t i o n in m a n a g e m e n t : O b j e c t i v e s o f w o r k e r s p a r t i c i p a t i o n , m o d e s o f
participation

&

their

functions,

w orks com m ittee, joint

management

council,

shop

council, jo in t council. G riev an ce Procedure. Suggestion Schem es.

U n i t III
Collective
bargaining,

bnrgnining:

essentials

Importance
of

o f collective

successful

collective

bargaining,

procedure

o f collective

bargaining,

problem s

of

collective

b a r a a i n i n s in I n d i a , t y p e s o f b ar g a i n in t i .
U n i t IV'
D iscipline: Positive, n e g a tiv e discip lin e, d isc ip lin a ry p r o c e d u r e . A b s e n t e e i s m , T u r n o v e r ,
Dismissal and Discharge.
Un i t V
S o c ia l s e c u r i t y l e g i s l a t i o n in Ind ia.

P a y m e n t o f G r a t u i t y A c t. P a y m e n t o f B o n u s A c t,

M a t e r n i t y B e n e f i t . W o r k m e n ' s C o m p e n s a t i o n A c t , P r o v i d e n t F u n d A c t , E m p l o y e e St a te
I n s u r a n c e Ac t .
I nit VI
F a c t o r i e s A c t . I n d u s t r i a l D i s p u t e s A c t. S t a n d i n g o r d e r s .
Readings:
1. D w i v e d i . I n d u st r ia l R e l a t i o n s , G a l g o t i a P u b l i s h i n g , 2 0 0 0
2. T . N . C h h a b r a & S u r i. In d u s t r i a l R e l a t i o n s , D h a n p a t R a i, 2 0 0 0
3. P R N S i n h a . I n d u . In d u s t r i a l R e l a t i o n s , T ra de U n i o n s & L a b o r
Bala Sinha. S eem a Shekhar. Legislation.2006
4. S u b a R a o . If urn an R e s o u r c e M a n a g e m e n t
5. S . C . S r i v a s t a v a . I n d u s t r i a l R e l a t i o n o f L a b o u r L a w s
6. A n a l y t i c a l h a n d b o o k o f L a b o u r L a w s , PI It)
7. C h a m b e r o f C o m m e r c e a n d I n d u s t r y In d u s t ri a l L a w
<S. N T ) . K a p o o r . E l e m e n t s o f In d u s t r ia l Law
'). C . S . V e n k a t r a m a u . U n u s u a l C o l l e c t i v e A g r e e m e n t s

P a p e r N o : 6 0 4 - HI - 4) I N T E R N A T I O N A L H U M A N R E S O U R C E .
M A N AC i E M E N T
Objective:
l o e x p l o i e the c o n c e p t s a n d t e c h n i q u e ol die e s se n tia ! e l e m e n t s o n n t e r n a t i o n a l I-luma'1 R e s o u r c e
M a n a g e m e n t a n d to e n a b l e th e s t u d e n ts to r e c o g n i z e its c r itica l issu es.

A l s o t o u p d a t e a n d l et t h e

u n d e r s t a n d t h e c o n c e p t a n d t o a p p l y t h e m in i n t e r n a t i o n a l c o m p l e x b u s i n e s s e n v i r o n m e n t .
couise

sp e c ific ally a im s to reco g n ize, u n d e rs ta n d

and

appreciate

H R concerns

in

The

the present

scenario.

Course Contents
Unit 1
Intioduction. International
i n t e r n a ti o n a l c o n t e x t .

Human

Resource

M anagement

Hofsted s Approach.

; M anaging

C oncept, Approaches.

people

L inking

in a n
HR- to

i n t e r n a t i o n a l e x p a n s i o n s t ra te g ie s ; R e c r u i t m e n t a n d s e l e c t i o n o f i n t e r n a t i o n a l m a n a g e r s ,
c o n c e p t , c r i t e r i a f o r r e c r u i t m e n t a n d s e l e c t i o n , s o u r c e s , a d v a n t a g e s a n d d i s a d v*n l a Se s o l
e m p l o y i n g PC'Ns. f C N s . H C N s : C o m p a r a t i v e H R M : F l e x i b i l i t y a n d w o r k l i f e b a l a n c e .
Un i t II
M anaging

diversity

alfirmative

action

in

I n t e r n a ti o n a l

plans,

Surbanes

working:
O xlay

Diversity

A ct.

M anagem ent

Sexual

Ffarassment

programme,

at

workplace;

In te r n a ti o n a l t i a i n i n g a n d m a n a g e m e n t d e v e l o p m e n t : Hmer<>ing t r e n d s i n

t r a i n i n g tor

c o m p e t i t i v e a d v a n t a g e : C r o s s C u l t u r a l tr a i n i n g .
Un i t III
laetots associates

with

individual

perform ance

and

appraisal;

C riteria

used

tor

performance. A ppraisal, o f international e m p lo y e e s ; P erform ance M e t. f o r International

em ployees;
(Balance

Creating
Score

High perform ance w o rk

Card)

and

outcom es;

system : Fundam entals,

International

im plem entation

C om pensatio n O b jectives,

c o m p o n e n t s a n d a p p r o a c h e s , g o i n g ra te a p p r o a c h , B a l a n c e S h e e t A p p r o a c h U n i t IV
Repatriation:

Process,

challenges,

designing

repatriation

pro g ram in g

M anaging

e x p a t r i a t e s a n d c a u s e s o f e x p a t r i a t e fa ilu re ; C r o s s b o r d e r m e r g e r a n d i i c x j u i s i t i o n : H R
p e r s p e c ti v e .
Un i t V
I n te r n a t io n a l I n d u st r i a l R e l a t i o n s ; L a b o u r U n i o n s & I n t e r n a t i o n a l L a b o u r

R e la tio n s ; The

r e s p o n s e o f l a b o u r u n i o n s lo m u l t i n a t i o n a l s
Readings:
L

I ony E d w a r d s and C hris Rees. International I I R M -G lo b a lis a tio n and N a t i o n a l S v s te m

2.

anti \ i \ C

Pearson E ducation ( I P 1 Edition)

N ilanjan S e n g u p ta and International H u m a n R e s o u r c e

4.

3. M o u s a m i S. B h a t t a c h a r y a . E x c e l B o o k s ( P

Ma nagement*

E dition - 2007)

3.

P e t e r J. l o w i n g a n d I n t e r n a t i o n a l I I R V I - M a n a g i n g p e o p l e in a

().

D e n i c c E . W e l c h M u l t i n a t i o n a l c o n t e x t ( I V ' !l e d i t i o n )

7.

6.K. A s n ath ap p a and

.S.

S a d h u a D a s h , l ata M c G r a w H ill ( I P 1e d i t i o n )

(;. C h n s B re w s t e r a n d

international I [ R M - T e x t and C ases

International I I R M - E n i v e r s i t v Press

1 0 . P e t e r I. D o w l i n g . D e n i c e L . I n t e r n a t i o n a l I I R V ! - E . \ e e ! B o o k s