Management of Data

Course Code : MGT 512 Level : MBA

Semester : III Semester Credit Hours : 4
Course Objective:
Be familiar with the basic theories, concepts, methods, and terminology used in information systems.
Be acquainted with the kinds of information systems used in organizations.
Be able to distinguish between different types of information systems.
Be able to describe how information systems are used strategically and tactically
1. Technical Environment, Software Paradigms, Models Methodologies, Socio Behavioural, Supporting Tools,
Quality Assurance, Project Management, Resource Constraints.
2. Decision Support Systems (DSS). Group Decision Support Systems (GDSS). Executive Information Systems
(EIS).
3. Decision Support Systems (DSS). Group Decision Support Systems (GDSS). Executive Information Systems
(EIS).
Case base presentation & Assignment Activities
4. Information Systems and Business Functions:
Analysis, Design, and Implementation, Management as End - User perspective, Identifying Systems
Requirements, Systems Development Life Cycle
5. Foundations of Business Intelligence:
Databases and Information Management, Database Approach to Data Management, Capabilities of Database
Management Systems, Using Databases to Improve Business Performance and Decision Making, Managing Data
Resources.
6. Issues of Electronic Commerce:
Electronic Commerce versus Electronic Business, B2B, C2C, B2C and C2B Technology, WiFi for Business,
Forms and Reports design, Data Validation and Audit features, New System, Designing Accurate Data - Entry
Procedures, Physical Design.
Case base presentation & Assignment Activities
7. Achieving Operational excellence and Customer Intimacy :Enterprise Applications; ERP, SAP
8. Artificial Intelligence, Digital Libraries, Repositories, Preserving and Applying
9. Concept Maps, Process Modeling, RSS, Wikis, Delphi Method, etc., Knowledge Sharing Systems: Systems that
Organize and Distribute Knowledge.
Final Presentation & Assignment Activities with report submission
Basic Books:
Laudon & Laudon, Management Information System, Pearson, 12th Edition.
Haag, Cummings, Phillips, Management Information System for Information Age, Mc Graw Hill, Sixth Edition.
Strategic Management
Course Code : MGT 510 Level : MBA
Semester : III Semester Credit Hours : 4
Course Objective:
This course aims to help students develop strategic thinking in applying management principles. There are three main
parts to strategic management development:
Students learn to conduct situational analysis environment scanning.
Students learn variety of strategic that they can apply to help their organisation achieve above average returns
Students learn the key areas of implementation to help develop and maintain a competitive advantage.
1. To introduce students to basic concepts of Strategic management and Corporate governance and Social
responsibility.
Basic concepts

* Phases of strategic management

* Globalization
* Basic model of strategic management
* Strategic decisions making
Corporate governance and Social responsibility.
* Role of Board of Directors
* Role of top management
* Social responsibilities of strategic decision makers
* Ethical decision making
Case base presentation & Assignment Activities
2. To understand the scope of scanning the environment
* Environmental scanning
* Industry analysis
* Synthesis of external factors
* Internal scanning
* Organizational analysis, Value-chain analysis, Strategic Audit
Case base presentation & Assignment Activities
3. To equip students with clear knowledge Strategy formulation - Corporate strategy, Functional strategy
and Strategic choice
Strategy formulation- Situational analysis
* Situational analysis; SWOT
* Generating alternative strategies using a Tows Matrix
* Competitive business strategies
Strategy formulation- Corporate strategy
* Directional strategy- growth, international entry options, stability strategies.
* Portfolio analysis
* Corporate parenting
Strategy formulation- Functional strategy
Functional strategy- core competencies, marketing, financial strategies, R&D, HRM strategies. Strategic choiceselection of best strategy
Case base presentation & Assignment Activities
4. To develop a better understanding Strategy implementation and Control, Evaluation and control
Strategy implementation
Organizing for action
International issues in strategy implementation
Staffing issues in strategy implementation
Evaluation and control
* Evaluation and control in strategic management
* Measuring performance
* Strategic information systems
* Strategic incentive management
Final Presentation & Assignment Activities with report submission
Basic Books:
Fred R. David, Strategic Management: Concepts and Cases, Prentice Hall, 13th Edition.
Wheelen, Hunger, Rangarajan, Concepts in Strategic Management & Business Policy, Prentice Hall, 13th Edition.
Retail Management
Course Code : MGT 523 Level : MBA
Semester : III Semester Credit Hours : 2
1. Introduction to retailing: (2)
Objective, Framework of Retailing, Retailing strategy, Importance of Retailing
2. Strategic Planning in Retailing: (3)
Situation Analysis, Objectives, Identification of consumer characteristics and Needs, Specific Activities, Control,
Template for Retail Management, Global exposer in Retailing
3. Retail Institutions by ownership: (3)

Retail Institutions characterized by Ownership, Independent, chain, Franchising, Leased department, vertical
Marketing system, consumer cooperative.
4. Retail Institutions By store based strategy mix: (3)
Consideration in planning a Retail strategy Mix, The wheel of Retaining, Scrambled Merchandising, The Retail
Life Cycle, Categorized, Merger, Diversification, Downsizing.
5. Identification and Understanding Consumers: (3)
Consumer demographics and Lifestyles, Consumer Needs and Desires, Shopping Attitudes and Behaviour,
Retailer Actions, Environmental Factors Affecting Consumers
6. Trading Area Analysis: (2)
Importance of Location of Retailer, Trading-Area Analysis, Characteristics of Trading Areas.
7. Retail organization and Human Resource Management: (3)
Setting up a Retail Organization, Organizational Patterns in Retailing, Human Resource Management in Retailing.
8. Operations Management & its Dimensions: (3)
Operating a Retail Business, Operation blueprint, store format, size, shape allocation, Store Maintenance,
Inventory Management, Store Security & Insurance.
9. Developing Merchandise Plans: (3)
Merchandising philosophy, Buying Organization formats and process, Devising Merchandise Plans, Category
Management
10. Pricing in Retailing: (2)
External Factors Affecting a Retail Price strategy, Developing a Retail price strategy
11. Promotional Strategy: (3)
Elements of the Retail promotional mix, planning a Retail promotional strategy ( Objective, Establishing an
overall promotional budgets, select & implementing promotional mix, Reviewing and Revising)
12. Integrating and controlling the Retail strategy: (2)
Integrating the retail strategy, Performance measures, scenario analysis, Control using the retail audit
Basic Books:
Roger Cox, Paul Brittain,Retailing: An introduction, Pearson, Fifth Edition.
Dunne, Lusch, Carver, Retailing, Cengage Learning, 8th Edition.
Financial Management
Course Code : MGT 518 Level : MBA
Semester : III Semester Credit Hours : 4
Course Objective:
To make the students aware regarding the basic concepts of financial management i.e. capital budgeting, cost of capital,
sources of finance, capital structure etc.
1. Financial Management: (3)
Meaning , Objective and scope, Finance functions Investment, financing and dividend decisions, Financial goalProfit Maximization vs. Wealth Maximization
2. Concept of time value of money: (4)
Present & future value of annuities & Single Amount, perpetuity, Growth rate calculations
3. Source of Finance: (4)
Short term and long term Source of Finance, Leasing as a Source of Finance
4. Economic value added: (2)
Concept of economic value added
5. Risk and return analysis: (2)
Risk Measurement
6. Risk Measurement: (4)
Concept and its significance, Measurement of cost of capital of various source of funds, Weighted average cost of
capital
7. Capital structure decision: (4)
Theories of Capital Structure, Optimum Capital Structure, Leverage: Operating and Financial Leverage
8. Capital budgeting: (4)
Meaning and Process, Methods of analyze capital budgeting decisions, Capital rationing, Capital decision under
risk and uncertainty

9. Working Capital (4)

Concept and significance, Determining working capital requirements, Management of Inventory , debtors and
cash, Financing of working capital needs
10. Management of surplus: (4)
Retained earning and dividend policy, Theories of dividend, Forms of dividend and corporate dividend behavior.
Basic Books:
Pandey I M, Financial Management, Vikas Publishing House.
Chandra Prasanna,Financial Management: Theories and Practice, Tata McGraw Hill
Khan ,M Y and P K Jain, Financial Management, Tata McGraw Hill.
Entrepreneurship Management
Course Code : MGT 504 Level : MBA
Semester : III Semester Credit Hours : 4

The nature of entrepreneurial management

Competitive business environment and its influences upon organisational transformation
Organisational culture and its relationship to strategic renewal processes
Different forms of entrepreneurial management
Developing strategies for growth
Organizational Structure, Design and Culture
Leadership and management for corporate venturing
Assessing and managing entrepreneurial risk
Closing skills gaps; recruitment and development of the team
Ethics, decision-making and entrepreneurial ventures
Overcoming barriers to corporate entrepreneurship
The internal structure and processes of entrepreneurship.
Entrepreneurship competencies with which the firm is endowed.
The firm should then forget the old paradigm, and adopt a new paradigm.
A framework for the Entrepreneurship Management of innovation
Covering the firm and its market, industry or technology.
Patterns of change, overcoming inertia and shaping the change for tomorrow
Organizational entrepreneurship design, including organizational structure
Culture as impediments and leverage for innovation and change.
Entrepreneurship entering into a new world of business
A new paradigm through internal and external networking for entrepreneurs.