REVISED MBA COURSE - 2007

REGULATIONS PERTAINING TO MBA DEGREE (DAY) COURSE

The Indian economy is progressively getting integrated with the global economy, calling for greater technological up-gradation and export orientation. India is poised for becoming a major economic player globally. The dawn of new millennium has brought about changes and vistas for global business, viz.; the emergence of economic unions, the incidence of e-business, the trend of mega mergers, the upheaval in cultural transformation and the li e. !gainst this bac drop of changing business environment and business concepts both within the country and abroad, the "epartment of #anagement $tudies gears itself to produce effective and efficient human resource e%uipped with professional programme of #aster of &usiness !dministration. 1. OBJECTIVES 'bjective of the revised curriculum #aster of &usiness !dministration is to impart nowledge, s ills, attitudes and competence among the prospective managers. To offer #ulti, Inter and (ross "isciplinary modular programmes in #anagement with IT enabled teaching learning process to produce mar et driven managers. To develop a strong intellectual and ethical human capital base with a focus on industry and services sector. nowledge, analytical ability and the right ind of attitude and values, by revising the two year, full time,

2. METHODOLOGY (onceptual learning (ase studies )ole play Internship *rojects *resentations $eminars +uest lectures Technology enabled learning $imulation !ssignments #anagement ,ests

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3. ELIGIBILITY ! graduate degree under 10+2+3 or 10+2+ pattern under any discipline securing at least -./ mar s in aggregate including languages from a recognized university. 0onours degree under 1.2324 pattern from a recognized university under 5+( !ct having atleast -./ mar s in aggregate including languages. (andidates who have passed bachelor 6 master degree through correspondence 6 'pen 5niversity system from this university or from any other university recognized by law are exempted from 1.23 pattern. The duration of the degrees must be 7 years 3 years respectively. (andidates who pass bachelor6master degree in any university system in single sitting pattern are not eligible. In case of $(6$T6(at I candidates, there will be a relaxation of !" in the aggregate of mar s obtained. !dmission to the program will be effected through MBA PGCET or state approved admission test from time to time. . INTA#E O$ THE PROGRAMME The number of seats shall be limited a maximum to 8. per section.
9!s per !I(T: norms;

)eservation for schedule caste and schedule tribes and other bac ward communities and physically challenged will be as per the +overnment of <arnata a 'rders from time to time. !dmissions to $upernumerary seats in (&$#$ is as per the 5niversity =orms from time to time.

!. DURATION O$ THE COURSE The course is spread over four semesters in two years. :ach semester is for a period of five months. The first semester provides the foundation to management; the second semester introduces the functional areas of management. !t the end of the second semester, students are to undergo a four wee Internship in an organization and submit a report. The third and fourth semesters focus on elective courses. The *rogram offers a wide choice to the students with functional6sectoral areas of specialization to choose from.

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%. ATTENDANCE& LEAVE& PROGRESS AND CONDUCT :ach semester shall be ta en as a unit for the purpose of calculating attendance $tudents are re%uired to attend not less than >-/ of the classes in each subject in order to be eligible to appear for the university examinations. $tudents shall attend all the seminars, wor shops, project guidance, Internship Training programmes and the li e as arranged by the Institution. !ttendance of the students shall be ta en into consideration from the date of admission as per 5niversity stipulation. If a student is found to be continuously absent from class without prior permission for a period of 3 wee s or more he6she will not be eligible to continue the course. The statement of attendance shall be displayed on the =otice &oard by the institution at end of every month for information of students.

7. 'OR# LOAD The class wor load per wee amounts to 34 - 3? hours of contact sessions. The courses are listed either as 8 credits or 7 credits indicating the classroom contact hours prescribed for each course. It is generally assumed that apart from the classroom contact time, the students have to invest time in course projects, preparation for class, %uiz, case studies, assignments and discussion. +enerally, this amounts to -./ of the time in-addition to classroom contact hours. (. MEDIUM O$ INSTRUCTION The medium of instruction and examination shall be :nglish only. ). EVALUATION :ach paper will carry 1.. mar s of which 3- mar s are for internal assessment and the remaining >- mar s for the written examination to be held at the end of each semester. The duration of the written examination for each paper shall be three hours. The assessment mar s shall be based on factors such as@
EVALUATION MAR#S #id-$emester :valuation #id-$emester :valuation 11. EVALUATION METHOD 'bjective test 6 *resentations 6written tests6 !ttendance !ssignments 6 *roject 6$eminar Aiva 6(ase $tudies6 !ttendance CONDUCTED &y Institute as per calendar of events &y Institute as per calendar of events SCHEDULE ,irst half of the semester $econd half of the semester

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:nd-$emester :xamination

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Britten examinations

5niversity !fter the completion :xamination as per of $emester $essions Time Table

10. INTERNAL ASSESSMENT :ach course will have an internal assessment component of 3- mar s of the total mar s. The brea up is given to ensure consistent performance of the students@
$l.=o a *articulars !ttendance and class wor 9>-/ of !ttendance is compulsory; #ar s >- - >C / ?. - ?4 / ?- - ?C / C. - C4 / C- 2 1. 1. 3-1/ -3/ -7/ -4/ --/

b c

Internal Test6s for I D II $emesters Term *roject from III $emester onwards !ssignments6*resentations - **Ts T'T!E

The tests are suggested to be miniature pattern of the 5niversity examination. The term project has to be a mini project at III D IA $emester in the respective core6elective course of study. This has to be carried out by the student under the guidance of their respective faculty member. The evaluation of the term project has to be on the basis of submission of project and its presentation subse%uently. It is advisable to ma e the students to wor on live issues having practical understanding. There has to be minimum of two assignments in each of the core6elective course of study. This may be either a case study or any other type according to the discretion of respective faculty member. Information Technology for &usiness paper will have theory of 4 credits and practical of 3 credits. The practical examination is to be conducted at the college level and the internal assessment mar s of 3- should incorporate the practical exam mar s also.

11. SCHEME O$ E*AMINATION 11 (A). $INAL E*AMINATION There shall be a university examination at the end of each semester in the prescribed papers which carries >- mar s each. ! minimum for a pass is 4./ in the individual paper 9excluding internal assessment; and -./ in aggregate of all papers in the semester. ! minimum for a pass in the internal assessment is -./ of the total assigned mar s.

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&oard of examiners shall scrutinize and approve the %uestion paper and scheme of valuation. ,or the purpose of setting %uestion papers and evaluation it is necessary to consider a mix of both internal and external examiners drawn from (&$#$, affiliated colleges, other 5niversities and institutions with in the state as well as outside. There shall be double valuation for all the theory and "issertation papers one internal and other external. The average mar s of the two valuations shall be considered for awarding mar s in each paper. 0owever if there is a difference of 3./ between the two valuations then it is refereed to the third examiner. The mar s awarded by the third examiner shall be final. ! student who wishes to challenge the mar s awarded to him6her may do so by applying for the challenge valuation with the prescribed fee to the )egistrar evaluation, forwarded by the "irector6*rincipal of the concerned college within 1. days from the issue of mar s card by the university a student who applies for challenge valuation shall forfeit the mar s secured earlier by him6her. The challenge valuation shall be carried out by another external examiner and the mar s awarded in the challenge valuation shall be final. 11 (B). INTERNSHIP :ach candidate should underta e a Internship *roject immediately after the second semester exam and submit a bound copy of the report within two wee s of commencement of III $emester. 0e6she is to visit any 'rganization6Industrial enterprise for four wee s to observe the structure, functions, problems and to ma e suggestion under the supervision of recognized guide. This internship project is evaluated by the one member of the board and the director6*rincipal shall from the board for conducting Aiva and evaluating Internship *roject of II semester examination for -. mar s. 93mar s for Internship report D 3- mar s for Aiva-voce;. ! minimum of 3- mar s in total is re%uired for a pass in the Internship project. 11 (C). DISSERTATION :very student is re%uired to wor on a project in the area of his6her specialization and prepare a dissertation following research methodology under the supervision of recognized guide. *rior to the actual wor , the students are re%uired to submit a synopsis of the dissertation incorporating the statement of problem, objectives and methodology to be followed and submit the same to the "irector, #anagement $tudies, &5&. The dissertation may be in the nature of a case study, macro study or freelance study on a problem pertaining to management in the chosen area of specialization. The dissertation duly signed by the guide and certified by the principal6director is to be submitted in a bound copy and a soft copy to the university at the end of the fourth semester before the commencement of the semester examination. The dissertation shall be evaluated for two hundred mar s by two examiners 9'ne of them will be the faculty member who has guided the wor and other will be the external examiner appointed by the &':;. ! minimum of 1.. mar s is re%uired for a pass in the dissertation. There shall be a viva-voce examination for -. mar s on the dissertation
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and elective papers studied. Aiva-voce will be conducted by &oard of :xaminers. ! minimum of 3- mar s is a must for pass in the viva-voce exam.

12. PROMOTION AND TIME LIMIT $OR COMPLETION $tudents are re%uired complete the programme successfully in a maximum period of four years from the date of registration to the programme. The minimum mar s for passing the examination in each semester shall be 4./ in each paper and -./ in aggregate for all the courses of the semester. To be eligible for promotion to the III semester of the course, a student must clear successfully at least ? papers out of the 14 papers offered during first year 9I D II semester; of the course.

13. PROVISION $OR REPEATERS $uch of those candidates who have failed 6 remained absent 6 opt to improve in any one or more papers are called as repeaters. :xamination for odd 6 even semesters shall be conducted respectively at the end of odd 6 even semester 9odd with odd, even with even;. !ny candidate who see s to improve should surrender the mar s already secured in the particular paper 6 papers and statement of mar s of the said semester. The candidate shall ta e the examination as per syllabus and scheme of examination in force during the subse%uent appearances. ! repeater including a candidate who see s improvement shall not be eligible for ran Improvement is allowed only in theory papers of university exams. This is not allowed in case of viva-voce, dissertation, Internship project and internal assessment. ! candidate is permitted to apply for improvement in any paper of the particular semester within 7. days from the date of announcement of the result of the concerned semester.

1 . CLASSI$ICATION O$ SUCCESS$UL CANDIDATES+ SEMESTER 'ISE $IRST CLASS @ those who obtain 8./ and above in the aggregate of all the papers of the semester.
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SECOND CLASS @ Those obtained -./ and above but below 8./ in the aggregate in all the papers of the semester.

1!. CLASSI$ICATION O$ SUCCESS$UL CANDIDATES+ AS A 'HOLE $IRST CLASS @ !ll the successful candidates who secure 8./ and above in the aggregate of all the semesters put together shall be declared to have passed the #aster of &usiness !dministration "egree :xamination in ,I)$T (E!$$. SECOND CLASS @ !ll the successful candidates who secure -./ and above but less than 8./ in the aggregate of all the semesters put together shall be declared to have passed the #aster of &usiness !dministration "egree :xamination in $:('=" (E!$$. DECLARATION O$ RAN# @ There shall be a declaration of first five ran s based on the aggregate mar s of all the subjects of all the semesters put together. 0owever, only candidates who have passed each of the university examination at the first appearance shall be eligible for a ran . 1%. PATTERN O$ ,UESTION PAPER SECTION SECTION A SECTION B SECTION C SECTION D TOTAL TO BE ,UESTIONS ANS'ERED ( % ! 3 3 2 1 (COMPULSORY) 1 (COMPULSORY TOTAL MAR#S 2 ( 12 1! TOTAL MAR#S 12 2 2 1! 7!

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MASTER O$ BUSINESS ADMINISTRATION REGULAR (DAY) COURSE R-./0-1 02334560 (7/89 -::-;8 :<=> 2007-200()
CREDITS The university uses the concept of credits and one credit is e%uivalent to 1. class room contact hours.

COURSE MATRI*
$IRST SEMESTER ? BASIC SUBJECTS PAPER
1.1 1.3 1.7 1.4 1.1.8 1.>

SUBJECT #anagerial (ommunication !ccounting for #anagers 'rganisation &ehaviour #anagerial :conomics &umastics Information Technology for &usiness &usiness *erspectives TOTAL

CREDIT 8.. 8.. 8.. 8.. 8.. 8.. 8.. 2.0

I.A 333333317!

U. E >>>>>>>!2!

TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. 700

SECOND SEMESTER ? CORE SUBJECTS TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. 700 TOTAL 8

PAPER
3.1 3.3 3.7 3.4 3.3.8 3.>

SUBJECT )esearch #ethodology D Technical Briting ,inancial #anagement *roduction and 'perations #anagement 0uman )esource #anagement #ar eting #anagement

CREDIT

I.A

U. E >>>>>>>!2! U. E

8.. 38.. 38.. 38.. 38.. 3Fuantitative #ethods D 'perations )esearch 8.. 3Eegal !spects of &usiness 8.. 3TOTAL 2.0 17! THIRD SEMESTER ? CORE SUBJECTS @ SPECIALISATIONS PAPER SUBJECT
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CREDIT

I.A

7.1 7.3 7.7 7.4 7.7.8 7.>

:ntrepreneurship "evelopment &usiness :thics D (orporate +overnance :lectives 1 from specialisation :lectives 3 from specialisation :lectives 7 from specialisation :lectives 4 from specialisation :lectives - from specialisation Internship )eport and Aiva-Aoce TOTAL

8.. 8.. 8.. 8.. 8.. 8.. 8.. 7.. 2.0

333333317!

>>>>>>>!2!

MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. -. 7!0

$OURTH SEMESTER ? CORE SUBJECTS @ SPECIALISATIONS PAPER

4.1 4.3 4.7 4.4 4.4.8 4.>

SUBJECT $trategic #anagement International &usiness :lectives 1 from specialisation :lectives 3 from specialisation :lectives 7 from specialisation :lectives 4 from specialisation :lectives - from specialisation "issertation "issertation Aiva-Aoce TOTAL

CREDIT 8.. 8.. 8.. 8.. 8.. 8.. 8.. 13.. ... 2.0

I.A 333333322!

U. E >>>>>>>!2!

TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. 3.. -. )!0

ELECTIVES TO BE O$$ERED IN III @ IV SEMESTERS

1. !gri-&usiness management 3. &an #anagement 7. :ntrepreneurship 4. ,inance -. 0uman )esource #anagement 8. Information Technology >. Insurance D )is #anagement ?. International business
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C. #anagement of =+'Gs D =*'Gs 1.. #anufacturing management 11. #ar eting 13. $ervices #anagement 17. :vent D #edia #anagement 14. )ural #anagement THE UNIVERSITY RESERVES THE RIGHT TO O$$ER OR NOT TO O$$ER ANY O$ THE ELECTIVES LISTED ABOVE SPECIALISATION ! stream of electives will be offered. These will be developed and updated from time to time. To %ualify for a specialization in a stream, a student will have to ta e a minimum of - elective courses in a stream to %ualify for a specialization area. This will facilitate students to specialize in more than one stream of specialization. ! student, however, can choose such combinations which will help him 6 her to have dual specialization depending on the courses offered in the specialization scheme. ! student who fails to choose at least five papers in one of the electives shall not be eligible for any specialization. LESSON PLAN AND COURSE OUTLINE The faculty members concerned will be re%uired to ma e a course outline available to the students. This should cover objectives of course, methodology to be adopt, session wise details of topics, re%uired readings, additional readings, case studies and assignments of course. SEL$ DEVELOPMENT AND ENRICHMENT (NON CREDIT) COURSES TO DEVELOP SO$T S#ILLS The Institutions are re%uired to offer the following non credit courses in order to enhance soft s ills among the students. !lthough there is no examination for these courses it is very essential to eep a record of the performance of the student in the such courses offered and colleges shall send a report and teaching plan to the "irector, (&$#$ &angalore 5niversity, &angalore for information. Introduction to communications, Inter personal s ills
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Eistening s ills +roup communications, team wor , Interviews Briting s ills H letters, memos, reports Briting s ills H persuasion, mar eting, (As $tress management *ublic spea ing s ills H $tage fear, eye contact and preparation *ublic spea ing s ills H Aoice, modulation, gestures and postures *ower point and presentation s ills 5se of +raphics, slides, video and audio =egotiations and (onflict management )apid reading s ills #eetings, agenda, minutes and conducting meetings :nglish language and relevance to business communications (orporate and cyber communications

$IRST SEMESTER ? BASIC SUBJECTS PAPER

1.1 1.3 1.7 1.4

SUBJECT #anagerial (ommunication !ccounting for #anagers 'rganisation &ehaviour #anagerial :conomics
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CREDIT 8.. 8.. 8.. 8..

I.A 3333-

U. E >>>>-

TOTAL MAR#S 1.. 1.. 1.. 1.. 11

1.1.8 1.>

&umastics Information Technology for &usiness &usiness *erspectives TOTAL

8.. 8.. 8.. 2.0

33317!

>>>!2!

1.. 1.. 1.. 700

1.1. MANAGERIAL COMMUNICATION

OBJECTIVES+ The course is aimed at e%uipping the students with the necessary techni%ues and s ills of communication to inform others inspire them and enlist their activity and willing cooperation in the performance of their jobs.
MODULE - 1 COMMUNICATION IN BUSINESS@ Importance of (ommunication ,orms of (ommunication, (ommunication =etwor of the 'rganization; *rocess of (ommunication@ "ifferent $tages, "ifference &etween 'ral and Britten (ommunication MODULE - 2 ORAL COMMUNICATION@ ,undamentals of 'ral (ommunication@ Introduction, &arriers and +ateways in (ommunication, Eistening, ,eedbac , Telephonic #essages, *ublic $pea ing, and *resentation of )eports, *ower point presentation, body language, non-verbal, facial expressions, communication and emotional intelligence, creativity in oral communication,
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persuasive communication, communication through organizing various events li e conferences, committee meeting, press meets, seminars, fests and the li e. MODULE - 3 REPORT 'RITING@ Briting an :ffective )eport@ $tages of Briting, (omposing &usiness #essages, $tyle and Tone; ,ive Bs and one 0 of )eport Briting, *lanning and Types of )eports, "ivisions, =umbering and use of Aisual !ids, creativity in written communication, use of picture, diagram in written communication. MODULE BUSINESS COMMUNICATION@ Briting (ommercial Eetters@ &usiness Eetter ,ormat, Types of Eetter H )outine &usiness Eetters, $ales Eetters, )esume and Iob !pplications, &usiness #emos, :- #ail #essages, *roposals, Technical !rticles, Telegrams, Telex #essage, ,acsimiles, :lectronic #ail, 0andling a #ail, #aintaining a "iary, Eegal !spects of &usiness (ommunication, =egotiation $ ills. MODULE-! ROUTINE CORRESPONDENCE@ circulars, drafting notices, handling complaints, evaluating interview performance, articles, formal invitations, proforma for performance appraisal, letters of appointment, captions for advertising, company notice related shares, dividends, #o!, !o!, !nnual )eports, #inutes of #eeting, action ta en report on previous resolution.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. C. $cot 'ber, (ontemporary &usiness (ommunication, &iztantra &ovee, Thill and $chatzman, &usiness (ommunication today, *earson =ageshwar )ao and )ajendra "as, &usiness $ ills, 0*0 #ary ellen +uffy, &usiness (ommunication, Thomson # !shraf )izvi, :ffective Technical (ommunication, T#0 #eena shi )aman and $angeeta $harma, Technical (ommunication, 'xford #icheal 'sborn and $uzanne 'sborn, *ublic $pea ing, &iztantra Iohn $eely, 'xford Briting and $pea ing, 'xford *arag "iwan, &usiness (ommunication, :&

1.2 ACCOUNTING $OR MANAGERS

OBJECTIVES
To enable the students gain nowledge about concepts, principles and techni%ues of accounting and to enable the students use financial and cost data in planning, decision ma ing and control.

MODULE+ 1 Introduction to financial accounting, uses and users of accounting information, generally accepted accounting principles and the accounting environment, the role of accounting in capital mar et and corporate governance. )ecording of business transaction, classification of commonly used accounts, the double entry system, journal, Eedger and trail balance. MODULE+ 2 #easurement of &usiness Income and ,inancial position, preparation of *rofit and loss account, balance sheet, understanding of corporate ,inancial $tatements in annual reports. MODULE+ 3 Aaluation of ,ixed assets, depreciation accounting, valuation of inventories 9as per respective accounting standards issued by !ccounting $tandard &oard of Institute of (hartered !ccountants of India;
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MODULE+ ,inancial statement analysis, objectives, standards of comparisons, sources of information, Techni%ues of financial statements analysis@ )atio analysis, du-pont analysis, Trend analysis, common sized analysis, fund flow statements, cash flow statements. 9!s per !$-7; MODULE+ ! Introduction to cost accounting, concepts and classification, standard costing and variance analysis, budgetary control, absorption costing and marginal costing, applications of #arginal (osting, (ost-volume H profit analysis, (oncepts of Target costing, activity based costing and life cycle costing.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. C. 1.. 11. ). =arayanaswamy, ,inancial !ccounting, *0I =itin &alwani, !ccounting and ,inance, :& "r. Iawaharlal, !ccounting for #anagement, 0*0 <han and Iain, #anagement !ccounting, T#0 Eouderbac and 0olmen, #anagerial !ccounting, Thomson !mbrish +upta, ,inancial !ccounting for #anagement, *earson )obert !nthony, "avid 0aw ins and <enneth #erchant, !ccounting, T#0 Iames $tice and #ichael "iamond, ,inancial !ccounting, Thomson Tulsian, ,inancial !ccounting, *earson Barren )eeve ,ess, ,inancial !ccounting, Thomson &annerjee, ,inancial !ccounting, :&

1.3 ORGANISATIONAL BEHAVIOUR

OBJECTIVES
To enhance understanding of the dynamics of interaction between individual and the organisation facilitate a clear perspective to diagnose and effectively handle human behavior issues in organizations and "evelop greater insight into their own behavior in interpersonal and group team situations. !nd !c%uire s ills in influencing people in organizations, to provide to the students a ,oundation of nowledge in organizations and help them to become aware of the influence of organisation, structure on the attitudes behavior performance of people wor ing in organizations. MODULE-1 'rganizational &ehavior and #anagement functions of management. Bhat #anager do elements of an organisation, role of a manager in an organisation, why study organizational behavior, an organizational behavior model, learning organizations. MODULE 2 ,oundations of individual behavior; *ersonality, shaping of personally, determinants of personality. The self concept, self esteem and self efficiency, perception, perceptual process, managing the perceptual process, Eearning *rocess, )eward $ystem and &ehavioral management, The Theoretical process of learning, *rinciples of Eearning, )eward and *unishment, 'rganizational )eward $ystems

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MODULE !ttitude formation, functions, change of attitudes, values, types of attitudes MODULE ! #anagement of #otivation@ #otivation in wor settings managerial issues and challenges. Theories, #aslows =eed theory, < #c+regor theory JDK, 0ertzbergGs #otivation hygiene theory, AroomLs Aalance and instrumentality. MOLDULE % Team &uilding and group dynamic, wor ing teams and team effectiveness. Intra team dynamics, influence of the group on individual group decision ma ing, inter group relations collaboration, conflict management and (hange #anagement. MODULE 7 "ynamics of managerial leadership, what is leadership, transition of leader ship theories, leadership, theories, power and politics leadership and management change MODULE ( &ehavior structure, process D "esign@ the course mainly connected with nature of management H Introduction to organizations the structural *erspectives, dimensions of structure.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. 5day *aree h, 'rganizational &ehaviour, 'xford $tephen )obbins and Timothy Iudge, 'rganizational &ehaviour, *0I ,red Euthans, 'rganizational &ehaviour, T#0 $teven )obbins and $eema $anghi, 'rganisational &ehaviour, *earson * $ubba )ao, #anagement of 'rganizational &ehaviour, 0*0 +regory #oorhead and )ic y +riffin, 'rganizational &ehaviour, &iztantra "ebra =elson and Iames Fuic , 'rganisational &ehaviour, Thomson *+ !%uinas, 'rganization &ehaviour, :&

1.

MANAGERIAL ECONOMICS

COURSE OBJECTIVE The course will sharpen their analytical s ills through integrating their nowledge of the economic theory with decision ma ing techni%ues. The course covers the standard topics of managerial economics that are crucial to understanding the behavior of business firms in a global setting.

MODULE 1+ NATURE& SCOPE AND METHODS O$ MANAGERIAL ECONOMICS $carcity, choice and allocation problems in business. &asic factors in business decision ma ing@ #arginalism, :%ui-marginalism, and 'pportunity cost principle, )is s and uncertainties, Time value of money. 5se of %uantitative techni%ues in managerial economics@ #athematical functions, derivatives, optimization principles and statistical techni%ues. MODULE 2+ DEMAND ANALYSIS& ESTIMATION AND $ORECASTING "emand theory. Types of demand. "emand elasticity@ Types, measurement and factors. :lasticity of demand and marginal revenue. 5ses of elasticity concept in business decision ma ing. :stimation of "emand function. "emand forecasting@ Importance and methods. Fualitative and %uantitative techni%ues. MODULE 3+ PRODUCTION ANALYSIS *roduction functions with one-variable and two-variable inputs. )eturns to a factor and returns to scale. Iso%uants, isocost curves and ridgelines. 'ptimum factor combination. :lasticity of output and :lasticity of substitution. :mpirical production functions. ,orms of *roduction function. (obb-"ouglas and (:$ production functions. *roduction possibility analysis. 'ptimum product mix of a multi-product firm.
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MODULE + COST AND REVENUE ANALYSIS (ost theory and its applications@ Types of costs. Theoretical and :mpirical cost curves. $hortrun and long-run cost curves. "erivation of cost functions from production functions. :mpirical estimation of cost functions. :conomies of scale versus economies of scope. 'ptimum firm. Eearning curve. (ost control and cost reduction. )evenue concepts and functions. &rea -even analysis. MODULE !+ MAR#ET STRUCTURE AND PRODUCT PRICING ,eatures of and pricing-output decisions in perfect competition, monopoly, oligopoly and monopolistic competition. :%uilibrium of the firm and of industry under different mar et conditions. "egree of monopoly power. "iscriminating monopoly. Belfare triangle. *ricing methods and practices of modern business firms@ (ost-based and demand-based pricing strategies. MODULE %+ THEORIES O$ THE $IRM AND PRO$IT !lternative objectives of the firm. *rofit maximization versus sales maximization objectives. Traditional, behavioral and managerial theories of the firm. !ccounting profit versus :conomic *rofit. Theories of *rofits.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. C. !tmanand, #anagerial :conomics, :& $ #isra and A< *uri, Indian :conomy, 0*0 "ominic $alvatore, #anagerial :conomics, Thomson "amodaran, #anagerial economics, 'xford <eating and Bilson, #anagerial :conomics, &iztantra (raig *eterson, (hris Eewis and $udhir Iain, #anagerial :conomics, *erson (hirstopher Thomas and (harles #aurice, #anagerial :conomics, T#0 #an ar, &usiness :conomics, #c#illan *aul <eat and *hilip Koung, #anagerial :conomics, *earson

1.! BUSINESS MATHEMATICS AND ANALYTICS

OBJECTIVE The course facilities the students to develop and hone statistical s ills for managerial decision ma ing MODULE 1 #athematical basis for managerial decision ma ing, #atrices, ,unctions linear, %uadratic exponential applications, "ifferentiation, #axima D #inima :mphasis on cost and revenue functions, ,undamentals of integration, )atio and *roportion. MODULE 2 &usiness $tatistics and scope, !pplication of $tatistics in #anagerial "ecisions ma ing, "efinition of $tatistics, #easures of (entral tendency, dispersion, $ ew ness D <urtosis -interpretation and business applications. MODULE 3 *robability Theory-meaning and importance, Theorems of probability, conditional probability, joint probability, &ayeGs Theorem, )andom variable, expectation and variance of random variable, *robability distributions-binomial, *oisson, normal and exponential with business application MODULE
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"ecision Theory, "ecision Tree, "ecision ma ing under certainty, uncertainty and ris , &ayesian approach MODULE ! $ampling, sampling distributions, Introduction to central limit theorem :stimation, confidence interval, 0ypothesis testing -basic concept, 0ypotheses testing for mean and proportions for small and large samples, !='A! '=: B!K !=" TB' B!K, ='= parametric tests, (hi s%uare, sign test, run test, median test ran sum test, <rus al Bal usm <.$ test, #ann Bhitney test. MODULE % Index =umbers construction and application, Tests of consistency, (orrelation analysis, #ethods of correlation analysis, Eag and lead in correlation, #ultiple (orrelation, )egression analysis Einear and multiple regression, Introduction to regression model building via $*$$, Introduction to time series- secular trend and applications BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. #ittal, $athyaprasad and *radeep )ao, #athematics and $tatistics for #anagement, 0*0 !zel and $ounderpandian, (omplete &usiness $tatistics, T#0 I< $harma, &usiness $tatistics, *earson )$ &hardwaj, #athematics for :conomics and &usiness, :& )* 0ooda, $tatistics for &usiness and :conomics, #c#illan +( &eri, &usiness $tatistics, T#0 &) "ey, #anagerial $tatistics, #c#illan

1.% IN$ORMATION TECHNOLOGY $OR BUSINESS

OBJECTIVES+ The primary objective of this course is to familiarize the student with basic concepts of information technology and their applications to business processes and decision ma ing.
COMPUTER HARD'ARE AND SO$T'ARE+ !pplication and $ystems $oftware, introduction to *rogramming and their (lassification. IN$ORMATION SYSTEMS AND STRATEGIC IMPLICATIONS "ata information systems, difference between data and information, information system activities and resources, system approaches, organizational sub-systems, support system, systems applications in strategy building. $UNCTIONAL AND ENTERPRISE SYSTEMS+ #anagement Information $ystems, Types of 'perating $ystems H functional and cross functional system, organizational sub systems Transaction *rocessing Information $ystems, !ccounting and ,inance $ystems, #ar eting and $ales $ystems, *roduction and 'peration #anagement $ystems, 0uman )esources #anagement $ystems, e-()#, $(#, <#$, :)* and &*). INTRODUCTION TO E-BUSINESS+ :lectronic &usiness, :lectronic (ommerce, :lectronic (ommerce #odels, Types of :lectronic (ommerce, Aalue (hains in :lectronic (ommerce, :(ommerce in India. Internet, Borld Bide Beb, Internet !rchitectures, Internet !pplications, Beb &ased Tools for :lectronic (ommerce, Intranet, (omposition of Intranet, &usiness !pplications on Intranet, :xtranets. :lectronic "ata Interchange - (omponents of :lectronic "ata Interchange and :lectronic "ata Interchange (ommunication *rocess.
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DATA AND SYSTEMS INTER$ACE "atabase #anagement $ystems, $ystems !nalysis and "esign DECISION SUPPORT SYSTEM "$$ and :$, $oftware for "ecision $upport, +roup "ecisions ma ing, :nterprise wide computing, object oriented analysis and design ETHICAL AND SECURITY ISSUES IN IN$ORMATION TECHNOLOGY =eed for security, security techni%ues H firewalls, encrypting, cyber terrorism and other measures preventing misuse of IT. PRACTICAL @ #$ 'ffice, :xcel, *ower*oint, $*$$.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. )alph $tiar and +eorge )eynolds, ,undamentals of Information technology, Thomson Introduction to Information Technology, *earson Billiams and $awyer, Information Technology, T#0 (arroll ,renzel and Iohn ,renzel, #anagement Information Technology, Thomson Banan Iawade ar, #anagement Information $ystems, T#0 !sho !rora and ! shya &hatia, #anagement Information systems, :& #ahadeo Iaiswal and #oni a #ital, #anagement Information $ystem, 'xford

1.7 BUSINESS PERSPECTIVES

OBJECTIVES+ The course aims to provide basic concepts and nowledge with regard to a business enterprise and its various functional areas. MODULE - I Introduction@ (oncept, =ature and $cope of &usiness; forms of business enterprise (oncept of business as a system; &usiness and :nvironment Interface; &usiness objectives; &usiness :thics and Aalues; (ode of (onduct and (orporate +overnance. MODULE -2 <ey indicators of economic perspectives; +ross "omestic product, sectoral shares, agricultural output, electricity generation, rate of inflation, money supply, foreign trade, forex reserves, exchange rates, economic infrastructure, social indicators. MODULE 3 Industrial and regulatory perspective of business@ )egulatory role of government impact of political environment on businessHindustrial policy and performance Hpublic sector H privatization Hgovernment and business interface Htrends industrial production , industrial diversification H $#:s policy and development H incentives for $$Is, Industrial $ic ness, )ole of &I,) and status of entrepreneurship India MODULE $ocial and technological perspectives@ $ocial responsibilities of business, environmental cost audit HTechnology policy technology transfer, energy recourse management, )D"
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environment, incentives for technological research, information system for technology development. MODULE ! #onetary and fiscal perceptives@ #onetary policy, impact on business, Instruments of monetary policy, fiscal policy, union budget, state budget, finances of union and state and finance commissions. MODULE % +lobal environment@ #eaning and levels of globalization, factors influencing globalization, effected of globalization, concept of #=(s and T=(s- International business salient features of exim policy, international business ris , recent growth trends in major industrial segments.
BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. $uresh &edi, &usiness :nvironment, :& ,rancis (herunilam, &usiness environment, 0*0 $aleem, &usiness :nvironment, *earson Iustin *aul, &usiness :nvironment, T#0 )aj !garwal, &usiness :nvironment, :& !dhi ary, +lobal &uisness #anagement, #c#illan *alle <rishna )ao, BT', :&

SECOND SEMESTER ? CORE SUBJECTS TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. 700

PAPER
3.1 3.3 3.7 3.4 3.3.8 3.>

SUBJECT )esearch #ethodology D Technical Briting ,inancial #anagement *roduction and 'perations #anagement 0uman )esource #anagement #ar eting #anagement
Fuantitative #ethods D 'perations )esearch

CREDIT 8.. 8.. 8.. 8.. 8.. 8.. 8.. 2.0

I.A 333333317!

U. E >>>>>>>!2!

Eegal !spects of &usiness TOTAL

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2.1 RESEARCH METHODOLOGY @ TECHNICAL 'RITING

OBJECTIVES+ The objective of this course is to develop the research s ills of students in investigating the research problems with a view to arrive at objective findings, interpretation of data and conclusions of their investigation in the form of systematic reports. They are also expected to learn basic statistical tools of analysis to sharper their research studies. MODULE 1 #eaning and significance of )esearch in #anagement, "ifferent !pproaches to research H $cientific method and non scientific #ethods, Types of research H 0istorical studies, case studies, survey and experimental studies, criteria for good research, the manager and researcher relationship. MODULE 2 ,ormulation of research problem, "efining research problem, +enerating research hypothesis, )esearch process, )esearch "esign, (lassification of research designs, =eed for )esearch design, ,eatures of good research design, )esearch proposal MODULE 3 $ampling Techni%ues, $teps in sampling, Types of sample "esign H probability and =on *robability sampling designs, size of sample, sampling errors, concept of #easurement and scaling, $caling techni%ues, characteristics of sound measurement. MODULE $ources of data H primary vs. secondary data, sources of primary data H observation, Interview methods, survey method, %uestionnaire construction and design. MODULE ! *rocessing of )esearch data H :diting, coding, classification and Tabulation. MODULE % 0ypothesis testing H =ull and alternate hypothesis, level of significance, one and two sample tests, #easures of central tendency, #easures of variation, #easures of "ispersion and s ewness, Test of randomness, correlation and )egression analysis, !='A!, "iscriminate !nalysis, cluster !nalysis, "ata !nalysis by software pac ages.
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MODULE 7 Technical )eport writing, Types of reports objectives and function of report formal and informal, report writing process, target audience, pre-research proposals, progress reports, final reports, guidelines for effective writing, )esearch report format, *resentation of a report, *ersuasive nature of reports, )eports for "ecision #a ing, technical proposal, instructions manuals, precis writing and reporting committee findings.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. C. ') <rishnaswami D )angantham, #ethodology of )esearch, 0*0 "onald (ooper and *amela $chindler, &usiness )esearch #ethods, T#0 "ipa <umar &hattacharyya, )esearch #ethodology, :& <= <rishnaswamy, $iva umar and #athirajan, #anagement )esearch #ethodology, *earson Biilam Mi mund, &usiness research #ethods, Thomson *anneerselvam, )esearch #ethodology, *0I "aniel )iordan and $teven *auley, Technical )eport Briting Today, &iztantra !lan &ryman and :mma &ell, &usiness )esearch #ethods, 'xford Billiam Trochim, )esearch #ethods, &iztantra

2.2 $INANCIAL MANAGEMENT

'&I:(TIA:@ To provide a strong conceptual foundation for corporate finance and an overview of the global and Indian context.

MODULE ? 1+ INTRODUCTION TO $INANCIAL MANAGEMENT+ $cope, 'bjectives, ,unctions, )ole of ,inancial #anager, Interface of ,inancial #anagement with other functional areas, the financial environment@ #ar ets and Institutions. MODULE ? 2+ $UNDAMENTAL CONCEPTS IN $INANCIAL MANAGEMENT+ )is and )eturn trade off, )is in a portfolio context, #easuring portfolio )is , (apital !sset pricing model, Time value of money, Aaluations of bonds and stoc s. MODULE ? 3+ INVESTMENT DECISIONS+ =ature and importance of capital budgetary process, &asic principles in estimating costs and benefits of investments, !ppraisal criteria H pay bac period, !verage rate of return, =et present value, &enefit cost ratio, Internal rate of return, )is analysis in capital budgeting. MODULE ? + COST O$ CAPITAL AND SOURCES O$ $INANCE+ (ost of debt, (ost of :%uity and reserves, (ost of preferred stoc , weighted average cost of capital, ,actors affecting cost of capital. Eong term financing@ shares, "ebentures, Barrants, Term loans, Eease financing, 0ybrid financing, Aenture capital financing. MODULE ? !+ CAPITAL STRUCTURE+ Introduction, ,actors affecting capital structure, ,eatures of an optimal capital structure, (apital structure theories@ =et income approach, =et operating income approach, #iller #odigliani propositions I and II, Eeverages@ 'perating, ,inancial and (ombined, Eeverage and firm value. MODULE ? %+
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DIVIDEND POLICY+ Introduction, "ividend decisions and valuation of firms, "eterminants of dividend policy, "ividend theories H relevance and irrelevance@ Balter, +arden and # # 0ypothesis, &onus issues, stoc split, &uy bac of shares, Tax issues. MODULE ? 7+ 'OR#ING CAPITAL MANAGEMENT AND $INANCING+ #eaning, Importance, (oncepts at wor ing capital, "eterminants, #anaging various components of wor ing capital, Tools for analysis and managing wor ing capital, (redit management.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. *rasanna (handra, ,inancial #anagement, T#0 <han and Iain, &asic ,inancial #anagement, T#0 Iames Aan 0orne and Iohn Bachowicz, ,inancial #anagement, *earson &righam D 0ouston, ,undamentals of ,inancial #anagement, Thomson *aresh * $hah, ,inancial #anagement, &iztantra !sho &anerjee, ,inancial #anagement, :& *rasanna (handra, ,undamentals ,inancial #anagement, T#0 Iohn Bild, $ubramanyam D )obert 0alsey, ,inancial $tatement !nalysis, T#0

2.3 PRODUCTION AND OPERATIONS MANAGEMENT

OBJECTIVES To familiarize the concepts of production and operations management systems and to appraise customer expectations of %uality and relationships and to update and Technologies to meet global competition and to understand functions of interrelation departments and decisions involved therein for effective operations management. OPERATIONS MANAGEMENT *lant Eocation (riteria, *lant Eayout Types@ *roduct, *rocess, (ell Eayout, ,ixed $tation, #erits D "emerits@ Aolume H Aariety relationship, #odern *ractices of *roduction #anagement, Eine &alancing, "esired 'utput, Eimited )esources, *roduct "esign (riteria, Bor $tudy, #ethod $tudy, Bor #easurement, Aarious Techni%ues of #ethod $tudy and Bor #easurement 2 *roblems. ,UALITY MANAGEMENT Inspection A6$ Fuality@ $even $tages of Fuality, I$' C... D I$' 14..., $even Tools of Fuality (ircles, *areto (hart, (ause and :ffect "iagram, 0istogram, $tratification, $catter "iagram, (ontrol (harts, (hec $heets, (oncept of Total Fuality #anagement 2 *roblems, :xcellence in all $ubsystem Eeading to 'rganisational :xcellence, Introduction to $IJ $I+#!, F," and ,#:! D *'<!K'<:, Aender "evelopment and Aender Fuality )ating, (ases H 0ow to improve %uality. MAINTENANCE MANAGEMENT "ifferent Types of #aintenance@ &rea down, *reventive, *redictive, condition #aintaining, Total *roductive #aintenance 9T*#;, (oncept of ':: 9'verall :%uipment :ffectiveness; 2 *roblem, (oncept of N-$L 0ouse <eeping. PLANNING #aterial )e%uirement *lanning 9#)*;, :nterprise )esource *lanning 9:)*;, *roduction *lanning and (ontrol, #aster *roduction $cheduling, Kearly *lanning H to Fuarterly- to #onthly H to Bee ly H to "aily, (apacity *lanning and !ssessment, Eine of &alance, (ost (ontrol A6$ (ost )eduction, (oncept of Aalue :ngineering. MATERIAL MANAGEMENT Inventory #anagement@ )#( Inventory, !&( !nalysis, IIT, Eead-time #anagement, *areto *rinciples. BI*@ Eean #anufacturing, Eine &alancing, $*(. ,+$@ *ush A6$ *ull $ystem,
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!dvantages of *ull $ystem. $pares@ :'F D &rea even !nalysis to )educe Total Inventory (ost, $upply (hain #anagement D Eogistics #anagement H Introduction. MANU$ACTURING TECHNOLOGY (I# 6 (!" Introduction, !utomation, (oncept of $pecial *urpose #6( 9$*#Gs;, "esigning *roduction $ystems at $hop ,loor, Bor Instructions, $tandard 'perating *rocedure, #onitoring *roductivity #easurements, *roductivity, Fuality, &rea downs D etc., BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. $= (hary, *roduction and 'perations #anagement, T#0 5pendra <achru, *roductions and 'perations #anagement, :& (hunawalla and *atel, *roductions and 'perations #anagement, 0*0 #artin < $tarr, *roduction and 'perations #anagement, &iztantra #ahadevan, *roduction and 'perations #anagement, *earson <ansih a &edi, *roductions and 'perations #anagement, 'xford Billiam $tevenson, 'perations #anagement, T#0 =orman +aither and +reg ,razier, 'perations #anagement, Thomson

2. HUMAN RESOURCES MANAGEMENT

OBJECTIVES To prepare the students to understand the changing environment and its implication for managing the 0uman )esources to achieve the competitive advantage and corporate excellence. To ma e the students to understand the lin ages between corporate vision mission strategies policies and human resources management. To help the students to understand the intricacies o 0uman )esources management and ac%uire s ills in effectively managing human resources in whatever functional areas of management they would be engaged MODULE 1 :nvironmental context@ =ew economic policy and changing business, technological, socio-economic and political, legal environment structural reforms their implication for 0)# in India; response of the management, wor ers and unions to structural adjustment. MODULE 2 The *aradigm shifts in people #anagement, :mergence of 0uman )esource #anagement as a distinct model of people management; 5nion and non union 0)# (omparison of conventions models and 0)# #'":E; I$ 0)# possible in India Aarious obstacles to its implementation, concept of learning organization and nowledge management. MODULE 3
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(oncept of 0uman )esource #anagement@ #eaning, objectives, scope and functions@ *erspectives of 0uman )esource #anagement; lin ing corporate strategies and policies with 0uman )esources #anagement. MODULE 0uman )esource *lanning@ (oncept of 0uman )esource *lanning meaning objectives scope corporate planning and human resource planning process methods and techni%ues of human resource planning human resource information system MODULE ! )esourcing and recruitment, selection and socialization; legal and social constraints on employment MODULE % 0uman resources development@ (oncept, meaning, objectives, training and development programmes, human resources development for managers and wor ers, 0)" movement in India H 0)" or 0)# for total %uality management, 0)" experiences of different companies. MODULE 7 *erformance management and appraisal@ (oncept, objectives, philosophy and process, performance appraisal systems, performance coaching and counseling, performance management for team and team appraisal, career planning and management, promotion and transfers. MODULE ( (ompensation6rewards system@ $ignificance of reward system in business organization, compensation systems, the dilemma of practice, systems of promoting e%uity compensation6rewards, dearness allowance, employee benefits, bonus, laws on wages, bonus and social security, managerial compensation. MODULE ) Eabour management relations@ 'bjectives and theories of industrial relations, law on industrial relations, characteristic features of industrial relations in India, state and industrial relations, labour and industrial relations policy, changing nature of industrial relations, collective bargaining-a method of managing employment relations, productivity bargaining. MODULE 10 Trade unions and trade unionism@ Theories of trade unions, trade union law, trade unionism in India, issues and problems, employees associations, managerial unionism BOO#S RECOMMENDED
1. 3. 7. 4. -. A$* )ao, 0uman )esource #anagement, :& Bayne , (ascio, #anaging 0uman )esources, T#0 ,isher, $choenfeldt and Iames $haw, 0uman )esource #anagement, &iztantra )aymond, Iohn, &arry and *atric , 0uman )esources #anagement, T#0 )obert #athis and Iohn Iac son, 0uman )esource #anagement, Thomson --

24

8. >. ?. C.

+ary "essler, 0uman )esource #anagement, *earson Iyothi and Aen atesh, 0uman )esource #anagement, 'xford !ngelo "e=isi and )ic y +riffin, 0uman resource #anagement, &iztantra Bayne #ondy and )obert =oe, 0uman )esource #anagement, *earson

2.! MAR#ETING MANAGEMENT

*resent to the students an insight into the basic concepts of mar eting, Impart an grasp on the crucial topics li e mar et segmentation, buyer behaviour, elements of mar eting and mar eting strategy and to develop in them application s ills towards managerial decision-ma ing based on theoretical nowledge. MODULE 1+ AN INTRODUCTION TO MAR#ETING AND ITS BASIC CONCEPTS #eaning and $cope of #ar eting, ,undamental #ar eting (oncepts, (ompany orientations towards the #ar etplace, #ar eting and customer value, $trategic *lanning, #ar eting plan, #ar eting in the Indian :conomy, implications. MODULE 2+ MAR#ETING TRENDS $canning the environment, mar eting intelligence and information system, #ar et research system, demand measurement and forecasting, data warehousing, data mining, changing consumption pattern of global consumer and Indian consumer. MODULE 3+ CUSTOMER CONCERNS &uilding and maximizing customer value, satisfaction and loyalty, constructing a customer database, analyzing consumer mar ets and ey psychological processes, the &uyer decision process and theories of consumer decision-ma ing, measuring customer satisfaction, customer relationship management customer profitability, customer e%uity, customer life time value, value chain MODULE + STP AND THE MAR#ETING MI* Identifying #ar et $egments and Targets, &rand *ositioning, (reating brand e%uity and &rand $trategy, *roduct and product mix decisions, management of product lines; *roduct Eife-(ycle mar eting strategies, *ricing strategies and programs, #anaging #ar eting channels, (ompetitors, #ar eting (ommunication, advertising and sales promotion, :vents and *ublic )elations. MODULE !+ NE' TRENDS "irect #ar eting, 'nline mar eting (hallenges, =etwor mar eting, Implications of +lobal mar eting, 9country-of origin effects, mar eting 'rganization;, (orporate social responsibility in #ar eting, :nvironmental concerns, internal mar eting, outsourcing, benchmar ing, supplier partnering, merging, flattening, focusing, accelerating, empowering D customer engagement

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MODULE %+ RURAL MAR#ETING )ural mar et environment, *roblems of )ural #ar eting, $cope, )ural #ar eting $trategies, echoupals.

BOO#S RECOMMENDED
1. 3. 7. 4. -. 8. >. ?. <otler D <oshy, #ar eting #anagement H ! $outh !sian *erspective, *earson, 3..>. )ajen $axena, #ar eting #anagement, 7rd :dition, T#0 $ Iayendran, #ar eting #anagement, :& !drian *almer, Introduction to #ar eting, 'xford Ioel ) :van and &arry &ervan, #ar eting, &iztantra (zin ota and <otabe, #ar eting #anagement, Thomson )amaswamy and =ama umari, #ar eting #anagement, #c#illan $.!. $herle ar, #ar eting #anagement, 0*0

2.% ,UANTITATIVE METHODS @ OPERATIONS RESEARCH

OBJECTIVES To introduce students to tools and techni%ues of ') and to e%uip them to ma e optimal managerial decisions. MODULE 1 Introduction to '), Importance of '), $cope of ') in business activities, 'ptimization concept, ') #odels@ Einear programming, Introduction to E*, *roblem formulation, product mix and various managerial applications and +raphical method of problem solving, !lternate solution of E*, "uality in E*, ,ormulation of dual problems, advantages, its economics interpretation, $ensitivity analysis only just to now no problems need be wor ed out and software pac ages to be used to solve E* models. TRANSPORTATION MODELS =ature and scope of transportation and allocation models, #ethods of allocation, different methods for finding initial solution H A!#, =-B (orner )ule, and other methods, degeneracy. ,inding optimal solution, Tests for optimality, Imbalance in total availability and total allocation H impossible shipments, !lternate methods of solutions, and maximization as objective $cope of transportation models. ASSIGNMENT PROBLEMS Traveling salesman problem, )ow #inimum, (olumn #inimum, Iteration, &alanced, 5nbalanced, Infeasible, #aximization. MODULE 2
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Fueuing theory 9waiting line;, $ingle server6$ingle Fueue, :ssential features of %ueuing system, $ingle Fueue, 'perating characteristics of %ueuing system, *robability distribution in %ueuing system, #ulti server, description of other %ueuing models 9only description; SE,UENCING PROBLEMS *rocessing OnO jobs through 3 machines, *rocessing PnG jobs through 7 machines, =o 3 jobs on PnG machines REPLACEMENT MODELS )eplacement of items deteriorating with time, )eplacement of items that fail completely, 9=o group replacement; MODULE 3 =etwor models, Introduction to *:)T, (*# techni%ues, =etwor components, precedence, events, activities, errors and dummies, (ritical path analysis, float, *robabilities in *:)T analysis, project time calculations, *roject crashing, time cost considerations 9=o resource leveling; MODULE Inventory models, #eaning and importance of inventory management, , :'F formula, economic lot size, *roblems based in :'F formula, Types of Inventory control methods MODULE ! Theory of games H introduction, two person zero - sum games, $addle point, "ominance theory, description of other models and their managerial application 9only description, no problems and =o +raphical method; SIMULATION Introduction to basic concepts, $imulation procedures, !pplication of simulation, critical evaluation of software and using customized software.
NOTE+ TEACHERS ARE ADVISED TO E*POSE STUDENTS TO VARIOUS SO$T'ARE PAC#AGES& 'HEREVER POSSIBLE.

BOO#S RECOMMENDED
1. I< $harma, Fuantitative Techni%ues, #c#illan 3. =" Aohra, Fuantitative Techni%ues in #anagement, T#0 7. !nderson, $weeney, Billiams, Fuantitative #ethods for &usiness, Thomson 4. I< $harma, 'perations )esearch, #c#illan --

27

-. &arry )ender, )alph $tair and #ichael 0anna, Fuantitative !nalysis, *earson 8. ,rederic 0illier and +erald Eieberman, 'perations )esearch, T#0 >. =atarajan, &alasubramani and Tamilarasi, 'perations )esearch, *earson

2.7 LEGAL ASPECT O$ BUSINESS

OBJECTIVES To e%uip students to have the glimpses of various business legislations in the global environment and to ma e students understand legislations and enabling them to assert their rights emerging out business at the same time nowing the compliance of legal re%uirements of business transactions. MODULE+ 1 Introduction - 'verview of &usiness laws in India - sources of business law. The constitution of India with special reference to economic principles enshrined in the constitution, !rticle 348 read with $chedule > of Indian (onstitution. 9BUSINESS RELATED MATTERS ONLY; MODULE+ 2 THE IN$ORMATION TECHNOLOGY ACT& 2000 @ $ignificance of :- (ommerce and :governance, paperless society importance terms in IT !ct, digital signature, certifying authority, computer resources, cyber crimes, offences and penalties. THE COMPETITION ACT& 2002+ $alient features covering essentials of competition, components of competition act, competition commission of India, offences and penalties. THE RIGHT TO IN$ORMATION ACT& 200! @ &ac ground, salient features covering important terms in the act, powers and functions information officers, transparency, rights of the citizens to get information of the *ublic !uthority 9(entral and $tate +overnment;, offences and penalties under the !ct. MODULE+ 3 THE CONTRACT ACT& 1(72@ $alient features covering essentials of (ontract, offer, acceptance, consideration, contingent (ontracts. $alient features of sale of goods act 1C7.

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THE CONSUMER PROTECTION ACT& 1)(% @ )ights of the (onsumer, "efects and deficiency, services included under the act, district forums, state commission, national commission, treatment of complaints of goods and services. MODULE+ THE INDIAN PATENT ACT& 1)70 @ 200 @ *atent, patentee, Inventions and =oninventions, :#), grant of patent, opposition to patent, surrender of patent, infringement of patent, BT' and patent rules, decided cases on &asumathi )ice, Turmeric, Tomato and *harma products. $OREIGN E*CHANGE MANAGEMENT ACT& 1))) @ "efinition of ,oreign :xchange, money changer, rules regarding ownership of immovable property, money laundering, hawala transaction, directorate of enforcement, penalties and offences. MODULE+ ! INDIAN COMPANIES ACT& 1)!%@ meaning of company, types of company, memorandum of !ssociation, articles of association, I*', boo building, difference between private and public company, different inds of meeting, agenda, %uorum, resolutions, winding up of the companies. MODULE+ % 'OMEN AND HUMAN RIGHTS AT 'OR#-PLACE @ +ender :%uality, harassment of women in organisation, types, fundamentals rights, nature of human rights, =0)(, 5= protocol on 0uman )ights, Iob reservation in private sectors, discrimination, whistle blowing, prons and cons, $upreme (ourt on protecting women rights at wor place. ENVIRONMENT PROTECTION ACT& 1)(% @ concepts of environment, environment pollution, environment pollutants, hazardous substance, occupier, types of pollution, global warning, causes for ozone layer depletion, remedies, powers and rules of central government to protect and promote environment in India. BOO#S RECOMMENDED
1. $.$. +ulsan, &usiness Eaw, 7rd :dition, :& 3. ! hileshwar *atha , Eegal !spects of &usiness, 3nd edition, T#0 7. <.). &ulchandani, &usiness Eaw for #anagement, 4 th edition, 0*0. 4. *rof. 9(mde; *.<. +oel, &usiness Eaw for #anagers, &iztantra -. ( E &ansal, &usiness and (orporate Eaws, :& 8. *. $arvanvel and $. $umathi, &usiness Eaw for #anagement, 0*0.

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THIRD SEMESTER ? CORE SUBJECTS @ SPECIALISATIONS PAPER

7.1 7.3 7.7 7.4 7.7.8 7.>

SUBJECT :ntrepreneurship "evelopment &usiness :thics D (orporate +overnance :lectives 1 from specialisation :lectives 3 from specialisation :lectives 7 from specialisation :lectives 4 from specialisation :lectives - from specialisation Internship )eport and Aiva-Aoce TOTAL

CREDIT 8.. 8.. 8.. 8.. 8.. 8.. 8.. 7.. 2.0

I.A 333333317!

U. E >>>>>>>!2!

TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. -. 7!0

III SEMESTER COMPULSORY PAPERS 7.1 :=T):*):=:5)$0I* !=" =:B A:=T5): ():!TI'= 7.3 &5$I=:$$ :T0I($ !=" (')*')!T: +'A:)=!=(:

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3.1 - ENTREPRENEURSHIP AND NE' VENTURE CREATION O5A-;8/.-0+ To make students to understand the different dimensions of entrepreneurship. To inculcate the spirit of entrepreneurship in students and make them job creators instead of job seekers To develop the skills required to prepare a Business Plan M=163- 1 THE NATURE AND IMPORTANCE O$ ENTREPRENEURS 9<0 =ature and "evelopment of :ntrepreneurship, "efinition of :ntrepreneur Today, :ntrepreneurial "ecision *rocess, )ole of :ntrepreneurship in :conomic "evelopment, Intrapreneurship, :ntrepreneurship, :ntrepreneurial (areers and :ducation, The ,uture of :ntrepreneurship M=163- 2 THE ENTREPRENEURIAL AND INTRAPRENEURIAL MIND % 9<0 The :ntrepreneurial *rocess, Identify and :valuate the 'pportunity, "evelop a &usiness *lan, "etermine the )esources )e%uired, #anage the :nterprise, #anagerial versus :ntrepreneurial "ecision #a ing, (auses for Interest in Intrapreneurship, (orporate versus Intrapreneurial (ulture, - (limate for Intrapreneurship, Intrapreneurial. Eeadership (haracteristics, :stablishing in the 'rganization, factors affecting entrepreneurship Q %ualities of successful entrepreneurship. M=163- 3 SMALL @ MEDIUM ENTERPRISES (SME) 9<0 )ole of $#:, concept and definitions of $#:, government policy and $#: in India, growth and performance of $#: sector, problems for $#:s, $ic ness in $#:, criteria to identity sic ness, causes, symptoms and remedial measures of sic ness, institutional support for $#:s. M=163- STARTING THE BUSINESS - BUSINESS IDEA @ INNOVATION ( 9<0 &usiness idea, 'pportunity )ecognition , *roduct *lanning and "evelopment *rocess, :stablishing :valuation (riteria, Idea $tage, (oncept $tage *roduct $tage, Test #ar eting $tage, (reativity, Innovation and entrepreneurship, barriers to creativity, techni%ues for improving the creative process, corporate entrepreneurship, causes, climate, intrapreneurial leadership characteristics, :stablishing intrapreneurship in the organization M=163- ! LEGAL ISSUES $OR THE ENTREPRENEUR 9<0 Aarious forms of organization, Eegal Issues in $etting up the 'rganization, The various statutory registrations and clearances re%uired.
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M=163- % PROJECT PREPARATION AND APPRAISAL % 9<0 *roject *reparation, feasibility and evaluation, what is the &usiness *lanR Aarious types of business plans, ,ormat of business plan, Briting of business plan, 5sing and Implementing the &usiness *lan, #easuring *lan *rogress, 5pdating the *lan, Bhy $ome &usiness *lans ,ail, "ifferent sections of the business plan - The mar eting plan, The organization plan, The financial plan M=163- 7 $INANCING THE NE' VENTURE % 9<0 $ources of capital - !n 'verview, "ebt or :%uity ,inancing, Internal or :xternal ,unds, ,unding from &an s and ,inancial institutions, +overnmental and "evelopmental $ources, Aarious schemes, Types of Eoans, *rocedure, *rivate *lacement, Types of Investors, *rivate 'fferings, &ootstrap ,inancing, Aenture (apital , =ature of Aenture (apital, !pproaching, presenting and obtaining the funds, ,"I M=163- ( MANAGING 4B1 GRO'ING THE NE' VENTURE ( 9<0 )is )eduction $trategies for =ew :ntry :xploitation, #ar et $cope $trategy, Imitation $trategies, and +rowth $trategies@ Bhere to Eoo for +rowth 'pportunities, *enetration $trategies, #ar et "evelopment $trategies, *roduct "evelopment $trategies, "iversification $trategies, turnaround strategies. M=163- ) CORPORATE VENTURING 1 9<0 The necessity of (orporate Aenturing, Aarious #isconceptions, (reating the )ight :nvironment, ,ormalizing the Aision for The Aenture, Aalidating the Aenture (oncept, The !lpha $tage@ The $hift from *lanning to *roduct (reation, &uilding the *rototype of the &usiness, Testing the Baters, The &eta Eaunch, ,rom (orporate Aenture to &usiness, #ar et (alibration and :xpansion, (apturing $trategic Aalue REFERENCE BOO#S: 1. #.lall, :ntrepreneurship, :xcel boo s 3. Aasant "esai @- "ynamics of :ntrepreneurial "evelopment and #anagement0*0 7. 0isrich, robert d., peters, michael p., and shephered, dean a@ entrepreneurship, tata mcgraw-hill; sixth edition, 3..> 4. #athew I #animala @- :ntrepreneurship at the (rossroads - &iztantra -. #ohanty H ,undamentals of :ntrepreneurship, *rentice 0all of India 8. Mimmerer D $carborough H :ssentials of :ntrepreneurship D $mall &usiness #anagement, *rentice 0all of India
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3.2

BUSINESS ETHICS AND CORPORATE GOVERNANCE

'&I:(TIA:@ To enable students to critically examine ethical dilemmas and to understand the importance of governance mechanisms in a globalized economy. M=163- 1 AN OVERVIE' O$ BUSINESS ETHICS 10 9<0 "efinition and =ature of &usiness ethics, =eed and benefit of business ethics, 0istory of the development of business ethics, !rguments for and against business ethics, :conomic issues, (ompetitive issues, Eegal and )egulatory *hilanthropic issues, ,ramewor for ethical decision ma ing H Individual factors, organizational factors, (orporate +overnance Q a dimension of ethical ma ing, M=163- 2 INDIVIDUAL @ ORGANISATIONAL $ACTORS 10 9<0 #oral philosophy Q definition and different perspectives, Teleology and "eontology, The relativist perspective, Airtue ethics, Iustice and ,airness, The of care, Integration of the various perspectives, (ognitive moral development, #oral reasoning, The role of (orporate (ulture and Eeadership, structure and business ethics, Interpersonal relationships in organization, The role of opportunity and conflict, M=163- 3 E*TERNAL CONTE*T 10 9<0 E;=3=C2@ The dimensions of pollution and resource depletion, the ethics of control, the ethics of conserving depletable resources. (onsumers@ -#ar ets and consumer *rotection, The due care theory, the social costs view of duties, !dvertising :thics, (onsumer *rivacy M=163- INTERNAL CONTE*T D EMPLOYEE 10 9<0 Iob discrimination Q its nature and extent, "iscrimination Q utility, rights and justice, !ffirmative action, +ender issues, The employeeGs obligation to the firm, Thee firms duties to the employees, The employee )ights, =eed for organizational ethics program, (ode of (onduct :thics training and communication, systems to #onitor and enforce ethical standards, The ethics audit, M=163- ! BUSINESS ETHICS IN A GLOBAL ECONOMY 10 9<0 :thical perceptions and international business, +lobal values, the multinational corporation and various ethical issues, cross cultural, cross religion D cross racial issues. M=163- % CORPORATE GOVERNANCE 10 9<0 #eaning, !ccountability issues, current context of (+ in India, &oard objectives and strategies, role of independent directors, board structure, performance evaluation of board, training and development of directors. !ccounting standards D accounting disclosures. REFERENCE BOOKS:
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1. 3. 7. 4. -. 8. >. ?.

0artman, Eaura *; *erspectives In &usiness :thics; #cgraw-0ill (.A. &axi, (orporate +overnance, :xcel &oo s. ' ( ,errell-&usiness ethics-&iztantra. *.$.&ajaj,)aj !garawal @-&usiness :thics &iztrantra $teiner !nd $teiner; +overnment !nd $ociety; #cgraw-0ill Aelas%uez H &usiness :thics@ (oncepts D (ases, *rentice 0all 'f India *rasad H (orporate +overnance, *rentice 0all 'f India +opalaswamy H (orporate +overnance, =ew !ge International 9*; Etd.,

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IV SEMESTER COMPULSORY PAPERS 4.1 $T)!T:+I( #!=!+:#:=T 4.3 I=T:)=!TI'=!E &5$I=:$$

$OURTH SEMESTER ? CORE SUBJECTS @ SPECIALISATIONS PAPER

4.1 4.3 4.7 4.4 4.4.8 4.>

SUBJECT $trategic #anagement International &usiness :lectives 1 from specialisation :lectives 3 from specialisation :lectives 7 from specialisation :lectives 4 from specialisation :lectives - from specialisation "issertation "issertation Aiva-Aoce TOTAL

CREDIT 8.. 8.. 8.. 8.. 8.. 8.. 8.. 13.. ... 2.0

I.A 333333322!

U. E >>>>>>>!2!

TOTAL MAR#S 1.. 1.. 1.. 1.. 1.. 1.. 1.. 3.. -. )!0

.1

STRATEGIC MANAGEMENT

'&I:(TIA:@ To integrate the functional areas of management and to enable understand business from a strategy formulation and implementation perspective.

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M=163- 1 CONCEPT O$ STRATEGY @ % 9<0 "efining strategy, Eevels at which strategy operates, $trategic "ecision #a ing and !pproaches to $trategic "ecision ma ing, #ission and *urpose, 'bjectives and +oals, $trategic &usiness 5nits, (orporate *lanning *rocess M=163- 2 ENVIRONMENT ANALYSIS AND DIAGNOSIS ( 9<0 (oncept of :nvironment and its components, :nvironment scanning and appraisal, organizational appraisal, $trategic advantage analysis and diagnosis, $B'T analysis M=163- 3 STRATEGY $ORMULATION @ CHOICE O$ ALTERNATIVES 12 9<0 $trategies Q #odernization, "iversification, Integration, #erger, Ta e-over and Ioint Aenture strategies, Turnaround -- divestment and Ei%uidation strategies, of $trategic (hoice Q Industry, competitor and $B'T analysis; $ynergy and "ysergy, +!* !nalysis; *orterGs ,ive forces #odel of competition; #c inseyGs >Gs framewor ; +:-C (ell #odel, &ostanGs (onsultancy #odel, "istinctive competitiveness; $election of matrix, ,actors affecting $trategic (hoice Q (ost, Eeadership, "ifferentiation focus, value chain analysis, bench mar ing, service blue printing. M=163- STRATEGY IMPLEMENTATION 10 9<0 Inter-relationship between formulation and implementation; Issues in strategy implementation, )esource !llocation, &udgets, 'rganization structure, #atching and strategy, &ehavioural Issues Q Eeadership styles, (orporate culture and values power, $ocial )esponsibilities Q :thics, &uilding capable organization; ,unctional Issues Q ,inancial, #ar eting, 'perations and *ersonnel *lans an *olicies M=163- ! STRATEGY AND STRUCTURE ( 9<0 $tructural (onsiderations, $tructure for strategies, 'rganizational design and change. M=163- % STRATEGY EVALUATION ( 9<0 Importance, $ymptoms of malfunctioning of strategy, 'verview of strategic control, techni%ues of strategic evaluation and control, (ontrol, Tailoring strategy to fit specific industry and company situation, strategy and competitive advantage in diversified agencies, :valuating the strategies of diversified agencies. M=163- 7 CONTEMPORARY ISSUES ( 9<0 $trategies for competing in globalizing mar ets, =ew &usiness #odels and strategic for Internet :conomy, technology and innovation, entrepreneurial ventures and strategies for $#:, strategic issues in =on-profit organizations. RE$ERENCE BOO#S+ 1. 5 <achru, $trategic #anagement, :xcel &oo s 3. 0itt, Ireland !nd 0os isson; $trategic #anagement; Thompson
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7. 4. -. 8. >.

0ill !nd Iones; $trategic #anagement; &iztantra =. &alwani, $trategic #anagement D &usiness *olicy, :xcel &oo s Thomson !nd $tric land; $trategic #anagement; #cgraw-0ill "avid H $trategic #anagement H (oncepts !nd (ases, *rentice 0all 'f India $rinivasan, $trategic #anagement H Indian (ontext, *rentice 0all 'f India

.2 INTERNATIONAL BUSINESS
'&I:(TIA:@ To facilitate an understanding of International &usiness in a multi-polar, multi-cultural world; to examine the critical factors for success in different countries.

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M=163- 1 INTRODUCTION 10 9<0 "efinition Q Trade and Investment flow Q International trade- theories of international trade -:conomic theories Q forms of international business M=163- 2 INTERNATIONAL BUSINESS ENVIRONMENT 10 9<0 +lobalization of business Q BT' and trade liberalization Q emerging issues Q implications for India Q )egional Trade &loc s Q Inter Q regional trade among regional groups. M=163- 3 GLOBAL BUSINESS STRATEGIC MANAGEMENT 12 9<0 $tructural design of #=:Gs Q $trategic planning Q $trategic considerations- =ational A$ +lobal competitiveness. M=163- E*IM TRADE . 12 9<0 :xport trade, procedure, steps and documentation direction of IndiaGs trade, :xport financing Q document related to export trade Q :xport mar eting QImport trade, procedure and steps documentations and problems, :JI# policy, &alance of payment. Institutions connected with :JI# trade. M=163- ! CONTROL @ EVALUATION O$ INTERNATIONAL BUSINESS 10 9<0 (ontrol #=:Gs Q approaches to control Q the role of information systems Q performance measurement Q mechanics of measurement Q various, performance indicatorsQ:valuation and :valuation systems M=163- % CON$LICT IN INTERNATIONAL BUSINESS @ NEGOTIATIONS % 9<0 ,actors causing conflict Q (onflict resolution actions Q the role of negotiations in international business Q the role of international agencies in conflict resolution. REFERENCE BOOKS: 1. ,rancis (herunilam; International &usiness, *rentice 0all 'f India 3. 0ill; International &usiness; #cgraw-0ill 7. $hu la, International &usiness, :xcel &oo s 4. ,rancis (herunilam- International &usiness :nvironment H 0*0 -. $.=.(harry @- :lements of International &usiness, &iztrantra 8. 0arrison :t !l; International &usiness; 'xford >. "aneils :t !l; International &usiness; *earson ?. 0odgetts !nd Euthans; International #anagement; #cgraw-0ill C. $undaram D &alc , International &usiness :nvironment, *rentice 0all 'f India

MAR#ETING ELECTIVE PAPERS

III SEMESTER
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#l

&5$I=:$$ #!)<:TI=+

#3 $:)AI(:$ #!)<:TI=+ #7 $!E:$ !=" #!)<:TI=+ (0!==:E #!=!+:#:=T

IV SEMESTER #4 )5)!E !=" !+)I(5ET5)!E #!)<:TI=+ #- ):T!IEI=+ #!=!+:#:=T #8 !"A:)TI$I=+ !=" I=T:+)!T:" &)!=" #!=!+:#:=T

M1 - BUSINESS MAR#ETING
C=6<0- =5A-;8/.The subject is designed to give insights to the students about the applications of marketing concepts in business to business marketing scenario as it is different from consumer marketing due to some inherent characters. As industrial or business
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marketing is emerging as one of the major employment provider, the subject needs a special attention. M=163- 1 BUSINESS MAR#ETING PERSPECTIVE 1 9<0 5nderstanding of the concept of &usiness mar eting in contrast with the consumer mar eting, (haracteristics of &usiness #ar eting, nature of industrial goods and services, (lassification of Industrial products. (lassification of Industrial customerscommercial enterprises, government, institutions. 5ni%ue characteristics of each type of industrial customers. #ar eting strategies for each of industrial customer categories, #ar et segmentation and &3& #ar eting. M=163- 2 DIMENSIONS O$ BUSINESS MAR#ETING 1 9<0 Bhat is Industrial6&usiness #ar eting; "ifference between &usiness and (onsumer #ar eting; =ature of "emand in Industrial #ar ets, Types of 'rganizational customer; (lassifications and characteristics of Industrial *roducts, *urchasing 'rientations and *ractices of &usiness (ustomers; :nvironmental !nalysis in Industrial6 &usiness #ar eting. M=163- 3 MANAGEMENT O$ MAR#ETING CHANNELS 10 9<0 &usiness mar eting channels, participants in the business mar eting channel design, channel administration, types of resellers, and selecting channel members, motivating channel members, channel member performance M=163BUSINESS ADVERTISING& SALES PROMOTION @ PUBLIC RELATIONS 12 9<0 The role of advertising in &usiness mar eting, managing &-& advertising, publicity, internet based mar eting communications, measuring advertising effectiveness, advertising budgets, sales promotion, tradeshows, )ole of personal selling in business mar eting, sales force organization, recruitment, selection, training, motivation, compensation, performance evaluation, sales effort control, sales territories, %uotas, account management M=163- ! PRICING DECISIONS IN BUSINESS MAR#ETING 10 9<0 #eaning of price, cost fundamentals, industrial pricing process, pricing across *E(, (ompetitive biding, strategies for competitive bidding, pricing strategies, pricing objectives, pricing methods REFERENCE BOOKS: 1. <rishna < 0avaldar; Industrial #ar eting; #cgraw-0ill 3. 0.$. #u herjee, Industrial #ar eting, :xcel &oo s 7. Industrial #ar eting, )obert )eeder, *rentice 0all 'f India,pearson 4. ,rancis (herunilam-Industrial #ar eting - 0*0

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M2 - SERVICES MAR#ETING
O5A-;8/.-0+ To develop insights in to the field of services marketing;

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To make student understand the differences bet een marketing of goods and services; To e!pose the students to marketing in various services industries of "ndia.

M=163- I INTRODUCTION 12 9<0 :mergence of +!T$ in world trade Q $ervice sector and Indian economy- "efinition and characteristics of services "ifference between goods and services Q +aps model of service %uality. M=163- 2 $OCUS ON THE CUSTOMER 10 9<0 (onsumer behavior in services@ - $earch, experience and credence properties; (onsumer choice M=163- 3 CUSTOMER E*PECTATIONS ( 9<0 #eaning, types and influencing factors, (ustomer perceptions@ - (ustomer satisfaction; service %uality and service encounters. (ustomer relationship and mar eting research M=163- SERVICES MAR#ETING MI* 1! 9<0 4*s of #ar eting@ - $ervice product 9including service blueprinting;, price, place and promotion. :xpanded mix@ - people, process and physical evidence. M=163- ! SERVICE INDUSTRIES IN INDIA 1! 9<0 #ar eting strategies in service sectors li e financial, hospitality, wellness 9health care;, telecom, tourism, retail, =+'s and public utility services, REFERENCE BOOKS: 1. (. &hattacharjee, $ervices #ar eting, :xcel &oo s 3. Aalarie ! Meithamal, #ary Io &itner, "wayne " +remler and !jay *andit, N$ervices #ar etingL $pecial Indian :dition, Tata #c +raw 0ill, 3..? 7. "r.$.$ahajan H $ervices #ar eting H 0*0 4. <enneth ( (low , "avid E. <rutz @- $ervices #ar eting, &iztrantra -. (hristopher Eoveloc , and Iochen Birtz, N$ervices #ar eting- *eople, technology, strategyL, *rentice 0aIl 8. < "ouglas 1-loffinan and Iohn :.+ &ateson, N:ssentials of $ervices #ar eting@ (oncepts, $trategies and casesL, Thomson, 3..3 >. )ajendra =argund ar, N$ervices #ar eting Q Text and casesL,Tata #c +raw 0ill ?. )avi $han ar, N$ervices #ar eting Q The Indian *erspective,L :xcel &oo s C. ). $rinivasan,L $ervices #ar eting Q The Indian contextL, ,irst :dition, *rentice 0all of India, 3..4

M3 - SALES AND MAR#ETING CHANNEL MANAGEMENT

C=6<0- O5A-;8/.The #ourse has been designed to understand the importance of sales management and $arketing channel management for the overall success of the marketing efforts of
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an organi%ation. The course deals ith various aspects of sales management for coordinated sales efforts in achieving the over all corporate goals and effective management of marketing channels M=163- 1 INTRODUCTION TO SALES MANAGEMENT 9<0 $ales #anagement@ Its =ature, )ewards, and )esponsibilities, $ocial, :thical, and Eegal )esponsibilities of $ales *ersonnel M=163- 2 PLANNING THE SALES TEAMES E$$ORTS ) 9<0 &uilding )elationships through $trategic *lanning, The #ar et-"riven $ales 'rganization, ,orecasting #ar et "emand and $ales &udgets "esign and $ize of $ales Territories, $ales 'bjectives and Fuotas, 084::/BC 89- S43-0 T-4> - *lanning for and )ecruiting $uccessful $alespeople, $election, *lacement, and $ocialization of $uccessful $alespeople, T<4/B/BC 89- S43-0 T-4> - The #anagement of $ales Training and "evelopment, (ontents of the $ales Training *rogram@ $ales <nowledge and the $elling *rocess, D/<-;8/BC T9- S43-0 T-4> - #otivating $alespeople toward 0igh *erformance, (ompensation for 0igh *erformance, Eeading the $ales Team M=163- 3 CONTROLLING THE SALES TEAM % 9<0 !nalysis of $ales and #ar eting (osts, :valuation of $alespeopleGs *erformance, (omprehensive $ales ,orce (ases and :xercises M=163- MAR#ETING LOGISTICS 7 9<0 Eogistics and its importance, ,unctions of Eogistics management - *rocurement 6*urchasing, Inward Transport, )eceiving, Barehousing, $toc (ontrol, 'rder *ic ing, #aterials 0andling, 'utward Transport, *hysical "istribution #anagement, )ecycling, )eturns, and Baste "isposal, Importance of (ommunication in Eogistics, Technology in Eogistics- :lectronic "ata interchange 9:"I;, !rtificial Intelligence, :xpert $ystems, (ommunication Technology, &ar (oding and $canning, $treamlining the Eogistics *rocess, $trategic Issues in Eogistics #anagement M=163- ! MAR#ETING CHANNELS 7 9<0 :volution of #ar eting (hannels- The *roduction :ra, The $ales :ra, The #ar eting :ra, )elationship #ar eting :ra, (hannel member and their roles, )oles of (hannel #embers, (hannel ,unctions, "esigning mar eting channels - (hannel $tructure, (hannel Intensity, Types of (hannel Intermediaries at :ach Eevel, (hannel ,lows and (osts M=163- % CHANNEL INTEGRATION 7 9<0 Importance of (hannel Integration, Aertical #ar eting $ystems, Types of vertical mar eting systems - (orporate A#$, !dministered A#$, (ontractual A#$, 0orizontal

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#ar eting $ystems, 0ybrid channel system, "esigning and #anaging 0ybrid (hannel $ystems M=163- 7 CHANNEL MANAGEMENT 10 9<0 )ecruiting (hannel, #embers - )ecruiting as a (ontinuous *rocess, )ecruiting #anufacturers, $creening, (riteria for $electing (hannel #embers - $ales ,actors, *roduct ,actors, :xperience ,actors, !dministrative ,actors, )is ,actors, #otivating (hannel #embers, "istributor !dvisory (ouncils, #odifying (hannel !rrangements *E( (hanges, (ustomer-"riven )efinement of :xisting (hannels, +rowth of #ulti(hannel #ar eting $ystems, #anaging (hannel )elationships - (ooperation and coordination, (onflict, *ower M=163- ( 'HOLESALING @ RETAILING 10 9<0 Bholesaling and its importance, Types of Bholesalers - #erchant Bholesalers, !gents and &ro ers, #anufacturerGs Bholesalers, $trategic Issues in Bholesaling - Target #ar et "ecisions, #ar eting #ix "ecisions Trends $haping Bholesale "istribution ,unctional 'verlap, Increased $ervices, *ricing and (redit,, )egional (overage 'rganizational ,orm and $ize, Impact of Information Technology on Bholesaling (hallenges in Bholesaling -Inventory #anagement, $ales #anagement, *romotion #anagement, ,inancial *lanning and #anagement - )etailing and its Importance Importance to (onsumers, $ource of :mployment - :volution of )etailing and types of retailing REFERENCE BOOKS: 1. $ales !nd "istribution #anagement, Tapan *anda !nd $unil $ahadev, 'xford *ublications 3. $ales #anagement, $till !nd (undiff, *0I 7. $.E. +upta, $ales D "istribution #anagement, :xcel &oo s 4. #ar eting (hannels, (oughian, !nderson, *0I -. $ales !nd "istribution #anagement; <rishna 0avaldar !nd (avale; Tata #cgraw-0ill 8. $ales #anagement, "asgupta, *0I

RURAL AND AGRICULTURAL MAR#ETING

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O5A-;8/.-0+ The course has been designed keeping in mind that the rural "ndian market is one of the fastest gro ing markets in the orld. $ost of the corporate dealing ith both &$#' and durables are already geared up to meet the demands being emerged from rural market The subject has covered to give insights in to the various characteristics, opportunities and problems in marketing the products or services in rural "ndia. M=163- 1 OVERVIE' O$ RURAL MAR#ETS AND RURAL MAR#ETING ( 9<0 )ural economy Q size and nature, )ural mar eting Q definition and scope, (haracteristics of )ural mar ets Taxonomy of )ural mar ets, (hanging patterns, !ttractiveness of )ural mar ets, problems and constraints in rural mar eting M=163- 2 THE RURAL CONSUMER 10 9<0 (lassification of )ural consumers, classification and characteristics of rural consumers, )ural consumer behavior Q decision process, brand loyalty, Innovation !doption, ,actors influencing rural consumer behavior, consumer buying process Q opinion leadership process Q rural shopping habits, growing consumerism - (oncepts and process of )ural mar et $egmentation Q bases, Targeting, *ositioning M=163- 3 STRATEGIES $OR INDIAN RURAL MAR#ETING 20 9<0 *roduct $trategy Q $cope and significance, *roduct mix decisions, *roduct personality, )ural &randing, *roduct Eife (ycle, )ural *ricing Q *ricing in )ural #ar ets, 'bjectives, policies and $trategies, )ural "istributionQType of (hannels, "istribution $trategies, *romotion Q )ole of #edia in rural mar et, (onventional #edia, )ural communication mix, #edia and (reative $trategies, *ersonal selling Q )ole and management of rural sales force M=163- INTRODUCTION TO AGRICULTURAL MAR#ETING 10 9<0 Trends in !gricultural #ar eting, !gricultural products, !gro processing sector in India Q $tate and characteristics, ,ood processing sector Q $ize, scope and future prospects, "efects in !gricultural #ar eting M=163- ! AGRICULTURAL MAR#ETS 12 9<0 (lassification of mar ets, )egulated mar ets Q role and problems, !*#( act, ,uture scenarios, #ethods of sales of agricultural products Q 0atha, :.Gchoupal "ara, auction, !gents and #ar eting !gencies, (ommodity mar ets and trading,

REFERENCE BOOKS:

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1. <rishnamacharyulu !nd Ealitha )ama rishnan; )ural #ar eting; *earson :ducation India 3. <ashyap, *radeep !nd )aut, $iddartha; )ural #ar eting; &iztantra 7. 5.(. #athur, )ural #ar eting, :xcel &oo s 4. Aelayudhan, $anal <umar; )ural #ar eting; $age -. )uchi a )ama rishnan; )ural #ar eting; =ew (entury

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M!

RETAIL MAR#ETING MANAGEMENT

C=6<0- =5A-;8/.(ith the economy in its ups ing and consumer purchasing po ers and life style is a change, "ndia has become one of the major market for global retail brands and most of them are already in or on their ay to be in, This has also triggered many companies also to set up retail chains and thus making retailing as one of the most vibrant gro th area. The course has been designed to understand various aspects of retailing management like location, human resource issues, shop management, merchandising and promotion. M=163- 1 THE 'ORLD O$ RETAILING 1 9<0 Bhat is retailing, :conomic significance of retailing, 'pportunities in retailing, The retailing management decision process, Types of retailers, Trends in retail industry, ,ood retailing, +eneral merchandise retailing, $ervices retailing, Types of ownership, =on store v6s store based retailing, :lectronic retailers, (atalogue and direct mail retailers, "irect selling, Aending machine retailing, Tele vision home shopping, :Tailing. M=163- 2 THE RETAIL CUSTOMER 12 9<0 +enerational cohorts, :thnic diversity, Income, (hanging customer demography, (hanges in consumer values, Types of buying decisions, &uying process, ,actors influencing the decision ma ing process, #ar et segmentation, $trategic advantage through customer service, (ustomer evaluation of service %uality, +!*s model for improving retail services %uality, communicating the service promise M=163- 3 RETAIL MAR#ETING STRATEGIES 10 9<0 Bhat is retail strategy, Target mar et and retail format, &uilding a sustainable competitive advantage, International growth opportunities, The strategic retail planning process M=163- MERCHANDISING MANAGEMENT 12 9<0 'rganizing buying process .by categories, $etting merchandising financial objectives, The assortment planning process, #erchandise budget plans, 'pen to buy, !llocating merchandise to stores, !nalyzing merchandising performance, &randing strategies, International sourcing decisions, #eeting vendors, :stablishing and maintaining strategic relationship with vendors M=163- ! STORE LAYOUT& AND RETAIL PROMOTION 12 9<0 $tore layout, $pace planning, merchandising presentation techni%ues, !tmospherics, )ole of retail communication, *lanning retail communication, )etail advertising programme, fre%uent shopper loyalty programme

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REFERENCE BOOKS: 1. )etail #anagement; &arry &erman !nd Ioel :vans 3. #anaging )etailing, *iyush <umar $inha, "wara a *rasad, 'xford *ublications 7. (. &hattacharjee, )etail #anagement, :xcel &oo s 4. Iames 'gden, "enise 'gdden @- Integrated)etail #anagement , &iztantra -. )etailing #anagement, Eevy !nd Beitz, #cgraw 0ill 8. )etailing #anagement, $wapna !nd *radhan, #cgraw 0ill >. )etail #anagement, +ibson

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M% ADVERTISING AND INTEGRATED BRAND MANAGEMENT

C=6<0- O5A-;8/.The course has been designed to understand the advertising process and advertising industry structure thoroughly. )ach component of advertising has been covered to give the student over all importance of advertising in corporate communications. The syllabus also emphasi%es on the integrated study of advertising along ith brand building and management M=163- I THE PROCESS+ ADVERTISING AND INTEGRATED BRAND PROMOTION IN BUSINESS AND SOCIETY 1 9<0 Bhat is advertising, advertising as a communication process, !dvertising as business process, Types of advertising, the economic effects of advertising. T9- 08<6;86<- =: 41.-<8/0/BC /B1608<2 - The scope and structure of advertising industry, Trends advertising and promotion industry, T9- -.=368/=B =: F<=>=8/BC 4B1 41.-<8/0/BC 5<4B10 - ,undamental influences on evolution of advertising industry, &rand entertainment, S=;/43& -89/;43 4B1 <-C6348=<2 40F-;80 =: 41.-<8/0/BC M=163- 2 THE PLANNING+ ANALYGING THE ADVERTISING AND INTEGRATED BRAND PROMOTION ENVIRONMENT 1 9<0 The consumer as a decision ma er, #odes of consumer decision ma ing, (onsumer as a social being, M4<H-8 0-C>-B848/=B& F=0/8/=B/BC 4B1 89- .436- F<=F=0/8/=B Identifying the target segments, $egment profiling and targeting, positioning strategies, A1.-<8/0/BC 4B1 F<=>=8/=B <-0-4<;9 - "evelopmental advertising and promotion research, (opy research, P34BB/BC 41.-<8/0/BC 4B1 /B8-C<48-1 5<4B1 F<=>=8/=B& !dvertising plan and its mar eting context, (ommunication objectives v6s sales objectives, !dvertisement &udgeting, )ole of advertising agency in advertisement planning, !dvertisement planning @ !n international perspective M=163- 3 PREPARING THE MESSAGE 12 9<0 (reating brands, in general and across domains, !dvertising agencies, creative process and the product, M-004C- 08<48-C2 - :ssential message objectives and strategies, C=F2 7</8/BC - (opy writing and creative plan, (opy writing for print advertisements, (opy writing for cyber space, (opy writing for broadcast advertisements, The copy approval process, A<8 1/<-;8/=B 4B1 F<=16;8/=B - Illustration, design and layout production in print advertising, !rt direction and production in television advertising M=163- PLACING THE MESSAGE IN CONVENTIONAL AND NE' MEDIA ( 9<0 Borld of promotional media, ,undamentals of media planning, #edia planning process, media strategies, media choices, (ontemporary essentials, #edia choice and integrated brand promotion, M-1/4 F34BB/BC - $trategic planning considerations in media choice
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M=163- ! INTEGRATED BRAND PROMOTION 12 9<0 S6FF=<8 >-1/4& -.-B8 0F=B0=<09/F 4B1 5<4B1-1 -B8-<84/B>-B8 - Traditional support media, :vent sponsorship, &randed entertainment, S43-0 F<=>=8/=B 4B1 F=/B8 =: F6<;940- 41.-<8/0/BC - "efinition of sales promotions, $ales promotion directed at consumers, $ales promotion directed towards trade channel and business mar ets, D/<-;8 >4<H-8/BC - Bhat is direct mar eting, #edia applications in direct mar eting, P653/; <-348/=B0 4B1 ;=<F=<48- 41.-<8/0/BC - *ublic relations, (orporate advertising RE$ERENCE BOO#S+ 1. !dvertising !nd $ales *romotions, &atra D <azmi, :xcel &oo s 3. <elly, Earry " !nd Iugenheimer, "onald B; !dvertising #edia *lanning H ! &rand #anagement !pproach; *rentice 0all India, pearson 7. $.!.(hunawalla H ,oundation of !dvertising H Theory and *ractice H 0*0 4. Integrated !dvertising, *romotion !nd #ar eting (ommunication, (low D &lac , *0I -. Bells, *rinciples D *ractices 'f !dvertising, *0I 8. &rand #anagement, 0.A. Aerma, :xcel &oo s >. $harma D $ingh, !dvertising@ *lanning !nd Implementation, *0I

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$INANCE ELECTIVE PAPERS

III SEMESTER ,l ,3 ,7 I=A:$T#:=T !=!EK$I$ D #!=!+:#:=T ,I=!=(I!E #!)<:T$ D I=T:)#:"I!)I:$ T!J ('#*EI!=(:$ D #!=!+:#:=T

IV SEMESTER ,4 ,,8 I=T:)=!TI'=!E ,I=!=(I!E #!=!+:#:=T $T)!T:+I( ,I=!=(I!E #!=!+:#:=T *)'I:(T !=!EK$I$ !=" I#*E:#:=T!TI'=

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$1

INVESTMENT ANALYSIS @ MANAGEMENT

C=6<0- O5A-;8/.*. To provide students ith a conceptual frame ork of evaluating various investment avenues. +. To provide students ith a conceptual and analytical frame ork of different financial instruments, markets, regulations, their risk and returns and strategies in managing funds. ,. To familiari%e students ith portfolio management techniques that challenges a financial manager. -. To give an overvie of the global markets and their impact on the domestic markets M=163- 1 INTRODUCTION TO INVESTMENTS % 9<0 "efinition Q micro D macro economic concepts relating to investment - investment objective Q investment process - investment constraints Qinvestment strategy Q investment v6s speculation Q arbitrage - gambling Q types of investors Q investor behavior M=163- 2 INVESTMENT AVENUES 7 9<0 bonds Q debentures - *reference shares Q :%uity $hares Q )eal :stateQ commodity mar ets Q ban deposit Q insurance Q mutual funds Q foreign exchange - #oney mar et instruments Q derivatives Q forward - futures Q options Q swaps M=163- 3 STOC# MAR#ET @ INSTITUTION ) 9<0 "ematerialization of securities, *rimary #ar et Q *., &oo &uilding, ,*', )ights Issue, &onus Issue D *referential Issue, $econdary #ar et Q (ash D "erivatives #ar ets, Trading *rocedure, #argin $ystem, $ettlement process, #ar et Indices, )ole of $toc &ro ers, $toc :xchanges D $:&I. M=163- RIS# MANAGEMENT ) 9<0 "efinition, meaning and measurement of )is Q (lassification of )is Q diversitification Q $tatistical tools used in ris management - techni%ues of ris mitigation - ris return optimization Q credit rating - beta coefficient Q hedging H 5sing derivatives in ris management M=163- ! INVESTMENT ANALYSIS 7 9<0 $ources of information on investment Q factors affecting investment Q ,undamental analysis Q Technical analysis Q efficient mar et 0ypothesis
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M=163- % INVESTMENT EVALUATION 7 9<0 (oncept Q Time value of #oney - various valuation methods D models Q bond valuation Q e%uity valuation Q futures pricing Q options pricing Q tangible asset valuation, Tax issues relating to investments M=163- 7 PORT$OLIO MANAGEMENT ( 9<0 (oncept Q #ar owita model Q $harpe, Iensen D Treynor #odel (!*# Q $#E and (#E Q factor model and arbitrage pricing theory Q *ortfolio construction, revision D evaluation M=163- ( GLOBAL MAR#ETS 7 9<0 +lobal Investment benefits, Borld mar et indexes, "eveloped and :merging #ar ets, !")s, +")s, ,((&s, ,oreign &onds, +lobal #utual ,unds, )elationship between trends in global mar ets and the domestic mar ets,

REFERENCE BOOKS: 1. $udhindra &hat, $ecurity !nalysis !nd *ortfolio #anagement, :xcel &oo s 3. ,ischer !nd Iordan; $ecurity !nalysis !nd *ortfolio #anagement; *rentice0all,pearson 7. *rasanna (handra; Investment !nalysis !nd *ortfolio #anagement; #cgraw-0ill 4. *reeti $ingh H Investment #anagement- 0*0 -. &halla A <; Investment #anagement; $ (hand D (o 8. !lexender D &ailey, ,undamentals 'f Investments, *0I >. *ortfolio #anagement, <evin, *0I

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$2 $INANCIAL MAR#ETS @ INTERMEDIARIES

C=6<0- O5A-;8/. To provide students ith conceptual and regulatory frame ork financial intermediaries operate. ithin hich the

To familiari%e students ith the various management and operational aspects of markets and financial intermediaries.

M=163- 1 THE NATURE AND ROLE O$ $INANCIAL SYSTEM ( 9<0 $tructure of a ,inancial $ystem - ,unctions of ,inancial $ector - ,inancial $ystem and :conomic "evelopment Q Indian financial system Q $::7I - ,inancial sector reforms )eserve &an of India - 'rganization and #anagement -)ole and ,unctions - #onetary *olicy of the )0I - )ecent *olicy "evelopments M=163- 2 BAN#S @ INSTITUTIONS 12 9<0 &an s Q 'perations D $pecial )ole of &an s Q $pecialized ,inancial Institutions Q :JI#, =!&!)", 05"(', $I"&I, I,(I - 5niversal &an ing D Innovations Q $ecuritization Q )T+$ D :($ - (oQoperative &an s Q ,eatures, Types, $tructure and +rowth, $mall $avings and *rovident ,unds - *rovident ,unds- *ension ,unds Q Eife insurance (ompanies - +eneral Insurance (orporation M=163- 3 NON-BAN#ING $INANCE COMPANIES ( 9<0 =&,($. an 'verview - Eoan (ompanies - Investment (ompanies Q Eeasing D 0ire *urchase - 0ousing ,inance Q (hit ,unds - #utual &enefit ,inancial (ompanies -Aenture (apital ,unds - ,actors D ,orfeiting - (redit )ating - "epository and (ustodial $ervices M=163- MERCHANT BAN#ING @ $INANCIAL SERVICES 10 9<0 *roject appraisal, "esigning capital structure and instruments, issue pricing, preparation of prospectus, Issue #anagement, 5nderwriting, #ergers D !malgamations, (orporate !dvisory $ervices, &ought out deals, *rivate *lacement, Institutional *lacement, "ebt $yndication, )egulation of #erchant &an ers, M=163- ! MUTUAL $UNDS ( 9<0 'rganization - Types of ,unds - Aaluation of 5nits - $tructure and $ize Investment *attern - )eturn on Investment in 5nits Q )egulations

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M=163- % $INANCIAL MAR#ETS 1 9<0 The stoc mar et in India Q *rimary and secondary mar ets Q 'T( mar ets Q regulations Q new issues mar et Q underwriting - (all #oney #ar et - Treasury &ills #ar et Q (ommercial &ills #ar et - #ar ets for (ommercial *aper and (ertificate of "eposits - The "iscount #ar et - +overnment 9+ilt Q edge; $ecurities #ar et. #ar ets for ,utures, 'ptions, and 'ther ,inancial "erivatives - ,oreign :xchange #ar ets Interest )ate ,utures #ar et REFERENCE BOOKS: 1. Eivingston, #iles; ,inancial Intermediaries; &lac well 3. ,inancial Institutes !nd #ar ets, $udhindra &hat, :xcel &oo s 7. !vadhani H #ar eting of ,inancial $ervices - 0*0 4. =iti &hasin; &an ing !nd ,inancial #ar ets In India 1C4> To 3..>; =ew (entury -. #utual ,unds@ "ata, Interpretation D !nalysis, $ahadeven D Thiripalraju, *0I

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$3 TA* COMPLIANCE @ MANAGEMENT

C=6<0- O5A-;8/.To make the student understand the basic concepts of ta!ation and its computation, the proper compliance of various provisions of the direct and indirect ta! la s and to make financial decision considering .the pros and cons of various ta! la s and business functioning MODULE 1+ CONCEPTS AND $RAME'OR# O$ TA*ATION 10 HRS Tax H #eaning, Types, *rinciples of "irect Taxation; &asics (oncepts H !ssessee, !ssessment, *erson, !ssessment Kear, *revious Kear, 0eads of Income, Total Income, Tax *lanning, Tax !voidance and Tax :vasion; )esidential $tatus of Individuals and (ompanies - Incidence of Tax. M=163- 2 INCOME TA* 1 9<0 0eads of income, (omputation of Individual Income Tax, (omputation of 05, Income Tax, (omputation of (orporate Income Tax, $et off and (arry forward of Eosses, ,ringe benefit Tax, &an ing (ash Transaction Tax, $ecurities Transaction Tax, #!T, T"$ D T($, Tax planning6avoidance6evasion, )eturns D (ompliance M=163- 3 CUSTOMS& CENTRAL E*CISE AND SERVICE TA* 1 9<0 *rocedure relating to levy, valuation and collection of duty, types of duty, exemptions :xport *romotion $chemes, =ature of :xcise duties, :xcisability of *roducts, (envat (redit; (lassification of :xcisable +oods, Aaluation of :xcisable goods, Important (entral :xcise procedures, $ervice Tax, (oncepts, applicability, and procedures, )eturns D (ompliance M=163- SALES TA*ES AND CUSTOM ACT 10 9<0 =ature of :xcise duties, (envat credit, :xcisability of *roducts, (lassification D Aaluation excisable goods, important central excise procedure, Introduction to (ustoms "uty, *rocedure relating to levy, valuation D collection of duty, types of duty, :xemption :xport promotion schemes. M=163- ! TA* PLANNING AND MANAGEMENT 12 9<0 *urchase of !ssets. Q 'wn funds I &orrowed ,unds I Eease, Installment vs. 0ire, #a e or &uy, )eplace or )epair, (apital $tructure and "ividend "ecisions, !malgamation and "e-merger, Tax implications of international operations BOO#S $OR RE$ERENCE+ 1. $inghania, Ainod, N"irect Taxes H Eaw and *racticeL, Taxmann *ublications. 3. !huja, +irish and +upta, )avi, N*rofessional !pproach to "irect TaxesL, &harat *ublications. 7. #ehrotra and +oyal, N"irect TaxesL, $ahitya *ublishing.
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4. $inghania, Ainod, N"irect Taxes H *lanning and #anagementL, Taxmann *ublications. -. 5.$."atey H Indirect Taxes Eaw D *ractice H Taxman *ublications

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INTERNATIONAL $INANCIAL MANAGEMENT

financial decisions are

C=6<0- O5A-;8/.To provide students ith a conceptual frame ork of ho undertaken in a multinational company.

To familiari%e students ith unique economic factors that challenges a financial manager in the international conte!t.

M=163- 1+ IB8-<B48/=B43 $/B4B;/43 EB./<=B>-B8 10 S-00/=B0 The ,inance ,unction in +lobal (ontext, "istinguishing ,eatures of International ,inance, International #onetary $ystem, International ,inancial ,lows@ &alance of *ayments ,ramewor , International ,inancial $ystem - #ar ets and Institutions. M=163- 2+ $=<-/CB EI;94BC- M4<H-80 1 S-00/=B0 Introduction, $tructure of ,oreign :xchange #ar et, #echanics of (urrency Trading, Types of Transactions and $ettlement "ates, :xchange )ate Fuotations and !rbitrage, :xchange )ate "etermination and ,orecasting, Introduction to (urrency ,utures, (urrency 'ptions, ,orwards and $waps. M=163- 3+ $=<-I R/0H M4B4C->-B8 ( S-00/=B0 #anagement of ,oreign :xchange )is H Translation :xposure, Transaction :xposure and :conomic :xposure, 0edging H #anaging operating exposure M=163- + $/B4B;/43 M4B4C->-B8 =: M638/B48/=B43 C=<F=<48/=B0 1 S-00/=B0 ,oreign "irect Investment, (ost of (apital and (apital $tructure of #ultinational ,irms, #ultinational (apital &udgeting, #ultinational Bor ing (apital #anagement. (ontrol and *erformance :valuation of #ultinational (ompanies. M=163- !+ IB8-<B48/=B43 $/B4B;/BC 10 S-00/=B0 The international ,inancing "ecision, International :%uity ,inancing, :valuating &orrowing 'ptions, ,unding !venues in +lobal (apital #ar ets H :urocurrency #ar ets, "epository )eceipts. M=163- % + IB8-<B48/=B43 T4I48/=B S-00/=B0 #eaning Tax *rinciples, "ouble Taxation relief, &ilateral relief, 5nilateral relief, $pecial provisions relating to avoidance of tax D Tax haven subsidiaries D International offshore financial centers. RE$ERENCE BOO#S+ 1. 3. 7. 4. !pte, *.+., NInternational ,inancial #anagementL, Tata #c+raw 0ill *ublishing Eimited. Aij, #adhu, NInternational ,inancial #anagementL, :xcel &oo s. $haran, Ayupta esh, NInternational ,inancial #anagementL, *rentice 0all of India. 0.).#achiraju H International ,inancial #anagement 0*0
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-. 8. >. ?.

Iani iraman @- International ,inancial #anagement H &iztantra $hapiro, !., N#ultinational ,inancial #anagementL, *rentice 0all of India. #adura, Ieff, NInternational ,inancial #anagementL, Thomson *ublications. "avid <. :ieteman, etal, #ultinational &usiness ,inance, *earson :ducation.

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$!

STRATEGIC $INANCIAL MANAGEMENT

C=6<0- O5A-;8/.The objective of this course is to introduce the student to the tools and concepts needed to deal effectively ith the formulation, "mplementation and $onitoring of /trategic &inancial decisions of the firm. M=163- 1+ S8<48-C/; $/B4B;/BC D-;/0/=B0 10 S-00/=B0 #eaning and importance of $trategic ,inancial #anagement, $cope and (onstituents of $trategic ,inancial #anagement, ,inancial *lanning, (apital !llocation and (orporate $trategy, (apital $tructure and ,irm Aalue, "ividend *olicy and ,irm value H $toc vis-S-vis (ash "ividends, $trategic (ost #anagement H !ctivity &ased (osting, Target (osting, Eife (ycle (osting. M=163- 2+ C=<F=<48- V43648/=B 10 S-00/=B0 #eaning and approaches to (orporate Aaluation H !djusted &oo Aalue !pproach, $toc and "ebt !pproach, (omparable (ompanies !pproach, "iscounted (ash ,low !pproach H (oncept of ,ree (ash ,low to the ,irm, Two and Three $tage Aaluation #odels. Aaluation of *hysical !ssets, Aaluation of Intangible !ssets H &rand :%uity and 0uman )esources. M=163- 3+ V436- M-8</;0 1! S-00/=B0 $hareholder Aalue (reation H Traditional and #odern !pproaches H Aalue "rivers. !pproaches to Aalue &ased #anagement H #ara on !pproach, !lcar !pproach, #c <insey !pproach, :A! !pproach, &(+ 0'ET !pproach. #etrics for #easurement of *erformance H :*$, )'I, :&IT, :&IT"!, )'=!, )'(:, T$), T&), #A!, (A!, (,)'I H (oncept of :conomic "epreciation. :xecutive (ompensation and Aalue (reation. :mployee $toc 'ption *lan. &alanced $corecard. M=163- + C=<F=<48- R-08<6;86</BC ! S-00/=B0 #eaning and forms of corporate )estructuring H $pin off, $plit off, $plit up, Eeveraged &uyout, "ivestiture and other forms of corporate )estructuring . M=163- ! + M-<C-<0 @ A;J6/0/8/=B0 10 S-00/=B0 (orporate )estructuring H #eaning and ,orms. #ergers and ac%uisitions H "efinition, Types, #otives for #erger or !c%uisition, $teps involved in #erger, #echanics of #erger H Eegal, !ccounting and Tax, Aaluation for #ergers and !c%uisitions, ,inancing of #erger and settlement H :xchange )atio, $toc As. (ash *ayments, Ta eovers, "efensive Tactics of Ta eovers and disinvestment of *$5Gs. M=163- %+ C9433-BC-0 /B S8<48-C/; $/B4B;/43 M4B4C->-B8 10 S-00/=B0 ,inancial #anagement in <nowledge Intensive (ompanies and *ublic $ector (ompanies, ,inancial #anagement in $ic 5nits, ,inancial Innovations and ,inancial

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:ngineering H 'verview, $cope, Tools of ,inancial :ngineering, ,inancial :ngineering versus ,inancial !nalysis.

RE$ERENCE BOO#S+ 1. (handra, *rasanna, N,inancial #anagementL, Tata #c+raw 0ill *ublishing Eimited. 3. +rinblatt, #ar and Titaman, $heridan, N,inancial #ar ets and (orporate $trategyL, Tata #c+raw 0ill. 7. $udhindra &hat N,inancial #anagementL :xcel &oo s 4. ).#.$rivastava @- ,inancial #anagement and *olice H 0*0 -. Ia hotiya, +.*., N$trategic ,inancial #anagementL, Ai as *ublishing 0ouse *rivate Eimited. 8. Aedpuriswar, !.A, N$trategic ,inancial #anagement H !chieving $ustainable (ompetitive !dvantageL, Aision &oo s. >. !llen; Introduction To $trategic ,inancial #anagement ?. $wamy *arthsastri @ - (orporate +overnance ,&iztantra C. +rundy D $choles; :xploring $trategic ,inancial #anagement; *rentice 0all 1.. Beston, #ergers, )estructuring D (orporate (ontrol, *0I

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$%

PROJECTS - ANALYSIS AND IMPLEMENTATION

C=6<0- O5A-;8/.To make the student understand the basic concept of project finance Provide students ith an analytical and conceptual frame ork to evaluate capital investment proposals. To familiari%e students ith the various management techniques in implementing the project to its successful completion.

CHAPTER + 1 PROJECT PLANNING 10 S-00/=B0 (oncept of a project, categories of projects, *roject life cycle phases, +eneration and screening of project ideas, *roject appraisal techni%ues, demand analysis, Technical analysis, :conomic analysis, formulation of detailed project reports. CHAPTER 2 + PROJECT ESTIMATION AND SELECTION 10 S-00/=B0 *reparation of cost estimates, finalisation of project implementation schedule, Investment criteria, *&*, !)), =*A, *I, I)), #I)), cost of capital, capital rationing. ,ixing the zero-date CHAPTER 3+ RIS# MANAGEMENT IN CAPITAL BUDGETING+ 1! S-00/=B0 $ources, #easures and perspectives of ris , portfolio related ris measures, #eanvariable, portfolio construction, capital !sset pricing #odel, special techni%ues of ris analysis H sensitivity analysis, scenario analysis, brea even analysis, 0ill #odel, simulation analysis, standard deviation in measurement of ris , co-efficient variation optimistic Hpermitstics estimates, certainly :%uivalent !pproach, "ecision Tree analysis #anaging ris , project selection under ris . CHAPTER + PROJECT $INANCING 10 S-00/=B0 (apital structure, sources of finance #argin money, promoters contribution, consortium lending and local syndication by ban s, financing through mar ets and public issues, Term loans and debentures, )aising venture capital. CHAPTER !+ PROJECT IMPLEMENTATION AND CONTROL 10 S-00/=B0 'rganizing human resources and contracting, organizing systems and procedure for project implementation, wor ing of systems, "esign of systems, project wor system design, wor brea down structure, project execution plan, project control system, project diary, project control Hscope6progress control, performance control, schedule control and cost control.

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CHAPTER %+ PROJECT REVIE' @ ADMINISTRATIVE ASPECTS ! SESSIONS (ontrol of In-*rogram projects, post completion audits, !bandonment !nalysis !dministrative aspects of (apital &udgeting, !gency *roblem, :valuating (apital &udgeting systems of an organization. RE$ERENCE BOO#S+ 1. *rasanna (handra, *rojects *lanning !nalysis selection, financing, Implementation, Tata #c+raw 0ill 3. $.(houdhury H *roject #anagement Tata #c+raw 0ill publishing (o., ltd., 7. Aasanth "esai, *roject #anagement H 0*0 4. )avi.#.<ishore H ,inancial #anagement H Taxman *ublications -. +opalan, *roject #anagement, Iohn Biley

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M4B6:4;86</BC >4B4C->-B8

III SEMESTER P1 SUPPLY CHAIN MANAGEMENT P2 + PRODUCTVITY TECHNI,UES AND TOTAL ,UALITY MANAGEMENT P3 TECHNOLOGY MANAGEMENT

IV SEMESTER

P ADVANCED OPERATIONS RESEARCH P! 'ORLD CLASS MANU$ACTURING STRATEGY AND PRACTICES P% PROJECT MANAGEMENT

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P1 SUPPLY CHAIN MANAGEMENT

'&I:(TIA:$@ To give students a comprehensive understanding of supply chain management and related logistics #anagement in the new economic scenario. !lso to show that $(#Gs objective is to be build efficient and cost effective system across the entire systems covering raw materials $uppliers, "istributors, #anufacturers, Bare 0ouse #anagement and to the retailer #'"5E: 1 @ I=T)'"5(TI'= T' $5**EK (0!I= #!=!+:#:=T Bhat is $(#R - Bhy $(#R - The (omplexity - <ey issues in $(# #'"5E: 3 @ E'+I$TI($ =:TB')< - Introduction - "ata (ollection, Transportation, Bare house #anagement, $trategic location of warehouses, "emand forecasting - #)*, :)*, #anaging variability - <ey features of =etwor configuration - (ase discussion #'"5E: 7@ I=A:=T')K #!=!+:#:=T - (oncepts of #aterials #anagement - :conomic lot size model - :ffect of "emand uncertainly - ,ixed order costs - Aariable lead frames - Inventory under certainly D uncertainly - )is #anagement #'"5E: 4@ A!E5: ', I=,')#!TI'= - The &ullwhip effect - Fuantifying &ullwhip effect - Eocating "esired *roducts - Eead time reduction - (onflicting objectives of $(# - Integrating the supply chain #'"5E: -@ "I$T)I&5TI'= $T)!T:+I:$ - Introduction - (entralized vs "ecentralized control - "irect shipment - (ross "oc ing - *ush based vs *5EE based supply chain
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#'"5E: 8 @ $T)!T:+I( !EEI!=(:$ - Third party Eogistics 97*E; - )etailer H supplier relationship - Issues, re%uirements, success D failures - "istributor integration Types D issues #'"5E: > @ #I$ D $(# - "ata base - $ystem !rchitecture - (ommunications - :-(ommerce Eevels - Implementation of :)* #'"5E: ? @ ":(I$I'= $5**')T $K$T:#$ ,') $(# - !nalytical tools - *resentation tools - $mooth production flow - (urrent issues D directing challenges for future )eference@1. 5 <achru-Eogistics and $upply (hain #anagement H:xcel &oo s 3. ). * #ohanty and $ + "eshmu h H$upply chain management theories and practices Indian Text edition-&iztantra 3. Khanna ,K.K.- Physical Distribution ana!"#"nt $ %o!istical &''roach - (P(

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P2 + PRODUCTVITY TECHNI,UES AND TOTAL ,UALITY MANAGEMENT

O5A-;8/.-0+ This course ac%uaints the students with the concepts on productivity, the tools and techni%ues to improve productivity, #5"!, #5)! and #5)I and also an exposure to Total Fuality #anagement in #anufacturing, service and I.T. areas. #'"5E: 1@ *)'"5(TIAITK 8 0rs; (oncepts #easurement of productivity in "irect and Indirect areas li e )D", 0), ,inance etc., *roductivity techni%ues D tools. #'"5E: 3@ B')<$T5"K 9#ethod study and Bor #easurement; 98 0rs; (oncepts of #ethod study $teps in #ethod $tudy "etails on operation *rocess chart and ,low process chart *rocess #apping #'"5E: 7@ B')< #:!$5):#:=T Types of wor measurement Its uses "etails of each wor measurement techni%ues Eearning curves (osting a product #'"5E: 4@ #5"!, #5)!, #5)I #5"! H > washes "etails on seven washes 5se of #5)! and #5)I (oncept of Eean #anufacturing :xposure to I.I.T 98 0rs;

913 0rs;

#'"5E: -@ T F # &!$I($ 98 0rs; (oncept of Fuality, )eliability "efinition of TF# !pproaches to Fuality #anagement by "r."eming, "r.Iurron, and *hillip crossby. #'"5E: 8@ F5!EITK $K$T:#$ I$' C... I$' 14... '0!$ 9? 0rs;

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#'"5E: >@ F5!EITK T''E$ $even Tools of F.( Fuality control circles :xposure to $IJ $I+#! #'"5E: ?@ ):(:=T T):="$ &ench #ar ing T*# (I*6<!IM:= *'<!K'<: (## ()# RE$ERENCE 1. 3. 7. 4. -. 8. >.

9? 0rs;

9? 0rs;

Total %uality essential by $arv $ingh $oin. +opalan -#anagement +uide to Fuality D *roductivity, 3 nd :dition - &iztantra Fuality control and Total Fuality #anagement by *.E.Iain, Tata #c+raw 0ill. )rini*sa +on,hal-ar, .,ay )alun-h" / Pro,ucti*ity 0"chni1u"s - (P( $ =igam - Total Fuality #anagement-:xcel &oo s *'<! K'<:, (II (ase studies, $ )ajaram D # siva umar - Total Fuality management- &iztantra

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P3 TECHNOLOGY MANAGEMENT
'bjectives@ This course familiarizes the students with concept on Technology i.e *roduct Technology, *rocess Technology, Tool technology, !utomation etc., The issues, its ac%uisition transfer etc., !lso #anaging technological innovation in the +lobalized era. #'"5E: 1@ T:(0='E'+K H IT$ I#*')T!=(: 98 0rs; "efinition The need Its role in (ompetitive environment Types of Technology 9*roduct, *rocess, Tool, !utomation; #'5"E: 3@ #!=!+I=+ T:(0='E'+K Technology ,orecasting AI$I'=, #I$$I'= !=" +oals ,easibility study 'pportunities Innovations building with teams Technology !udit #'"5E: 7@ &5$I=:$$ #'":E Technology Eifecycle )D " its role #anaging ) D " =ew *roduct "evelopment *rocess &usiness #odels H Innovation ,inancial !ssessment of &usiness #odel #'"5E: 4@ T:(0='E'+K T)!=$,:) Technology !c%uisition (hoice between technologies Issues in Intellectual *roperly )ights "eveloping Eocal6In house capability 9? 0rs;

9? 0rs;

91. 0)$;

#'"5E: -@ T:(0='E'+K H ,5="I=+ 9? 0rs; A( ,unding ,inancing strategy )is s in Technology #anagement ,inancial !nalysis in Technology #anagement
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#'"5E: 8 @ #!)<:TI=+ Technology its Transition *ricing #ar eting intelligence

91. 0rs;

#'"5E: >@ +!#: T0:')K !pplication of +ame theory in #ar eting $trategies in +ame Theory RE$ERENCE 1. 0illar6Eiebeiman H Introduction to '.) 3. 0arody !.Taha 'perations )esearch H *rentice 0all, India 7. Introduction to 'peration )esearch by *annerselvam.

94 0)$;

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P ADVANCED OPERATIONS RESEARCH

'bjectives@ The (ourse is meant for familiarizing students on !dvanced 'peration )esearch Techni%ues and more towards use of softwares and applications #'"5E: 1@ 'A:)AI:B 94 0rs; 'peration )esearch advancement in last decade Aarious approaches in operation research #odelling #'"5E: 3 @ EI=:!) *)'+)!##I=+ 914 0rs; Einear *rogramming $implex algorithms "ual Integer *rogramming $ensitivity !nalysis Einear *rogramming software pac age EI="' !pplications6case #'"5E: 7@ T)!=$,')T!TI'= !=" !$$I+=#=:T *)'&E:#$ 91. 0rs; 0ungarian #ethod (omplex *roblems in Transportation The transshipment #odel Aarious application of !ssignment *roblem #'"5E: 4@ F5:5:I=+ #'":E 91. 0rs; #6#61, #6#6< #'"E: #ulti server single %ueue #odel Eimited Fueue #odels Baiting line #odels with ,inite calling populations 5se of software #'"5E: -@ $I#5E!TI'= 91. 0rs; !pplications of $imulation, use of )andom =os Introduction to +*$$ and other software pac ages !pplications through software solving complex %ueueing problems by simulations
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)egenerative #ethods of statistical !nalysis

#'"5E: 8; ):*E!(:#:=T *)'&E:#$ 98 0)$; Introduction to )eplacement *roblems ,inancial analysis in individual6+roup replacement "evelopment a #ar eting plan #'"5E: >@ :A!E5!TI'= 91. 0rs; Technology H :valuation *aths to corporate venturing "eveloping a &usiness plan for sustained innovations RE$ERENCE 1. 3. 7. 4. 5=I"' Training (ourse in Technology #anagement H )eport )avindran H operations research H Iohn Biley ,redric &etz- #anaging Technology *rentice 0all of India "avid ,ord, #ichael $aran #anaging D #ar eting Technology H Thomson

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P! 'ORLD CLASS MANU$ACTURING STRATEGY AND PRACTICES

'&I:(TIA:$@ To introduce students to #anufacturing processes, #anagement, Trend, and Fuality re%uirements and #odern concepts of #anufacturing #anagement Eean #anufactory etc., #'"5E: 1 @ I=T)'"5(TI'=$ T' #!=5,!(T5)I=+ #!=!+:#:=T - $tages of *roduction 'perations #anagement - $cope and importance - (hallenges in production and 'perations #anagement - International scenario in 'perations #anagement #'"5E: 3@ *)'(:$$:$@ - *rocess *lanning - *rocess Technology - (apacity planning - #aterials #anagement - $(# #'"5E: 7 @ *5$0 $K$T:# A$ *5EE $K$T:#$ - (ellular #anufacturing - I.I.T - > Bastes and #anaging Bastes - *roduct development criteria - <anban - =ew *rocess strategy - Eean #anufacturing #'"5E: 4@ NF5!EITKL - N-$L 0ouse <eeping - Fuality As )eliability - (oncepts of TF# "eminings !ward (IIGs &usiness :xcellence !ward - I$' C..., 14,... (ertification - F," Fuality cost - $ix P$I+#! (onceptsG #'"5E: -@ *E!==I=+ D $T)!T:+I:$ - :)*
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$(# #aterials management

#'"5E: 8@ I#*)'A:#:=T$6I=='A!TI'=$ - <!IM:=6+em ba <aizen - $uggestion6small +roup !ctivities 9F.(.(; - &ench #ar ing - Innovations #'"5E: >@ B')E" (E!$$ #!=5,!(T5)I=+ $T)!T:+I:$ - T*# in maintenance #anagement - (oncept of ':: - $teps in ac%uiring world class manufacturing RE$ERENCE 1. $trategic operations #anagement by $teve &rown 3. 5 <achru - *roduction and 'perations #anagement H :xcel &oo s 7. #anufacturing the future 9$trategic resonance for :nlightened #anufacturing; by $teve &rown 1. (ompetitive #anufacturing #anagement by =icholas Tata #c+raw 0ill 3. 'peration #anagement =orman +aither, +rep ,razier, - Thomson $outh Bestern 7. *roduction and 'perations #anagement by :.:.!dam and ).I.:bert *rentice 0all of India 4. #artin < $tarr - *roduction and 'perations #anagement H &iztantra -. #odern *roductions6 'perations #anagement by :.$.&uffa and )a esh <. $arin, Iohn Biley and $ons 8. 'perations #anagement for competitive !dvantage (hase6!%uilano-IacobsTata #c+raw 0ill >. Tyota *roduction systems by ?. <aizan by #asa i Tmsai

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P% PROJECT MANAGEMENT
'&I:(TIA:$@ To give the students an overview of *roject #anagement, the concepts, the tools and techni%ues plus hand on experience in using #$ *roject software through case studies #'"5E: 1@ "ifference between *rojects and 'perations (oncepts of *roject #anagement =ine subsystems in *roject management &rief Introduction to various subsystems o $cope #anagement o Integration #anagement o Time #anagement o (ost #anagement o 0uman )esource #anagement o (ommunications #anagement o )is #anagement o Fuality #anagement o *rocurement #anagement Introduction to *:)T6(*# *roblems using *:)T, (*# )esources Eevelling *roject scheduling with limited resources

#'"5E: 3@ -

#'"5E: 7@ )I$< #!=!+:#:=T - (oncept of )is - Fuantification of )is - *roblems in *rojects through )is analysis #'5"E: 4@ *E!==I=+ !=" $(0:"5EI=+ - B&$ 9wor &rea down structure; - !rranaging activities as per precedevice - =etwor planning - *roject duration - )esource *lanning
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&udgeting and costing *roject )eview and #onitoring

#'"5E: -@ #$ *)'I:(T - Introduction to #$ *roject - ,eatures of #$ *roject - (oncept of *roject calendar, Tas (alendar B&$ - )esource planning - *roject costing

#'"5E: 8@ *)'I:(T *E!==I=+ T0)'5+0 #$ *)'I:(T - ! case planning - Bor ing the case through #$ *roject - :valuation through simulation - *roject )eview, cost review etc., through #$ *roject #'"5E: > @ RE$ERENCE 1. )avindran H *roject #anagement H Iohn Biley 3. *rojects *lanning !nalysis financing implementations and review by *rasanna (handra Tata #c+raw 0ill 7. ) #ishra H *roject #anagement H :xcel 4. $uccessful *roject #anagement by +I"' D (lements H Thomson -. *roject #anagement strategic "esign and implementation by "avid I (leland, #c+raw 0ill #anagement by $.(houdhary H Tata #c+raw 0ill 8. #.$.*roject by +ravier 7. 2asanth D"sai / Pro3"ct ana!"#"nt- (P( ?. *roject #anagement for &usiness and Technology *rinciples and *ractice Iohn ! =icholas H *rentice 0all India (urrent issues *roject !ppraisal *roject 'rganization

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HUMAN RESOURCES MANAGEMENT ELECTIVES III SEMESTER H1 + HUMAN RESOURCES AC,UISITION AND DEVELOPMENT H2 + EMPLOYEE RELATIONSHIP MANAGEMENT H3 + PER$ORMANCE AND COMPENSATION MANAGEMENT

IV SEMESTER

H + LABOUR LEGISLATION AND 'EL$ARE H! + #NO'LEDGE MANAGEMENT AND LEARNING ORGANIGATION H% + INTERNATIONAL HUMAN RESOURSES MANAGEMENT
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H1 HUMAN RESOURCES AC,UISITION AND DEVELOPMENT MODULE 1 HUMAN RESOURCE PLANNING+ Issues in $trategic 0uman )esources #anagement, 0uman )esource *lanning "efinition, 'bjectives, Importance, ,actors affecting 0)*, *rocess of 0)* :mployee ,orecasting H Trend analysis, )atio !nalysis, $catter *lot, (omputerized ,orecasting , "elphi #ethod, #anager Iudgment, $upply forecasting. MODULE 2 JOB ANALYSIS #eaning, *urpose, *rocess, #ethods of (ollecting "ata. Iob "escription H (ontents, Briting Iob "escription, Iob $pecification, Iob :nrichment. MODULE 3 PROCUREMENT& SELECTION AND INDUCTION )ecruitment- #eaning and *rocess; $ources of )ecruitment, Internal and :xternal $ource, #odern Techni%ues of )ecruitment, $ources- Internet &ased, *lacement !gencies. $election - #eaning, :ssentials of $election *rocedure, $election 0urdles, $election *rocedure - !pplication &lan ; :mployment Tests- 5tility and Aalidity. :mployment Interviews- *rinciples and Techni%ues, #edical Text, )eference (hec !ppointment- Terms and conditions. Induction H#eaning, Induction *rogramme Hformal or informal, individual or collective, serial or disjunctive Investiture or "isinvestiture, )e%uisites of effective programme. MODULE TRAINING (oncept of Training and "evelopment, =eed for training , Importance of Training , "ifference between Training and "evelopment, *rinciples of Training and areas of training. !ssessment of Training =eeds, Training #ethods- 'n the Iob and 'ff Iob #ethods, :lectronic Training H (omputer &ased training, :lectronic performance support system9:*$$; , "istance and Internet &ased Training. MODULE ! EVALUATION O$ TRAINING *urpose of :valuation, :valuation *rocess, evaluation of system, evaluation of methodology, evaluation of resource person, evaluation of contents, competency mapping, feedbac D control. RE$ERENCE +1. )ic y B +riffin H 0uman )esource #anagement H&iztantra.
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3. 7. 4. -. 8. >. ?.

)ichard )egis H $trategic 0uman )esource #anagement H :xcel boo s 0uman )esource #anagement H(ynthia and ,isher- &iztantra ".< &hattacharya H 0uman )esource *lanning H :xcel &oo s +. *andu =ai - Training and "evelopment H:xcel &oo s "r Iani iraman- Training and "evelopment -&iztantra Thomess <utti - Training for "evelopment H 0*0 ).< $ahu H Training for "evelopment H :xcel &oo s

H2 ? EMPLOYEE RELATIONSHIP MANAGEMENT MODULE 1. INDUSTRIAL RELATIONS #eaning D 'bjectives, Importance, !pproaches to Industrial )elations - 5nitary, *luralistic, #arxist. )ole of Three !ctors to Industrial )elations H $tate, :mployer D :mployees, (auses for poor I), "eveloping sound I). :thical approach to I)@ Idea of trusteeship- *rinciples D features, (ode of conduct. MODULE 2. TRADE UNION #eaning, why do wor ers join unions, Types of trade unions, Theories to trade 5nion, Trade union movement in India, *roblems of trade unions, ,unctions of trade unions, #easures to strengthen trade unions, Trade union !ct H )egistration of trade unions, =eed for )ecognition D )ights to recognition of trade unions, (entral trade unions in India. MODULE 3. INDUSTRIAL DISPUTES "efinition, (auses of Industrial disputes, Types of Industrial disputes, *revention of Industrial disputes, $ettlement of Industrial disputes. Industrial "ispute !ct H (onditions to $tri es, Eoc -outs, Eay-off D )etrenchment and Eaws relating to standing orders. MODULE . COLLECTIVE BARGAINING "efinition, Importance, *rere%uisites of collective bargaining H 5nion bargaining process H Types of bargainingH (ollective bargaining in India. +rievance D "isciplinary procedure H #eaning, =eed D procedure. MODULE !. INTEGRATION O$ INTEREST AND MANAGING CAREERS (areer *lanning, ,actors affecting (areer (hoices; (areer $tages, (areer anchors, =eed for (areer *lanning, #anaging *romotions, Transfers D "emotions. Individual D organizational problems in Integration. Integration process. MODULE %. ,UALITY O$ 'OR# LI$E AND ,UALITY CIRCLES #eaning of %uality of wor life H Fuality (ircles- 'bjectives- *rocess, $tructure and problems- wor ers participation in management and %uality circles H (oncept of empowerment. RE$ERENCE
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1. &." $ingh - Industrial )elations H :xcel &oo s 3. #amoria D #amoria ;- "ynamics of Industrial )elations in India - 0*0

H3 ? PER$ORMANCE AND COMPENSATION MANAGEMENT MODULE 1 PER$ORMANCE MANAGEMENT "efinition, 'bjectives, =eed for !ppraisal, :ssentials of performance appraisals and problems of performance appraisal, #ethods of *erformance !ppraisal- Traditional and #odern #ethods- +raphic )ating-$cale, $traight )an ing #ethod, *aired (omparison #ethod, (ritical Incident #ethod, +roup !ppraisal, (onfidential #ethods, &ehavioral !nchored )ating $cale 9&!)$;, !ssessment centers MODULE 2 'AGE @ SALARY ADMINISTRATION =ature and $cope, (ompensation, wage determination process, ,actors Influencing wage and $alary !dministration. Bage H Theories of Bages, Types of wages H Time rate, piece rate, debt method, Bage differentials. MODULE 3 PLANNING $OR IMPROVED COMPETITIVENESS "iagnosis and &ench #ar ing, 'btaining (ommitment; "etermination of Inter and Intraindustry, (ompensation "ifferentials, Internal and :xternal :%uity in (ompensation $ystems. MODULE INCENTIVES AND $RINGE BENE$ITS Incentives H "ef , Types of Incentives, Individual incentives @ #easured day Bor , *iece wor , standard hour, +ain sharing, its advantages and disadvantages, 'rganisation Bide incentives H $canlon *lan, <aiser *lan, *rofit sharing, =on-financial incentives, ,ringe &enefits H "efinition, 'bjectives, Types of ,ringe &enefits MODULE ! INDIVIDUAL GROUP VARIABLE COMPENSATION *ay for *erformance, *ay by $eniority, +roup *iece rate, *roduction sharing plan, :mployee *rofit sharing, :mployee stoc ownership, +ain $haring MODULE % INCENTIVES AND RETIREMENT PLANS &asic *ay, *rovisions for "earness allowance- (alculation of total compensation pac age, various methods of compensating cost of living, =eutralization factors. :xecutive (ompensation *lan, )etirement *lan RE$ERENCE +1. &." $ingh - (ompensation D )ewards management H :xcel &oo s
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3. 7. 4. -.

(ynthia " ,isher H0uman )esource #anagement -- th :dition-&iztantra. ! # $harma H !spects of Eabour Belfare and $ocial $ecurity - 0*0 Eawrence <leiman-0uman )esource #anagement -7 rd :dition-&iztantra ).< $ahu H *erformance management systems H :xcel &oo s

H - LABOUR LEGISLATION AND 'EL$ARE MODULE 1. LABOUR LEGISLATION #eaning, need, objective, scope, growth, growth of labour legislation in India, impact of IE' D EE, *rotective and regulative labour legislations, factory !ct 4?, #ines !ct-1C-3, $hops and :stablishment !ct. MODULE 2. LEGISLATION CONCERNING 'AGES AND BONUS *ayment of Bages !ct -1C78, #inimum Bages !ct-1C4?, *ayment of &onus !ct-1C8-, :%ual )emuneration !ct->8. MODULE 3. LEGISLATION CONCERNING SOCIAL SECURITY Bor menGs compensation act 1C37, :mployee state insurance act 1C4?, :mployees *rovident fund act 1C-3, #aternity &enefit act 1C81, *ayment of gratuity act 1C>3, and #isc. !ct 1CC8. MODULE . 'EL$ARE #eaning, need, objectives, statuary re%uirement, emerging issues, welfare of human employee, preferential statement, physically challenged, need for special consideration. MODULE !. NIGHT SHI$T 'OR#ING Eabour legislation pertaining to employees wor ing on night shifts; specific provisions for female employees; creation of conducive wor environment during night shift; moral and ethical issues arising due to night shift and 0) intervention; impact of night shift wor ing on family and social life; counseling and stress management. RE$ERENCE 1. &." $ingh H Eabour Eaws for #anagers H :xcel &oo s 3. !.#.$harma H Industrial Iurisprudence and Eabour Eegislation H 0*0 7. &." $ingh H Industrial )elations H :xcel &oo s

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H! - #NO'LEDGE MANAGEMENT AND LEARNING ORGANIGATION MODULE 1 THE PARADIGM O$ LEARNING ORGANIGATIONS The paradigm of learning organizations, lessons in learning and creativity, learning organizations H paradigm of strategy and management, life long creates trails of life long creators, model of life long creativity, mastering creative problems, solving, models of creative problems solving, model of creative intelligence, convergent thin ing, ac%uiring a creative persona, techni%ues of creative problems solving and creativity. MODULE 2 TECHNI,UES O$ CREATIVE PROBLEM SOLVING Techni%ues of creativity, problem decomposition, information search, brea ing stereotyped response, unbloc ing, mutual stimulation, imaging, fusioning, ideating, exteremisation and dialectical, brainstorming, the when of creativity techni%ues H attributing changing and morphological analysis. MODULE 3 BUILDING A LEARNING ORGANIGATION Bhat is learning organizations H nature of learning enterprises, s ills needed by learning organizations, three phases of learning, learning implies unlearning, adaptive and generative learning, building a learning organization, nowledge intensive organization. MODULE + ISSUES& THEMES AND THE ROLE O$ IN$ORMATION TECHNOLOGY ON LEARNING ORGANIGATIONS. (ore issues and themes is building learning enterprises, vision and strategy, nature of the organization structure, an infrastructure for nowledge management, role of information technology in nowledge management, information technology and nowledge approaches. MODULE ! TECHNI,UES METHODS AND APPROACHES TO LEARNING ORGANIGATIONS. Eearning companies fostering nowledge and learning, a brief overview of some techni%ues, methods and approaches, learning organizations and management of change H activities and case studies. MODULE %& #NO'LEDGE MANAGEMENT SYSTEM Introduction to nowledge management, nowledge management and nowledge management systems, drivers of nowledge, tacit and explicit nowledge, nowledge
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management is virtual organizations, implementing nowledge management solutions, nowledge management system on learning organization, nowledge management systems H issues, challenges and benefits.

H% - INTERNATIONAL HUMAN RESOURSES MANAGEMENT MODULE 1. INTERNATIONAL H.R.M "ifference between "omestic 0)# and I0)#, #anaging International 0) activites- 0) planning, )ecruitment D $election, Training D "evelopment, *erformance management, )emuneration, )epatriation D employee relations. $ocio-*olitical :conomic $ystem H 5.$, 5.<, Iapan and India H a comparative analysis. MODULE 2. INTERNATIONAL RECRUITMENT AND SELECTION !pproaches H :thnocentric, *olycentric, +eocentric, )egiocentric. $election@ ,actors in :xpatriate selection H Technical ability, (ross-cultural suitability, ,amily re%uirements, #=: re%uirements. MODULE 3. HR IN$ORMATION SYSTEM #eaning, =eed, !dvantages and uses. "esigning of 0)I$, (omputerized 0)I$, Eimitation of 0)I$. (omputerized s ill inventories, +lobal Talent $earch. MODULE . MANAGING HR IN VIRTUAL ORGANISATION #eaning, Types of virtual organization, "ifference between traditional D virtual organizations, !dvantages and disadvantages of virtual organizations, ,eatures of virtual organization, #anaging 0) in virtual organization. MODULE ! GLOBALISATION @ HRM Impact of globalization on :mployment, 0) "evelopment, wage D benefits, Trade unions, (ollective bargaining, *articipative management D Fuality circles. :thical issues in 0)& (hanging environment of 0)# - Internal and :xternal factors. Internal factors H 0uman )esource of (ountry, changing demands of employers, employees organization. :xternal factors H (hange in Technology, Eegal and +overnment, (ustomer $ocial factors, :conomic and *olitical factors and talent management. MODULE % T,M @ HR MANAGEMENT *rinciples of TF#, #ethods of Total Fuality #anagement, 0)# D TF#, 0) strategy to TF#. ):,:):=(:
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1. = $engupta D #ousumi $ &hattacharya H International 0uman )esource #anagement H :xcel &oo s 3. $.Iayashree H Bhat :very #&! $hould <now !bout 0)# - 0*0

IB:=<>48/=B T-;9B=3=C2

III SEMESTER S1 +SO$T'ARE ENGINEERING MANAGEMENT S2 +SO$T'ARE DESIGN @ PROJECT MANGEMENT S3 +DATABASE MANAGEMENT SYSTEM

IV SEMESTER S +E ? COMMERCE TECHNOLOGY AND MANAGEMENT S! +SYSTEM ANALYSIS @ DESIGN S% +ENTERPRISE RESOURCE PLANNING AND BUSINESS PROCESS REENGINEERING

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S1 +SO$T'ARE ENGINEERING MANAGEMENT OBJECTIVE+ 5nderstand and appreciate concepts and practices of modern $oftware :ngineering #anagement. M=163- 1+ OVERVIE' O$ SO$T'ARE ENGINEERING $oftware :ngineering as a discipline, $oftware processes, $oftware projects M=163- 2+ RE,UIREMENTS )e%uirements engineering processes, $ystem models, $oftware prototyping, ,ormal specification. M=163- 3+ SO$T'ARE DEVELOPMENT MODELS Baterfall model, $piral model, Incremental "evelopment, :volutionary "evelopment, )e-use oriented "evelopment M=163- + DESIGN !rchitectural design, "istributed $ystems architecture, '' design, )eal-time software design, "esign with reuse, 5ser Interface design. M=163- !+ SO$T'ARE ,UALITY Aerification and Aalidation, $oftware testing, (ritical systems validation, (## and *(## concepts. M=163- %+ MANAGEMENT #anaging people, $oftware :mpowerment M=163- 7+ EVOLUTION Eegacy $ystems, $oftware #anagement cost construction, Fuality #anagement, *rocess

change,

$oftware

re-engineering,

(onfiguration

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S2 +SO$T'ARE DESIGN @ PROJECT MANGEMENT MODULE 1+ SYSTEM ANALYSIS @ DESIGN+ 'verview of system analysis D "esign@ Introduction to different methodologies D structured system analysis H "etails of $"E( approach H mini cases H :-) diagrams H "," concepts H "ata dictionary concepts. $tructure charts H modular programming H I6' D file design consideration H :ntity Eife histories 9:E0;. MODULE 2+ SYSTEM IMPLEMENTATION+ $ystem implementation D maintenance@ Implementation $trategies H $B60B selection D procurement H (ontrol D security H issues of designing D implementing on-line systems H data communication re%uirements H system conservation approaches D selection issues. MODULE 3. PROJECT DEVELOPMENT @ DATABASE DESIGN Introduction to "atabase technologies D (!$: tools with specific pac ages H overview of relational model H "atabase creation H $FE command H =ormalization H designing forms D reports H using (!$: tools for system analysis D design-case studies H (ost 6 benefit analysis H project D resource planning H design D development testing D documentation. MODULE . SO$T'ARE PROJECT MANAGEMENT $oftware project management@ challenges D opportunities H changing technologies D approaches H choice development of methodologies D technical platforms, project management techni%ues H monitoring > measurement of progress. MODULE !. SO$T'ARE PROJECT MANAGEMENT $oftware project management H elements, cost estimation, manpower planning, $oftware D *roduct #etrics H Fuality assurance D control-standards D documentation H testing H implementation H training H technology management H %uality standards H certificate H handling multiple projects, issues of share development. Text &oo s@ 1. $enn, I.!. N!nalysis D "esign of Information $ystemsL, N#c+raw 0ill *ublications.
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3. &eaver, P!n Introduction to #anaging $oftware *rojectsG. 7. #arco, T.". N$tructured !nalysis D $ystem $pecificationL, *rentice 0all *ublications. 4. (.$.A.#urthy H $ystem !nalysis and "egign - 0*0

S3 +DATABASE MANAGEMENT SYSTEM MODULE 1+ INTRODUCTION "atabase systems H "efinition H (omponents H !dvantages H 'bjectives H :volution. MODULE 2+ MODELS "&#$ !rchitecture H !ssociations H )elationships H #appings between !bstractions H +eneralisation H (lassifications H (onceptual "ata modeling H ,ile 'rganization H "ata $tructure H "ata models@ 0"&#$, ="&#$, )"&#$, ''"&#$. MODULE 3+ DATABASE DESIGN )elational "ata #odel H )elational !lgebra H :) "iagrams H "ata "ictionary H =ormalisation H &oyce (odd =ormal ,orms H Integrity H )elational "atabase Eanguages H "atabase !dministration H ,ile $tructures and Indexing. MODULE + OBJECT MODELLING 'bject oriented concepts H $tructure H #odels and "atabases H 'bject life cycle modeling H 'bjects, (lasses, *atterns H 'bject interaction modeling H 'bject 'riented "esign H 5#E. MODULE !+ OPERATIONS AND MANAGEMENT (lient 6 $erver and "atabases H "ata Barehousing H Fuery *rocessing H (oncurrency #anagement H 0eterogeneous and 0omogenous $ystems H "istributed "atabases H (ontrols H !tomicity, )ecovery H $ecurity, &ac -up and )ecovery. T:JT &''<$ 1. +ary B.0ansen and Iames A.0ansen, N"atabase #anagement and "esignL *rentice 0all 2. 4.).2. urthy / Data 5as" ana!"#"nt )yst"#s-(P(

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S +E ? COMMERCE TECHNOLOGY AND MANAGEMENT MODULE 1+ $UNDAMENTAL O$ E-COMMERCE Introduction to :-(ommerce, Types of :-(ommerce@ &3&, &3(, (3(, +3+, +3:, +3(, :-&usiness #odels D #ar ets, Techni%ues and Tools, :-(ommerce *roviders and Aendors. . MODULE 2+ BUSINESS APPLICATIONS IN E-COMMERCE )etailing in :-commerce H mar et research on internet customers H e- commerce for service sector H !dvertising in e-commerce H &3& ecommerce. $upply (hain #anagement@ : H logistics, $upply (hain *ortal, $upply (hain *lanning Tools 9$(* Tools;, $upply (hain :xecution 9$(:;, $(: - ,ramewor , InternetGs effect on $upply (hain *ower and : H #ar eting. MODULE 3+ E-COMMERCE IN$RASTRUCTURE Intranet, Internet D :xtranet H $tructure, !rchitecture, !pplications D &usiness #odels. MODULE + E-COMMERCE PAYMENTS AND SECURITY :-*ayments and *rotocols-$ecurity schemes against internet fraud. *rinciples of e-fund transfer, credit and debit card usage, : H (he%ue, : H (ash, : H *ayment Threats D *rotections. MODULE !+ LEGAL AND PRIVACY ISSUES IN E-COMMERCE :-(ommerce Issues D 'pportunities in Implementation and )ole of +overnment (ommercial Issues, Infrastructure Issues, $ocial and cultural issues, )ole of +ovt. and *olicy )ecommendations and :merging trends in :- (ommerce. T:JT &''<$ 1. :fraim Turban et al., P:lectronic (ommerce H ! managerial perspectiveG, *earson :ducation !sia, 3..3. 3. <ala ota et al, P,rontiers of :lectronic (ommerceG, !ddison Besley, 3..1. 7. +reenstein ,irsman, P:lectronic (ommerceG, Tata #c+raw 0ill, 1CCC. 4. 4.).2. urthy / 6.4o##"rc"-(P( -. =abil !dam et al, P:lectronic (ommerce H Technical, &usiness and Eegal IssuesG. *rentice 0all. 1CC?.
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6. 4.).7ayu,u / 6 4o##"rc", 6 5usin"ss-(P(

S! +SYSTEM ANALYSIS @ DESIGN 'bjectives@ The objective of the course is to familiarize the students with the various (oncepts of system analysis, design and planning. MODULE I $ystem (oncepts and Information $ystems :nvironment, $ystem "evelopment life (ycle, )ole of $ystem !nalyst. MODULE II $ystem *lanning and initial Investigation, Information +athering, Tools of $tructured@ ",", "", "ecision Tree, "ecision Table, $tructured :nglish, *seudo code, !nalysis, ,easibility $tudy, (ost6&enefit !nalysis. M=163- III *rocess and $tages of $ystem "esign, Input 6 'utput and ,orms "esign, ,ile 'rganisation and "atabase "esign. M=163- IV $ystem Testing D Fuality !ssurance, Implementation and $oftware #aintenance, 0ardware and $oftware $election and (omputer (ontract, *roject $cheduling and $oftware, $ecurity, "isaster6 )ecovery, and :thics in $ystem "evelopment. Text &oo s@ 1. :lias # !wad, - $ystem !nalysis D "esign, +algotia *ublication 3. 0opper, +eorge, Aalacich, *anigrahi, - #odern $ystem !nalysis and "esign, *earson :ducation. 1. Iames ! $enn, - !nalysis D "esign of Information $ystems, Tata #c+raw 0ill 3. )ajaraman,!nalysis D "esign of Information $ystems, *0I. 7. Bhitten, &entley, "ittman, - $ystem !nalysis D "esign #ethods, T#0

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S% +ENTERPRISE

RESOURCE PLANNING AND BUSINESS PROCESS RE-ENGINEERING

'bjectives@ This paper will orient students to understand that business processes can be integrated in a seamless chain. UNIT ? I Introduction to *rocess (oncept, *rimary value chain concept, *rocess !ctivities, product complexities, )eengineering current situation, necessary to re-invent organization. (ontinuing the mass production concept, variation on the +reenfiled approach. The impact of accounting system on decision see ing outside help, &*) success determination, Industry consolidation. The value of &*); &*) experiences. UNIT ? II !nalyze process, establish process matrix, process matrix vary by process type. !pplying analysis tool and methods, accounting of process, determining the cost of %uality, process analysis sample, first, further and by example. !ctivity analysis, span of control, process representation, consistent semantic, semantic networ process representation and modeling culture change. UNIT ? III :)* - Introduction, integrated management information, seamless integration, supply chain management, resource management, scope and benefits, evolution, modern enterprise, business engineering and :)*. UNIT ? IV &usiness modeling - &uilding, extended :)*, business modeling in practice, :)* implementation, role of consultants, vendors and users, customization, precautions, guidelines. *ost implementation options and methodology. UNIT ? V :)* - (ompetitive advantage, strategy, mar eting of :)*, :)* "omain, #,+I*)'; I,$I !valon, &aan IA; $!*, $!* )67, !pplication; :)* III. RE$ERENCE BOO#S+ 1. )avi !nupindi, $uni (hopra, N#anaging &usiness *rocess ,lowsL, *earson :ducation
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3. 7. 4. -. 8.

+arg, A. <. and Ae et <rishna =. <., N:)* (oncepts and *racticeL, *0I *ublication. ".$. Einthicum, N:nterprise !pplication IntegrationL, *earson :ducation !lte ar, :nterprise )esource *lanning, *0I :)* H !lexis Eeon, Eeon *ublishers $upply (hain #anagement based on $!* $ystems, +. <nolmayer, *. #ertens and !. Meir, $pringer International :dition. >. Introduction to $!*, an 'verview of $", ##, **,,I6(' #odules of $!* ?. :)*, Ainod <umar +arg and =.<. Aen ita rishnan, *0I

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