11PNK319 STRATEGIC MANAGEMENT L T P C 3

Course Objectives 3 0 0 The objective of the course is to provide basic knowledge about Strategic Management to familiarize the students with the strategies The course is designed to enable the students to apply theoretical concepts in practical business

STRATEGY AND PROCESS 9 Introduction- Concept of Strategy -Strategy Formation Process -Stakeholders in Business -Vision- Mission and Purpose- Business Definition- Objectives and Goals - Corporate Governance and Social Responsibility - External Environment - Porters Five Forces Model COMPETITIVE ADVANTAGE 9 Strategic Groups Competitive Changes during Industry evolution - Globalization and Industry Structure - National Context and Competitive advantage resources - Capabilities and competenciescore competencies - Generic Building Blocks of Competitive Advantage -Distinctive Competencies - Resources and Capabilities durability of competitive Advantage -Avoiding failures and sustaining competitive advantage STRATEGIES 9 The generic and grand strategic alternatives - Stability- Expansion - Retrenchment and Combination strategies Competitive based strategies- Low cost and Best cost differentiation - Business level strategy- Strategy in the Global Environment - Corporate Strategy-Vertical Integration-Diversification and - Strategic Alliances-Building and Restructuring the corporation- Strategic analysis and choice - Environmental Threat and Opportunity Profile (ETOP) - Organizational Capability Profile -Strategic Advantage Profile Corporate Portfolio Analysis - SWOT Analysis GAP Analysis - Mc Kinsey's 7 S Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix -Balanced Score Card

STRATEGY IMPLEMENTATION & EVALUATION 9 The implementation process - Resource allocation - Designing organisational structure - Designing Strategic Control Systems Matching structure and control to strategy - Implementing Strategic change STRATEGIC EVALUATION AND CONTROL 9 Politics - Power and Conflict - Techniques of strategic evaluation & control - other strategic issues - Managing Technology and Innovation -Strategic issues for Non Profit organizations -New Business Models and strategies for Internet Economy TOTAL HOURS: 45 REFERENCE BOOKS Thomas L Wheelen, J David Hunger and Krish Rangarajan, Concepts in Strategic Management and Business policy, Pearson Education, 2010 Charles W L Hill & Gareth R Jones, Strategic Management Theory, An Integrated approach, Biztantra, 2009. Kazmi, Strategic Management & Business Policy, Tata McGraw Hill, 2009 Fred R David, Strategic management, Prentice Hall of India, 2009 Mathur, Text book of Strategic Management, Macmillan, 2009 Michael A Hitt Robert E Hoskisson R Duane Ireland, Management of Strategy Concepts and Cases, Cengage Learning, 2010 John A Pearce Richard B Robinson, Strategic Management Tata Mc Graw Hill, 2009 Ramaswamy, Namakumari, Strategic Planning, Formulation of Corporate Strategy, 2009 Francis Cherunilam, Strategic Management, Himalaya Publishing House, 2009 Upendra Kachru, Strategic Management, Excel Books, 2009 Parasuram, Fundamentals of Strategic Management, Wiley, 2010 Colin White, Strategic Management, Ane books, 2009 Jeyaratnam, Strategic Management, Himalaya Publishing House, 2009

11PNE308 INDUSTRIAL RELATIONS & LABOUR LEGISLATIONS

INTRODUCTION 9 Industrial Relations- History of industrial relations - Understanding and Appreciating industrial relations - Employee Relations - Approaches of IR - Theories of IR/Perspectives of industrial relations - IR in globalised economy TRADE UNIONS 9 Trade Unions- History of Trade Unions Trade union structure and organizations - its Problems - Trade UnionsTheories- functions- methods - Trade Unions ACT 1926 -Management of Trade Unions in India COLLECTIVE BARGAINING 9 Collective Bargaining- The nature of collective bargaining - The Legal framework of collective bargaining Negotiating Techniques and Skills - Workers Participation in Management - Evolutions- objectives of WPM - WPM in India - Comparative Study of WPM in Global context LABOUR LEGISLATION 9 Labour legislation- Introduction-Classification-Sources & development of labour legislation-Principles of labour legislation - Factories Act 1948-Contract labour Act 1970 - Industrial Establishment (Standing Orders) Act 1946 INDUSTRIAL LAW 9 Industrial disputes act 1947-Problems of industrial peace-Grievance & Disciplinary procedures - The minimum wages Act 1948 -Payment of Wages Act 1936 - Payment of Bonus Act 1965 - The Employee Provident Fund Act and Miscellaneous Act 1952 - The Payment of Gratuity Act 1972 - The Workmen Compensation Act 1923 - The Maternity Benefit Act 1961and ESI Act 1948 - The Role of Government in IR -National Commission on Industrial Relations Recommendations TOTAL HOURS: 45 REFERENCE BOOKS Mamoria & Mamoria, Gankar, Dynamics of Industrial Monal Arora, Industrial Relations, Excel Books, Relation, Himalaya Publishing House, 2008 2007 S C Srivastava, Industrial Relations & Labour B D Singh,Industrial Relations, Excel Books, 2005 Laws, Vikas Publishing Pvt Ltd, 2007 T N Chabra and R K Suri, Industrial Relations, C S Venkata Ratnam, Industrial Relations, Oxford Dhanpat Rai & Co, 2005 University Press, 2006 Prof M V Pylee, Industrial Relations & Personnel Ratna Sen, Industrial Relations in India, Management, Vikas, 2007 Macmillan, 2007

11PNE309 COMPETENCY MAPPING AND DEVELOPMENT

INTRODUCTION 9 Introduction - History & Origin of Competency -Knowledge Skills and Attitude Vs Competency - Reasons for Popularity of Competency- Competency - Views Against Competency- Definitions- Confusion about Competency Components of competency- Skill- Knowledge and Motive -Trait and Self-Concept - Iceberg Model of Competency Operant and Respondent Traits of Competency COMPETENCY CATEGORIES 9 Competency Categories - Threshold Competencies- Differentiating Competencies - Generic or Key Competencies Functional or Technical Competencies-Leadership or Managerial Competencies COMPETENCY MODEL 9 Steps in Developing Competency Model - Determining the objective and Scope - Clarifying Implementation Goals and Standards - Create an Action Plan - Define Performance Effectiveness Criteria - Identify a Criterion Sample Data Gathering and Interim Competency Model - Finalize and Validate Competency Model

COMPETENCY MODELS LEADERSHIP 9 Competency models - Leadership and managerial competency models - Causes for Resistance and Recommended Actions to address - Delphi Technique Competencies and Generic Indicators 360 Degree Feedback Competency Model petency Model - Strategies to address the gaps COMPETENCY BASED PERFORMANCE APPRAISAL 9 Integration the Competency Model - Competency Based Performance Appraisal - Competency Based Succession and Career Planning - Competency Based Compensation and Benefits - Reassess competencies and evaluate ROI TOTAL HOURS: 45 REFERENCE BOOKS Ganesh Shermon, Tata McGraw-Hill Publishing Company Limited, 2004 Seema Sanghi, The Handbook of competency mapping , Response Books Year, 2004 Don Hellriegel, Susan E Jackson, John W Slocum, Management a Competency based approach, Tata McGraw Hill Publishing Company Limited, 2005 Nitin Sawardekar, Assessment Centres identifying potential and developing competency, Prentice Hall Publishers, 2006

11PNE312 TALENT MANAGEMENT

TALENT MANAGEMENT 9 Introduction on Talent Management -Four steps for creating talent management system - Building block of talent management: competencies-performance management- evaluating employee potential- recruiting superkeepers-job analysis -job specifications- issues in performance management system and talent management system. FUNCTIONS OF TALENT MANAGEMENT 9 Work force planning-specifying job roles-recruiting -out sourcing- screening applicants- selecting best employees paying employees and providing benefits- training employees-ensuring compliance to regulations -ensuring fair, safe and equitable work environments -sustain high performing employees. PERFORMANCE MANAGEMENT CYCLE 9 Performance Management Cycle- steps in the performance management cycle- setting performance goals- Design process to develop performance management goals- 360-Degree Feedback System- elements of a 360-degree feedback system- Integrating Compensation with Performance Management- compensation Vs performance management- ways to retain top talent employees- rewards/awards beyond compensationREWARDS AND AWARDS 9 Incentives - Rewards and awards beyond compensation for retaining top talent - Emerging Reward Trendscharacteristics of top talent or superkeeper employees- major differences between typical reward systems and customized rewards systems- strategies for finding and retaining top talent. Career Management - Development Planning - Leadership Development - Mentoring/Knowledge management- Retention and Engagement TALENT PLANNING AND IMPLEMENTATION 9 Talent Planning-steps for implementing talent planning- Coaching and Training the Superkeepers- strategies for coaching employees - central themes to excellence in coaching employees -Superannuation and pension plans for employees- Uses of IT in Talent management system TOTAL HOURS: 45 REFERENCE BOOKS Lance A. Berger & Dorothy R. Berger,The Talent ManagementHandbook. McGraw Hill. New Delhi, Current Edition, 2011 Instructor handouts and Power points Appraising & Developing Managerial Performance-.T. V. Rao, Excel Books 360 degree feedback & assessment & development Centres, Volume I, II and III, TV Rao,Et all, Excel Books Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations Ltd.

11PNE314 ADVERTISING AND PROMOTION MANAGEMENT

INTRODUCTION TO ADVERTISING 9 Meaning- Objectives- Importance- Classification of advertisement- Economic and Social Effects of AdvertisingEthics in advertising- Promotion Mix Tools- Steps in communication process- Factors in deciding promotion mix ADVERTISING AGENCY & MEDIA MANAGEMENT 9 Organization of Advertising Department- Advertising Agency Management- Budgeting -Approaches - MethodsFactors influencing the selection of the agency-Types of Media - Advantages- Limitations- Media availability- Media rates- Media planning- Media strategy -Media mix - Scheduling ADVERTISING CREATIVITY 9 Advertising Copywriting for Print and Broadcast Media - Principles- Styles- Appeals- Advertising visualization and design- Layout- Production of Print- Broadcast and other Advertisements- Pre and post evaluation of Advertising effectiveness SALES PROMOTION & PERSONAL SELLING 9 Objectives-Tools- Planning- Implementation and Control-Evaluation of Sales Promotion-Sales force Design-Strategy mix- Structure and Compensation- Principles of Personal Selling -Salesmanship-Steps in selling process-Negotiation Models- Strategy & Tactics-Customer Relationship Management-Evaluation of personal selling PUBLIC RELATIONS 9 Objectives- Tools- Media and Message- Public relations vs. Publicity -Lobbying- Evaluation of Public Relations TOTAL HOURS: 45 REFERENCE BOOKS David A Aaker, Rajeev Batra & John G Myers, Advertising Management (5th ed), Prentice Hall of India, 2007 Sales Management , Cundiff, Still & Govani , PHI/Pearson, 2008 Advertising and Promotion: An Integrated Marketing Communications Perspective , George E Belch and Michael E Belch, 6th Edition, TMH, 2006 Advertising & Integrated Brand Promotion, OGuinn, Allen & Semenik, 4th edition, Thomson South Western, 2006 Mahendra Mohan, Advertising Management, Concepts and Cases, Tata McGraw Hill Company, New Delhi, 2006 Shimp, Advertising and Promotion: An IMC Approach, Cengage Learning, 2007 Williams F Arens, Contemporary Advertising, TMH, 2006 Larry D Kelley and Donald W Jugenheimer, Advertising Media Planning: A Brand Management Approach, PHI, 2007 William Wells, John Burnett and Sandra Moriarty, Advertising: Principles and Practice, 6th edition, PHI, 2007

11PNE315 RETAIL MANAGEMENT

RETAILING - AN INTRODUCTION 9 Definition- Functions- Importance- Types of retailing - Prospects of Retailing in India- Key Drivers of Retailing in India- Opportunities in Retailing- Retail management decision process- Global Retail market- Business Models in Retail- Theories of Retail Development- Concept of life cycle in Retail RETAIL MARKET SEGMENTATION & CONSUMER BUYING DECISION PROCESS 9 Criteria for Evaluating market segment- Approach for segmenting market- Selection of Promotion mix- Market Targeting- Customer Profile- Market Segmentation in India-Need for studying consumer behavior- Factors influencing retail shoppers- Customer decision making process RETAIL MARKET STRATEGY 9 Definition- Target market and retail format- Building sustainable competitive advantages- growth strategies- Strategic retail planning process - Purpose- Method- Structure and monitoring the plan

PRICING IN RETAILING & IMPACT OF INFORMATION TECHNOLOGY 9 Approaches- Factors influencing - Price adjustments- Strategies-Techniques- Integrated systems and Networking EDIBar Coding- Customer database management- Electronic retailing - Role of web- Online retailing- Retail audit RETAIL LOCATION DECISION MERCHANDISE & STORE MANAGEMENT 9 Types of location - Factors influencing location- Site evaluation - Trading area analysis- Estimating potential salesFactors affecting site selection-Assortment plan and Inventory management; Purchase negotiation- Supply channel and relationship- Store design - Layout and space management- Visual merchandising and displays TOTAL HOURS: 45 REFERENCE BOOKS Levy, Weitz & Pandit, Retail Management, Tata McGraw Hill, 2008 Swapna Pradhan Retailing Management, Tata McGraw Hill, 2008 Berman and Evans, Retail Management, PHI, 2008 David Gilbert, Retail Management, Prentice Hall, 2007 Gibson Vedamani, Retail Management, Jaico Books, 2008

11PNE318 CONSUMER BEHAVIOUR INTRODUCTION 9 Understanding Consumer Behaviour- Concepts-Dimensions of consumer behaviours - Application of consumer behavior knowledge in marketing decisions-Approaches to the study of consumer behavior. CONSUMER AS AN INDIVIDUAL 9 Consumer needs and motives-PersonalityConsumer perception - LearningConsumer attitudes-Attitude formation and change - Communication and persuasion-Self imageLife style analysisKey Determinants of Buyer Behaviour and a Framework of Buyer Behaviour CONSUMERS IN THEIR SOCIAL AND CULTURAL SETTINGS 9 Group dynamics and consumer reference groups-Family-Social class cultural and sub-cultural aspectsCross cultural consumer behaviour CONSUMER DECISION PROCESS AND POSTPURCHASE BEHAVIOUR 9 Personal influence and opinion leadership -Diffusion of innovations -Consumer decision making process-Models of consumer decision process -Nicosia- Howard Sheth and Engel-Kollat model- post purchase behavior-Consumer expectation and satisfaction -Managing dissonance -Consumer loyaltytypes of loyalty programmes ADDITIONAL DIMENSIONS 9 Consumerism -Consumer protection -Difficulties and challenges in predicting consumer behaviour -Online consumer behaviour -Organizational and industrial buyer behaviour -consumer behaviour in Indian context-emerging issues TOTAL HOURS: 45 REFERENCE BOOKS Leon G Schiffman, Leslie Lazar Kanuk, Consumer Behaviour, Pearson Education, New Delhi, 2006 Assael, Consumer Behaviour, Cengage Learning, 2007 Blackwell, Consumer Behaviour, Cengage Learning, 2007 David L Loudon, Albert J Della Bitta, Consumer Behaviour, McGraw Hill, New Delhi, 2005 Jay D Lindquist and M Joseph Sirgy, Shopper, Buyer & Consumer Behaviour, Theory and Marketing Application, Biztantra Publication, New Delhi, 2005 Sheth Mittal, Consumer Behaviour A Managerial Perspective, Thomson Asia (P) Ltd, Singapore, 2005 K K Srivastava, Consumer Behaviour in Indian Context, Golgotia Publishing Co, New Delhi, 2004 S L Gupta & Sumitra Pal, Consumer Behaviour an Indian Perspective, Sultan Chand, New Delhi, 2001 M S Raju, Dominique Xavedel, Consumer Behaviour, Concepts Applications and Cases, Vikas Publishing House (P) Ltd, New Delhi, 2004 Henry Assael, Consumer Behaviour Strategic Approach, Biztantra, New Delhi, 2005

11PNK320 MANAGERIAL SKILL DEVELOPMENT L T P C

0 0 4 2 Course Objectives To make the student familiar with the nuances of working in a business surrounding by imparting the necessary skills required for a manager To sensitize the students about the various aspects of personality development thereby enhancing the adaptability to a team NOTE: Practical exercises for the units should be prepared and executed LISTENING AND WRITING SKILLS An over view of listening- Barriers for listening-Effective listening-Academic listeningE- listening Writing Skills: Business letters-Corporate Report preparation- E- Writing 9

EMPLOYABILITY AND SOFT SKILLS 9 Job application-Covering Letters- Resume preparation- Reasoning- GD and Interview-Soft skills: Interpersonal skillsIntrapersonal skills- Problem solving skills- Negotiation skills BUSINESS PLAN DEVELOPMENT 9 Company description-Target Market-Competitive analysis- Marketing & Sales plan-Operations Plans- Management team- Development plans- Financials PERSONALITY DEVELOPMENT Body language -Etiquette -Mannerism -goal setting -public speaking -team building 9

PRESENTATION SKILL DEVELOPMENT 9 Audience awareness -pre-preparation of presentation -developing a presentation -usage of audio-visual aids Coping skills: Acclimatization of organization climate -adapting with new organizational culture -continuous learning TOTAL HOURS: 45 REFERENCE BOOKS Ramachandran, From Campus to Corporate, Macmillan, 2011 Gallaher, Skills Development for Business and Management students, Oxford University Press, 2010 McGrath, Basic Managerial Skills for All, 9th ed, PHI Learning, 2011 Lesikar, Flatley, Rentz, Pande, Business Communication, Tata McGraw Hill, 2010 Suresh, Savithri, Sreehari, Communication Skills and Soft Skills : An Integrated Approach, Pearson,Education, 2009 Wallance, Masters, Personality Development, Cengage Learning, 2009 Abrams, Business Plan in a Day, PHI Learning, 2009 Mohan, Developing Communication Skills, Macmillan, 2010 Hurlock, Personality Development, Tata McGraw Hill, 2010

11PNK321 BUSINESS PLAN DEVELOPMENT

Course Objectives This practical course will help to imbibe the qualities required for entrepreneurial skill development. This course will help students to start a new business by making them to involve in field- work. Note: Practical exercises for the units should be prepared and executed

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INTRODUCTION 9 Entrepreneur - meaning- importance - qualities, nature, types, traits, culture, similarities and economic differences between Entrepreneur and Intrapreneur. Evolution of Entrepreneurs -Entrepreneurship development-its importanceRole of Entrepreneurship SOURCES OF FINANCE & INFORMATION 9 Creating and starting the venture - Steps for starting a small industry - selection of types of organization - Sources of Finance available: Venture capital -Angel Investors - Long term sources -Sources of information: Internet, Government sources and statistics -Trade and industries associations -Trade fairs and exhibitions - sources of market research - evaluating data- benefits of market study FEASIBILITY ANALYSIS 9 Project feasibility study- Industry analysis and trends -Market Feasibility- Target market - Competition - strategic position and risk assessment -Marketing plan and sales strategy -Technical Feasibility - operations - Technology plan Financial Feasibility -Profitability statement - Economic Feasibility-management and organization - Critical Success factors- Demand forecasting techniques BUSINESS PLAN 9 Business Plan - Meaning- The why of business plan - Factors of successful business - capital management- financial control -anticipating change and adaptability - Business plan components - The Executive summary - company description ENTREPRENEURSHIP DEVELOPMENT AND GOVERNMENT 9 Role of Central Government and State Government in promoting Entrepreneurship -EDPs- Introduction to various incentives, subsidies and grants - Export Oriented Units - Fiscal and Tax concessions available - Women Entrepreneurs TOTAL HOURS: 45 REFERENCE BOOKS Vasanth Desai, Dynamics of Entrepreneurial Development and Management, Himalaya Publishing House, 2010 Gupta CB, Srinivasan NP, Entrepreneurial development, Sultan Chand and Sons, 2002 L. M. Bhole, Financial Institution & Markets, Tata McGraw - Hill Publishing Corporation Limited, New Delhi, 2000 Gordon & Natarajan, Financial Markets, BPB Publications, 2000 V. K. Blialla, Investment Management, S. Chand & Company Publishers Ltd, 2001 Brian Finch, How to write a business plan, Kogan Page, 2002 David Butler, Business planning a guide to business start-up, Butterworth-Heinemann, 1988 Prasanna Chandra, Project Planning, Analysis, Selection, Implementation and ReviewTata McGraw Hill Publishing Company Ltd, 2006

S.No. Categories of Competency Model 1. Core Competency model (one-size-fits-all model)

Major Characteristics -closely aligned to vision, values, and mission -applies to all levels/ jobs -provides broad, quick, and consistent impacts

Advantages & Disadvantages -helps to catalyze changes -can be used with many groups -modest cost but longlast impacts and functions -not specific to particular job -more difficult to implement -best for homogeneous work -focused and specific efforts -considers on technical aspects -often used for a single job or positions

2.

Functional Competency Model

-built around key business areas -applies to all employees in target functions

3.

Job/Role Competency Model

-applies to specific roles in organizations - identifies both core and specific competencies

4.

Multiple-Job Model

-provides a common set of generic competencies - can be used with several jobs for a longer period - applied to a wide range of employee groups

-unifying, useful in a team-based organizations -narrow if applied to a single job less cost effective if outdated - time consuming -getting popular but most difficult to implement and explain -needs close management supports and HR champions -a quick, low-cost approach -customized for individual jobs

Organizational Vision& Mission

Individual Competencie s

Job/Role Competencie s

Organl Core Competencies

Growth Opportunitie s

Business Results

Organizational structure & culture