SCHEME AND SYLLABUS

MASTER OF BUSINESS ADMINISTRATION

(MBA)

(Under the Credit and Semester System)

2023 Admissions

Affiliated to Mahatma Gandhi University, Kottayam

Marian College Kuttikkanam (Autonomous)
Kuttikkanam P.O., Peermade
Idukki District, Kerala, India – 685 531
E-mail: [email protected]
www.mariancollege.org
Phone: 04869-232203, 232654
 Table of Contents

PAGE
Sl.No CONTENTS
NO:
A Members of Board of Studies in Marian Institute of Management 1
B Regulations for Master of Business Administration 4
1 Short Title 4
2 Scope 4
3 Title of the Programme 4
4 Definitions 4
5 Programme Structure 9
6 Attendance 11
7 Board of Studies and Courses 11
8 Registration 11
9 Admission 12
10 Promotion 12
11 Examination and Assessment 12
12 Semester End Assessment (SEA) 15
13 Award of Degree 16
14 One Time Betterment Option 17
15 SWAYAM Course Guidelines 17
16 Transitory Provision 17
17 Introduction to MBA Programme 18
18 Programme Outcome(PO) 20
19 Programme Specific Outcome(PSO) 20
20 Programme Educational Objectives (PEO) 20
21 Course Outcome and Mapping 21
22 Instructional Methods 21
C Scheme and Syllabus of the Programme 22
D Annexure I : Model Questions 184
 A. MEMBERS OF BOARD OF STUDIES IN
MARIAN INSTITUTE OF MANAGEMENT (PG)

Official Address for communication with

SI.No Category of Selection Name & Designation
Phone No. & email address

Marian Institute of Management, Marian

Dr. T V Muralivallaban College Kuttikkanam (Autonomous),
1 Chairman
Director Phone Number – 9447500153,
[email protected]
Marian Institute of Management, Marian
Rev. Dr. Jose Chittadiyil College Kuttikkanam (Autonomous),
2 Faculty
Deputy Director Phone Number-8547180180
[email protected]
Marian Institute of Management, Marian
Dr. Soney John College Kuttikkanam (Autonomous),
3 Faculty
Professor Phone Number – 9947010915
[email protected]
Marian Institute of Management, Marian
Dr. Vincent Varghese College Kuttikkanam (Autonomous),
4 Faculty
Professor Phone Number – 9400373022
[email protected]
Marian Institute of Management, Marian
Dr. Sujitha Annie Kurian College Kuttikkanam (Autonomous),
5 Faculty
Associate Professor Phone Number-9846992825
[email protected]
Marian Institute of Management, Marian
Dr. Santhosh Kumar College Kuttikkanam (Autonomous),
6 Faculty
Associate Professor Phone Number – 9842548868
[email protected]
Marian Institute of Management, Marian
Dr. Arun Sankar College Kuttikkanam (Autonomous),
7 Faculty
Associate Professor Phone Number – 9600901075
[email protected]
Marian Institute of Management, Marian
Prof. Samson Thomas College Kuttikkanam (Autonomous),
8 Faculty
Assistant Professor Phone Number – 9447599717
[email protected]
Marian Institute of Management, Marian
Dr. Bose George College Kuttikkanam (Autonomous),
9 Faculty
Assistant Professor Phone Number – 9847169932
[email protected]
Marian Institute of Management, Marian
Dr. Joshyja Jose College Kuttikkanam (Autonomous),
10 Faculty
Assistant Professor Phone Number – 9497530329
[email protected]

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 Marian Institute of Management, Marian
Mr Sanil Kumar VK College Kuttikkanam (Autonomous),
11 Faculty
Assistant Professor Phone Number – 9447197674
[email protected]
Marian Institute of Management, Marian
Mr. Tinku Joy College Kuttikkanam (Autonomous),
12 Faculty
Assistant Professor Phone Number – 9496332384
[email protected]
Marian Institute of Management, Marian
Mr. Bibin Xavier College Kuttikkanam (Autonomous),
13 Faculty
Assistant Professor Phone Number – 9961453899
[email protected]
Marian Institute of Management, Marian
Ms. Surabhi James College Kuttikkanam (Autonomous),
14 Faculty
Assistant Professor Phone Number – 9496497401
[email protected]
Marian Institute of Management, Marian
Ms. Dhanya Ajayaghosh College Kuttikkanam (Autonomous),
15 Faculty
Assistant Professor Phone Number – 8129953363
[email protected]

Marian Institute of Management, Marian

Mr. Alex Johnson College Kuttikkanam (Autonomous),
16 Faculty
Assistant Professor Phone Number – 9496555487
[email protected]
Marian Institute of Management, Marian
Ms. Sheena B.S College Kuttikkanam (Autonomous),
17 Faculty
Assistant Professor Phone Number – 9074767645
[email protected]
Dr. G Chandramohan
Executive Director
(Honorary) Kerala
Statistical Institute,
Subject Experts from Kowdiar, Phone No – 9447031989
18
Outside nominated by AC Thiruvananthapuram [email protected]
Former Director
CET School of
Management, College of
Engineering, Trivandrum
School of Management Studies,
Subject Experts from Manoj Edward CUSAT
19
Outside nominated by AC Professor Phone No- 9846280535
[email protected]
Expert nominated by VC Nominee of Vice-
20
from a panel of six experts Chancellor
Tata Big Basket
Amal Binoy
21 Meritorious Alumnus Phone No – 9526991767
Regional HR
[email protected]

2
 Representative from
MRF Limited, Kottayam
Industry/corporate sector Mr. Lal Varghese
22 Phone No-918075731223
or allied field nominated Senior Manager
[email protected]
by Principal
Marian College Kuttikkanam
Rev.Dr. Sibi Joseph
23 Special invitee Phone Number – 9447127297
Assistant Professor
[email protected]
Marian Institute of Management, Marian
Rev.Dr Regi M Cherian College Kuttikkanam (Autonomous),
24 Special invitee
Dean International Affairs Phone Number – 9149791694
[email protected]

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B. REGULATIONS FOR MASTER OF BUSINESS ADMINISTRATION
Credit and Semester System (CSS) – 2023
1. Short Title

1.1. These Regulations shall be called Marian College Kuttikkanam (Autonomous)

Regulations governing Master of Business Administration (MBA) programme under the
Credit and Semester System (CSS) 2023.
2. Scope

2.1. The regulations provided herein shall apply to Master of Business Administration
(MBA), conducted by Marian College Kuttikkanam (Autonomous) with effect from 2023
admission.
3. Title of the Programme

3.1. The title of the programme is Master of Business Administration (MBA).

4. Definitions
4.1. Academic Bank Account means an individual account with the Academic Bank of
Credits opened and operated by a student, to which all academic credits earned by the
student from course(s) of study are deposited, recognized, maintained, accumulated,
transferred, validated or redeemed for the purposes of the award of
degree/diploma/certificates etc. by an awarding institution.
4.2. Academic Bank of Credits means an academic service mechanism as a digital or
virtual or online entity established by UGC with the approval of the Central
Government, to facilitate students to become its academic account holders, thereby
paving the way for seamless student mobility between or within degree-granting
Higher Educational Institutions through a formal system of credit recognition, credit
accumulation, credit transfers and credit redemption to promote distributed and
flexible teaching-learning.

4.3. Assessment is the process of collecting, recording, scoring, describing and

interpreting information about the outcome of the learning which is an ongoing
process. (Ref. UGC Report in November 2019 on ‘Evaluation Reforms in Higher
Educational Institutions’, P.8).

4.4. Audit Course is a course which carries no credit and its assessment is not counted
towards the calculation of grade point average. However, successful completion of
the audit course is essential for passing in the programme. The Audit Course shall be
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 audited by the Department.
4.5. CADL is an acronym for ‘Continuous Assessment for Deepening Learning’. This is
a mandatory component for all taught courses and optional for other courses.
4.6. CARS is an acronym for ‘Continuous Assessment for Research Skills’. This is a
mandatory component for all taught courses and optional for other courses.
4.7. College means Marian College Kuttikkanam (Autonomous), Kerala.

4.8. College Continuous Assessment Coordinator (CAC) is a faculty member

nominated by the Principal to coordinate the continuous assessment undertaken by
various departments within the college. They shall be ex-officio member of the
college level Examination Committee.
4.9. Continuous Assessment (CA) is a continuous feedback to the scholar through
examinations, assignments, etc., which assess the academic progress of the scholar
during the semester.

4.10. Continuous Assessment Co-Ordinator (CAC) is a faculty member nominated by

the Department Council to coordinate the continuous assessment activities
undertaken in the Department.
4.11. Course A basic unit of education and/or training. A course or collection of courses
forms a program of study. (Ref. UGC Report in November 2019 on ‘Evaluation
Reforms in Higher Educational Institutions’p.8).
a. Core Course: A course, which should compulsorily be studied by a candidate
as a core requirement is termed as a core course.
b. Core Elective: courses offered by the main discipline/subject of study which
are Discipline Specific Electives.
c. Open Elective Course: is an elective course chosen generally from an
unrelated discipline/subject, with an intention to seek exposure. A core course
offered in a discipline/subject may be treated as an elective by other
discipline/subject and vice versa and such electives may also be referred to as
open elective courses.
d. Skill Enhancement Electives Courses are those courses chosen from a pool
of courses designed to provide value-based and/or skill-based knowledge.
e. Ability Enhancement Electives Courses are the courses based upon the
content that leads to Knowledge enhancement; I. Environmental Science and
ii. English etc. These are mandatory for all disciplines.
4.12. Course Code means a unique alpha numeric code assigned to each course of a
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 programme.
4.13. Course Outcome (CO): Course Outcomes are statements that describe what students
should be able to do at the end of a course.
4.14. Credit: means the standard methodology of calculating one hour of theory or one
hour of tutorial or two hours of laboratory work, per week for a duration of a semester
(13-15 weeks) resulting in the award of one credit; which is awarded by a higher
educational institution on which these regulations apply; and, Credits’ for internship
shall be a minimum of two.
4.15. Credit-accumulation means the facility created by Academic Bank of Credits in the
Academic Bank Account opened by students in order to transfer and consolidate the
credits earned by them by undergoing Courses.
4.16. Credit point (CP) of a course is the value obtained by multiplying the grade point
(GP) by the credit (C) of the course (CP=GP x C).
4.17. Credits-recognition means the credits earned through a registered Higher
Educational Institution and transferred directly to the Academic Bank of Credits by
such Higher Educational Institution.
4.18. Credit-redemption means the process of commuting the accrued credits in the
Academic Bank Account of the students maintained in ABC for the purpose of
fulfilling the credits requirements for the award of Degrees or Diplomas or
Certificates or Course work for Ph.D. programme etc., by the registered degree-
awarding Higher Educational Institutions.
4.19. Credit-transfer means the mechanism by which the Registered Higher Educational
Institutions are able to receive or provide prescribed credits to individual Academic
Bank Accounts in adherence to the University Grants Commission credit norms for
the ‘course/s’ undertaken by students enrolled in any Registered Higher Education
Institution within India.
4.20. Degree: A title/ qualification awarded after satisfactory completion of and
achievement in a programme. (Ref. UGC Report in November 2019 on ‘Evaluation
Reforms in Higher Educational Institutions’p.8).
4.21. Department means the Post Graduate department of MBA offering a programme of
study approved by the College as per the rules.
4.22. Department Council means the body of all regular faculty members of MBA
Department in the College. Regular faculty members from another department taking
a course in the department can be special invitees.

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4.23. Duration of the Programme means the period of time required for the conduct of
the programme. The duration of the MBA programme shall be 4 semesters spread
over two academic years.
4.24. Elective/optional Course is a course that leads to specialization in a given
discipline.

4.25. Evaluation is the process of making judgments based on evidences and

interpretations gathered through examination and assessment and on the basis of
agreed upon criteria. (Ref. UGC Report in November 2019 on ‘Evaluation Reforms in
Higher EducationalInstitutions’P.8).

4.26. Examination is a quantitative measure of learner’s performance and is held at the

end of the academic session or semester. (Ref. UGC Report in November 2019 on
‘Evaluation Reforms in Higher EducationalInstitutions’P.8).

4.27. Extra credit are additional credits awarded to a student over and above the
minimum credits required for a programme.
4.28. Extra Credit Course is a course for which extra credits are awarded. Extra credits
are additional credits awarded to a student over and above the minimum credits
required for a program. For a pass a minimum of C grade is required.
4.29. Grace Grade Points means grade points awarded to course(s), as per the orders
issued from time to time, in recognition of meritorious achievements of a student in
NCC/NSS/Sports/Arts/cultural activities or such other similar areas and for startups. It
is also awarded to students with learning disabilities as per Government norms.
4.30. Grade Point (GP): Numeric weightage attached to each letter grade (Ref. UGC
Report in November 2019 on ‘Evaluation Reforms in Higher Educational
Institutions’p.8).
4.31. Internship is a period of time during which a student works for a company or
organization in order to get experience of a particular type of work or research.
4.32. Letter Grade or ‘Grade’ for a course is a letter symbol which indicates the broad
level of performance of a student in a course.
4.33. Non Credit Course is a course for which no credits are awarded. The result of non-
credit course shall be either “Pass” or “Fail”.
4.34. Parent Department means the Department in which a student has joined for a
degree/diploma/certificate programme.
4.35. Plagiarism is the unreferenced use of other authors’ material in project/

7
 dissertations/ assignments etc. and is considered as a serious academic offence.
4.36. Programme: “A collection of courses in which a student enrolls and which
contributes to meeting the requirements for the awarding of one or more Certificates/
Diplomas/ Degrees.” (Ref. UGC Report in November2019 on ‘Evaluation Reforms
in Higher Educational Institutions’ p.9).
4.37. Programme Core Course means a course having credit and that the student
admitted to a particular programme must successfully complete to receive the Degree
and which cannot be substituted by any other course.
4.38. Programme Credit means the total credit of the MBA Programme, i.e., 106 credits.
4.39. Programme Educational Objective(PEO): Programme Educational Objective are
the broad statements that describe the career and professional accomplishment that
the programme is preparing graduates to achieve.
4.40. Programme Outcome (PO): Programme outcomes are what knowledge, skills and
attitudes a graduate should have at the time of graduation.
4.41. Programme Specific Outcome (PSO): Program Specific Outcomes are statements
that describe what the graduates of a specific programme should be able to do.
4.42. Project means a regular study undertaken in the College or any appropriate
institution/organization under the supervision of a faculty member in the parent
department.
4.43. Repeat Course is a course that is repeated by a student for having failed in that
course in an earlier registration.
4.44. Semester means a term consisting of 90 working days/ 450 Hours inclusive of
tutorials, examinations and other academic activities.
4.45. Semester End Assessment (SEA) is the assessment for course(s) taught or
otherwise at the end of the semester with SEE. SEA includes SEE, Viva, lab
examination etc.
4.46. Semester End Examination (SEE) is the examination conducted at the end of the
semester for every taught course.
4.47. SGPA refers to Semester Grade Point Average. It indicates the performance of a
student in a given Semester. SGPA is based on the total credit points earned by a
student in all the courses divided by the total number of credits assigned to the
courses required in a Semester.
4.48. CGPA refers to the Cumulative Grade Point Average weighted across all the
semesters (4 Semesters). CGPA is obtained by dividing the total number of credit

8
 points earned by the student in all the semesters by the total number of required
credits of all the Semesters as per curriculum.
4.49. Seminar means a discourse by a student expected to train His/her self-study, through
original contributions and discussions by availing materials including E-resources.
4.50. SWAYAM (Study Webs of Active learning for Young Aspiring Minds) is a
programme initiated by the Government of India and designed to provide best
teaching learning resources to all.
4.51. Taught Course: Taught course is a course supported by classroom seminars and
lectures.
4.52. Tutorial means a class to provide an opportunity to interact with students at their
individual level to improve their performance.
4.53. Workshop means a smaller session of dedicated learning, conducted with or without
the help of an external resource person(s), intended to impart specific skills to
participants.

4.54. Words and expressions used and not defined in these regulations shall have the
meaning assigned to them in the examination manual of the College or other
competent statutory bodies.
5. Programme Structure

5.1.Students shall be admitted to MBA Programme under the Faculty of Management.

5.2.The duration of the programme is four semesters over a period of two academic years.

5.3.The medium of instruction and examination shall be English.

5.4.The MBA Programme is offered in Dual specialization scheme (two functional areas
are to be selected by a student). The program elective courses shall be offered in the
third and fourth semester. There shall be five elective courses for the choice of
students. Three courses from the opted functional areas are to be selected during the
third semester and two courses from the opted functional areas are to be selected
during the fourth semester.
5.5.Total credits required for the successful completion of the programme shall be 106.
5.6.Total number of working days per semester shall be 90 days.

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 Programme Structure - Summary Table
Master of Business Administration
Name
(MBA)

Faculty Management Sciences

The medium of instruction and
English
Examination
Four semesters over a period of two
Programme Duration
academic years.

Total credits required 106

Elective courses 5(Finance, Marketing, HR, Operations, IT)

Minimum attendance required 75%

Working days / Semester 90 Days

5.7 Internship and Problem Centered Research

5.7.1 Project work shall be carried out under the supervision of a faculty member of the
MBA department.

5.7.2 At the end of the second semester the students will have to undertake 2 months’
internship and research project. After the one-month internship, the students will
have to undertake one-month problem centered research work either through
primary data or secondary data. Plagiarism check is compulsory as per norms of
the college.

5.7.3 At the end of the fourth semester students will have to undertake one-month
internship in an organization as an Audit Course.

5.7.4 There will be continuous assessment of the progress of the Internship and Problem
Centered Research work.

5.8 Viva-Voce shall be conducted at the end of second and fourth semester which covers
questions from all courses in that respective year.

5.9 Internship and Problem Centered Research Work Viva Voce examination shall be
conducted at the end of the third semester. It shall be conducted by a board comprising
of the supervising guide and another faculty.

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6. Attendance

6.1. The minimum requirement of aggregate attendance during a semester for appearing the
Semester End Assessment (SEA) shall be 75%. Condonation of shortage of attendance to a
maximum of 10% in a semester can be given - only once during the whole period of MBA
programme - subject to the fulfillment of procedure by the applicant.
6.2. If a student represents the College, University, State or Nation in Sports, NCC, NSS or
Cultural or any other officially sponsored activities such as College Council / University
Union activities, the student shall be eligible to claim the attendance for the actual number
of days participated subject to a maximum of 10days in a Semester based on the specific
recommendations of the Director.
6.3. A student who does not satisfy the requirements of attendance shall not be permitted to
appear for the Semester End Examinations.
6.4. Those students who are not eligible even with condonation of shortage of attendance
shall repeat the semester along with the junior batches, if permitted and as per the
examination manual of the college.
6.5. Under any circumstances, the Principal shall be the final authority to decide upon the
requests made by the candidate to condone the absence due to genuine reasons including
medical cases.
7. Board of Studies and Courses

7.1. The Board of Studies in Marian Institute of Management (PG) shall design all the
courses offered in the programme. The Board shall design and introduce new courses,
modify or re-design existing courses and replace any existing courses with new/modified
courses to facilitate better exposure and training for the students.
7.2. The syllabus of a course shall include the title of the course, course outcomes,
instructional hours, the number of credits and reference materials.
7.3. Each course shall have a unique alpha numeric code to represent the course.

7.4. Every Programme conducted under Credit and Semester System (CSS) shall be
monitored by the Academic Council of the College.
8. Registration

8.1. A student shall be permitted to register for the programme at the time of admission.

8.2. A student who has registered for the programme shall complete the programme within a
maximum period off eight continuous semesters from the date of commencement of the

11
 programme.
9. Admission
Admission to the MBA course is done as per the directives of the Admission Supervisory
Committee (ASC) and M.G. University Norms.
A pass certificate in any Bachelor’s Degree Examination from Mahatma Gandhi University or
an equivalent degree from any other University duly recognized by M G University. Under
grading system, C Grade of Mahatma Gandhi University with not less than 50% marks in
aggregate or an equivalent thereto from other recognised Universities with not less than 50%
marks in aggregate. The said percentage should be accounted by using Grade Conversion
Formula.
For SC/ST students, a pass in any Bachelor’s Degree examination is required. Reservation rules
are applicable as per Government of Kerala norms for eligibility and admission.
Candidates must secure a minimum 15% score in the KMAT-Kerala/CMAT/CAT entrance
test.
Selection of the students is made based on the rank list prepared as per existing rules of
reservation by the state. The merit mark will be the cumulative score of any one of the national-
level management entrance examinations (80 marks), group discussion (10 marks) and personal
interview (10 marks). Due consideration will also be given to the academic performance in the
undergraduate course.

10. Promotion

Promotion of a student is governed by the examination manual of the College. A student

who is having 75% attendance and fails to register for examination of a particular semester
will be allowed to register notionally and is promoted to the next semester, provided
application for notional registration shall be submitted within 15 days from the
commencement of the next semester.

11. Examination and Assessment

11.1. The Department shall ensure that the College examination calendar is strictly followed.
11.2. There shall be provision for credit transfer subject to the conditions specified in the
examination manual of the College
11.3. Evaluation: The evaluation scheme for all taught courses shall contain two parts; (a)
Continuous Assessment (CA) and (b) Semester End Assessment (SEA). The ratio between
CA and SEA is 2:3 in all taught courses.
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11.4. CA and SEA shall be in direct grading for MBA programme as per Mahatma Gandhi
University, Kottayam regulations in force.
11.5. GradingaSystem
The performance of a student in each course is evaluated in terms of marks with a
provision for conversion to grade points. The grading system followed is that of relative
grading on a ten-point scale. The following table indicates the performance range and the
relative value of the grades (grade points) on the scale.

Grade Range Grade Point Letter Grade

95 - < = 100 10 O
90 - < 95 9 A+
80 - < 90 8 A
70 - < 80 7 B+
60 - <70 6 B
50 - <60 5 C+
<50 - F

SGPA /CGPA

Grade Range Grade Point Letter Grade Performance Level

9.5 - < = 10 10 O Outstanding
9 - < 9.5 9 A+ Excellent
8-<9 8 A Very Good
7-<8 7 B+ Good
6-<7 6 B Above Average
5-<6 5 C+ Average
<5 0 F Fail
11.6. Minimum grade for passing in a course or programme: The minimum for a pass in a
course is ‘C+’ grade. The minimum credit point requirement (CGPA) for the programme
is five or letter grade C+. 50% of mark is required for passing individual course and 50%
is required for a semester pass.
11.7. The evaluation of a candidate shall be based on two indices:
 Semester Grade Point Average (SGPA)
 Cumulative Grade Point Average (CGPA)

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11.8. Calculation of Semester Grade Point Average (SGPA)
Credit Points for a Course = No. of Credits assigned for the course x Grade Point
secured for that course. SGPA indicates the performance of a student in a given
Semester.

SGPA is based on the total credit points earned by a student in all the courses divided by
the total number of credits assigned to the courses required in a Semester.
Note: SGPA is computed only if the candidate passes in all the required courses (gets a
minimum required grade for a pass in all the required courses as per the specific
curriculum). Securing of SGPA in all semesters may not enable students to have
minimum required CGPA for a pass in the programme.

𝑇𝑜𝑡𝑎𝑙 𝑐𝑟𝑒𝑑𝑖𝑡 𝑝𝑜𝑖𝑛𝑡𝑠 𝑒𝑎𝑟𝑛𝑒𝑑 𝑏𝑦 𝑡ℎ𝑒 𝑠𝑡𝑢𝑑𝑒𝑛𝑡 𝑓𝑟𝑜𝑚 𝑎𝑙𝑙 𝑡ℎ𝑒 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 𝑐𝑜𝑢𝑟𝑠𝑒𝑠 𝑜𝑓 𝑎 𝑠𝑒𝑚𝑒𝑠𝑡𝑒𝑟
𝑆𝐺𝑃𝐴 =
𝑇𝑜𝑡𝑎𝑙 𝑐𝑟𝑒𝑑𝑖𝑡𝑠 𝑜𝑓 𝑎𝑙𝑙 𝑐𝑜𝑢𝑟𝑠𝑒𝑠 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 𝑖𝑛 𝑎 𝑠𝑒𝑚𝑒𝑠𝑡𝑒𝑟

11.9. Calculation of Cumulative Grade Point Average (CGPA)

CGPA refers to the Cumulative Grade Point Average weighted across all the semesters
(4 Semesters). CGPA is obtained by dividing the total number of credit points earned by
the student in all the semesters by the total number of required credits of all the
Semesters as per curriculum.
CGPA = Total Credit Points of Semester- S1 + 2 + 3 + 4 ...
Total Credits of Semester- S1 + 2 + 3 + 4..

OR

[SGPA of I Semester x Total Credits of I Sem] + [SGPA of II Semester x Total

Credits of II Sem] + [SGPA of III Semester x Total Credits of III Sem] + [SGPA of
IV Semester x Total Credits of IV Sem]
____________________________________________________
[Total Credits of I Semester + Total credits of II Semester + Total credits of III
Semester + Total credits of IV Semester]

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 This formula shall be printed on the Grade Card issued to the student with a note that it
could be used to convert the grades into mark-percentages. (The details of the grading
system as indicated above shall also be printed on the Grade Card).
11.10. Conversion of CGPA to percentage
Equivalent Percentage = CGPA obtained X 10
Maximum CGPA =10
11.11. Continuous Assessment
The CA shall be based on predetermined transparent system involving periodic tests,
CARS & CADL in respect of taught courses. The course coordinator shall communicate
the details of the continuous assessment plans and regarding the assessment tools within
the first week of the semester after obtaining consent from the Director after presenting
the details in the department council. The marks assigned to various components for CA
is as follows.
11.11.1. Components of Continuous Assessment

All the four components of the Continuous Assessment are mandatory for taught
courses.

11.11.2. For Taught Courses

Component Assessment Criteria Marks

1 Continuous Assessment CA1 5

(CA) CA2 7.5
CA3 7.5
2 CARS (Assignment, Case Studies/ Project 10
work/Article Analysis etc.)
3 CADL (Quizzes/Minor Project, Seminars/Viva etc.) 10

Total 40

12. Semester End Assessment (SEA)

12.1 There shall be Semester End Assessment of 3 hours’ duration for all taught courses.
12.2 To ensure transparency of the assessment process, the CA marks awarded to the
students in each course in a semester shall be published before the commencement of
SEA.
12.3 Minimum Grade in CA Evaluation: A student shall secure minimum 20 marks for
CA of a course to appear for the SEA of that particular course.
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 12.4 Those who failed to achieve minimum in CA and consequently lost the chance to
appear for the SEA, shall be given an opportunity to improve their CA before the
conduct of the Save a Semester Examination. For the CA improvement at this stage a
student cannot repeat all the CA components, but could appear only for the CA Tests
(CA1, CA2 and CA3 only). In case of failure to obtain the required pass grade in the
CA retest as explained above, the student can appear for supplementary CA Tests
along with the junior batch.
12.5 The grading system will change in accordance with the amendments made in
Mahatma Gandhi University regulations for MBA programme in force.
12.6 If a student opts for the betterment of a course(s) in SEA, student has to appear for
the Save-a-Semester (SaS) examination for the respective course(s) conducted for that
semester. The higher of the two grades will be accepted for final grading.
12.7 Pattern of Questions:
Pattern of questions for SEA shall be as follows
Nature of questions Number of Marks for each Total Marks
questions to Question
be answered
Five questions with either or
options 5 12 60
e.g. 1(A) Or I (B)

 Each question may or may not contain subdivisions.

 If a question contains sub divisions, the total marks for all the sub divisions
together shall be 12.
 The either or questions within a question shall measure the same outcomes.
 The question paper of a course shall be set in such a way that all the five
questions together shall cover all the modules and assess all outcomes defined
for the course.
 A question may measure multiple outcomes.

13. Award of Degree

The degree will be awarded by Mahatma Gandhi University, Kottayam, Kerala for all
successful and otherwise eligible candidates who has minimum ‘P’ grade for all courses and
minimum CGPA of five for the programme
16
 14. One Time Betterment Option

A candidate will be permitted to improve the CGPA of the programme within a continuous
period of four semesters immediately following the completion of the programme allowing
only once for a particular semester. The CGPA for the betterment appearance will be
computed based on the SGPA secured in the original or betterment appearance of that
semester whichever is higher. If a candidate opts for the betterment of CGPA of a
programme, they have to appear for the Semester End Examination (SEA) of the entire
semester(s) excluding practical/ project/ comprehensive viva voce. One-time betterment
option is restricted to students who have passed in all courses of the programme at the
regular (first) appearance.
15. SWAYAM Course Guidelines

15.1 All students are encouraged to pursue SWAYAM course from

https://swayam.gov.in/and obtain extra credits.

15.2 After successful registration of SWAYAM courses, students shall inform in writing to
the Faculty Advisor concerned. The Faculty Advisors shall furnish the consolidated
details to the Director and the Director shall forward the details to the Controller of
Examinations.

15.3 The extra credits obtained from SWAYAM course will be shown in the consolidated
grade sheet provided the proof of successful completion is submitted to the Controller
of Examinations before the commencement of final semester end examination
16 Transitory Provision

Notwithstanding anything contained in these regulations, the Principal of the College shall,
for a period of two years from the date of coming into force of these regulations, have the
power to provide by order that these regulations shall be applied to any programme with
such modifications as may be necessary.

17
17 INTRODUCTION TO MBA PROGRAMME
The growing demand for competent management professionals and business management
experts has made quality industry-relevant management education an inevitable part of any
professional academic curriculum. A rapidly changing business environment would require
young leaders who not only understand the regional economies but also possess a global
perspective. Marian Institute of Management (MIM) is committed to developing business
leaders through its innovative programs, outstanding faculty and thought leadership.

The teaching-learning process is an ever-evolving process at MIM. We focus on a student-

centered approach where the teachers use case studies, role plays, group assignments,
computer-based activities, simulations etc. to facilitate learning. Interactions with the
industry experts, workshops, internships, project work etc. provide rich practical knowledge
which makes the program industry-relevant. The institute has created many curricular
innovations, by involving industry representatives, academic experts and alumni
representatives as its partners and collaborators. The MBA programme also gives high
emphasis on developing entrepreneurship, social impact management, business ethics and
corporate governance and holistic development of its students.

Key highlights of MIM’s MBA Programme:

The two-year Business Management program prepares a student for a career in industry and
services. The programme facilitates learning in theory and practice of different functional
areas of Management and equips students with an integrated approach to management
function and managerial skills.

Student-Centered Teaching-Learning Process: Our pedagogy focuses on student-centered

teaching methodology instead of teacher-centered methodologies, which encourages intense
participation, and involvement of the students in the application of the acquired learning.

Outcome-based teaching and learning: The entire course structure has been designed in an
application-oriented manner which measures the learning outcome rather than the conceptual
knowledge of the students.

Continuous Industry Interaction A high level of corporate input is an integral part of the
curriculum. We invite business leaders, cream of academia and entrepreneurs throughout the

18
academic year for guest lectures, seminars and workshops. It helps our students to keep
updated about the industry trends and practices.

Experiential Learning Students are given the opportunity to do internships in companies,

do part-time jobs, take consultancy assignments that ensure experiential learning and
enhances the contextual knowledge of the students.

Holistic Development: MIM focuses on the holistic development of the students which
includes inculcating good managerial skills, problem-solving capacity, teamwork and
creative thinking. It also focuses on the personal wellbeing of the individuals along with
professional development. Nurturing one’s physical, psychological, emotional, spiritual
ecosystem high moral and ethical qualities also find equal importance in the curriculum.
Also, industry-relevant certification programs and other add-on courses effectively place our
students better qualified to seek higher placement avenues.

19
18 Programme Outcome(PO)

PO 1. Domain Knowledge
PO 2. Communicative Competence
PO 3. Proficiency in Using Modern Technologies
PO 4. Reflective Response to Ethical and Social Issues
PO 5. Sustainability Values
PO 6. Critical Thinking and Problem Solving
PO 7. Entrepreneurship and Leadership
PO 8. Team Work
PO 9. Self-directed and Lifelong Learning

19 Programme Specific Outcome (PSO)

PSO 1. Apply knowledge of management theories and practices to solve business problems.
PSO 2. Foster Analytical and critical thinking abilities for data-based decision making.
PSO 3. Ability to develop Value based Leadership ability.
PSO 4. Ability to understand, analyse and communicate global, economic, legal, and ethical
aspects of business.
PSO 5. Ability to lead themselves and others in the achievement of organizational goals,
PSO 6. Apply contemporary management techniques in changing business scenario
PSO 7. Enabling students for industrial readiness employability

20 Programme Educational Objectives (PEO)

Our Graduates shall

PEO 1. Excel as management professionals, entrepreneurs or pursue higher studies in
management, keeping professional ethics and social responsibility in all their
endeavours.
PEO 2. Exhibit multi-disciplinary skills like team work, leadership and professional
competence in all their activities.
PEO 3. Pursue an innovative approach to face current managerial and social challenges
faced by the society.
PEO 4. Demonstrate ability to adapt to a rapidly changing environment by applying new
skills and competencies.

20
21 Course Outcome and Mapping
All the individual courses in the programme have specific Course Outcomes which are
mapped to the Programme Specific Outcomes (PSO) and the Programme Outcomes (PO).
The programme has been designed such that the POs and PSOs are envisioned as the over-all
aim of the programme. The achievement of the PSOs and POs are measured through the
cumulative assessment of the course outcomes.

22 Instructional Methods
The MBA at Marian Institute of Management focuses “Learning Management by Doing”.
As we embark on the journey of excellence in management education, our commitment at
MIM is to provide an intellectually challenging environment that will empower students to
become innovative thinkers, creative problem solvers and inspired learners to thrive in the
modern world. The programme envisages a student centered learning and teaching
approach, where the core focus is on the holistic development of students. The programme
is designed and delivered to sharpen managerial skills, deepen industry insights, and
develop richer perspectives towards career. The program follows a pedagogy that blends
experiential and participative learning.
Teaching activities are also blended with industrial visits, Out Bound Trainings &
other industry related activities which focus the application of management theories in the
practical scenario. The outcome focused pedagogy adopted for the curriculum transaction
consists of:
o Case studies o Expert Lectures
o Learning from Peers in Groups o Industrial visits
o Learning from Real Life o Simulation
Applications o Lectures /Seminars
o Buzz Session o Expert training /Workshops
o Think Pair Share o Internships&
o Jig Saw method o Research Projects
o Brainstorming o Online Courses(MOOC)
o Role plays o Collaborative Tasks
o Presentations o Game learning

21
 C. SCHEME AND SYLLABUS OF THE PROGRAMME
BATCH 2023-25

Nature of No. of CA Marks SEE

Semester Code Course Title
the Course Credits Marks
PBA2301 Principles of Management Core 4 40 60
PBA2302 Business Communication Core 4 40 60
PBA2303 Economics for Managers Core 4 40 60
Semester I

PBA2304 Accounting for Managers Core 4 40 60

PBA2305 Quantitative Techniques for Core 4 40 60
Decision Making
PBA2306 Legal Environment of Business Core 4 40 60
PBA2307 Environmental Business Core 4 40 60
Management
PBA2308 Organizational Behaviour Core 4 40 60
Total 32 320 480
PBA2309 Financial Management Core 3 40 60
PBA2310 Marketing Management Core 3 40 60
PBA2311 Human Resource Management Core 3 40 60
Semester II

PBA2312 Operations Management Core 3 40 60

PBA2313 Operations Research Core 3 40 60
PBA2314 Management Information System Core 3 40 60
PBA2315 Business Research Methods Core 3 40 60
PBA2316 Entrepreneurship Development Core 3 40 60
PBA2317 Viva Voce I Core 2 100
Total 26 320 580
PBA2318 Business Analytics Core 4 40 60
PBA2319 Business Ethics and Corporate Core 4 40 60
Governance
PBA2320A Security Analysis and Portfolio 40 60
Semester III

Management
40 60
PBA2320B Financial Derivatives Finance
Elective 3
PBA2320C Income Tax 40 60
PBA2320D Cost & Management Accounting 40 60
PBA2320E Insurance Service and Risk 40 60
Management

22
 PBA2320F International Financial 40 60
Management
PBA2321A Training and Development 40 60
PBA2321B Performance and Talent 40 60
Management
PBA2321C Organisational Change and HR 40 60
Transformation Elective 3
PBA2321D Compensation Management 40 60
PBA2321E Global Human Resources 40 60
Management
PBA2321F Industrial Relations and Labour 40 60
Laws
PBA2322A Sales Management 40 60
PBA2322B Retail Business Management 40 60
PBA2322C Digital Marketing Marketing 40 60
PBA2322D Integrated Marketing Elective 3 40 60
Communication
PBA2322E Consumer Behaviour 40 60
PBA2322F Services Marketing 40 60
40 60
Semester III

PBA2323A Supply Chain Management

40 60
PBA2323B Total Quality Management
40 60
Operations 3
PBA2323C Project Management
Elective
40 60
PBA2323D World Class Manufacturing
Materials and Purchase 40 60
PBA2323E Management
Industrial Safety and Occupational 40 60
PBA2323F Health
PBA2324A Decision Support System 40 60
PBA2324B E-business Management 40 60
PBA2324C Enterprise Resource Planning IT 40 60
PBA2324D IOT and Block Chain Elective 3 40 60
40 60
PBA2324E Cloud Computing
PBA2324F Database Management System 40 60

PBA2325 Internship and Research Project Core 4 200

Total 30 320 680

23
 Core
PBA2326 Strategic Management 4 40 60

PBA2327A Project Management and Control 40 60

PBA2327B Indian Rural Economy and

Microfinance Finance 3 40 60
Elective
PBA2327C Management of Financial Services 40 60

PBA2327D Working Capital Management 40 60

Mentoring Coaching and
PBA2328A Management Consulting 40 60

PBA2328B Counselling Skills for Managers 40 60

HR 3
Elective
PBA2328C HR Analytics 40 60
6
PBA2328D Leadership for Managerial 40 0
Performance
Semester IV

PBA2329A Brand Management 40 60

Customer Relationship
PBA2329B Management Marketing 40 60
Elective 3
Agri Business and Rural
PBA2329C Marketing 40 60

PBA2329D Marketing Analytics 40 60

PBA2330A Global Logistics Management 40 60

PBA2330B Maintenance Management Operations 40 60

Elective 3
PBA2330C Service Operations Management 40 60

PBA2330D Warehouse Management 40 60

PBA2331A AI for Business 40 60

IT
PBA2331B Cyber Security Elective 40 60
3
PBA2331C Software Project Management 40 60

PBA2331D Data Mining 40 60

24
 PBA2332 Viva Voce II Core 2 100
Audit
PBA2333 Internship Course
Total 18 200 400

COURSE SUMMARY

Total Marks for

Continuous Total Marks for Semester No. of
Semester Assessment End Assessment credits
I 320 480 32
II 320 580 26
III 320 680 30
IV 200 400 18
Total Marks and credits 1160 2140 106
Grand total Marks 3300
Total Credits 106

25
SEMESTER 1

26
 PRINCIPLES OF MANAGEMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

I PBA2301 4 40 60 40 CORE

Course Outcome
After completing the course, the students shall be able to:
CO 01: Apply appropriate managerial approaches in different business situations to improve
efficiency.
CO 02: Draft a professional plan using rational decision-making approach.
CO 03: Design relevant organizational structure for the optimum utilization of resources.
CO 04: Lead and motivate a team effectively
CO 05: Use various control tools in different functional areas of management.

SYLLABUS
Module1 Introduction to Management :( 8 Hours)
Management - Meaning, Definition and Nature; Evolution of Management – Management
Thoughts - Early - Modern - Postmodern approaches to management; Levels of Management,
Skills required for a manager, Managerial roles, Managerial Outcomes -Effectiveness,
Efficiency and Teamwork. Challenges faced by managers in modern context.
Module 2 Planning :( 6 Hours)
Planning: Meaning – nature – importance -Levels of planning. Goals and Objectives – setting
objectives – Policies – Planning premises, Types of plans - Process of planning - Principles of
Planning –Traditional and modern approaches to planning -MBO, Recent trends in planning.
Effective Decision Making.
Module 3 Organizing :( 8 Hours)
Nature-Purpose-Principles- - Principles in Organizing -Departmentation - Centralization vs.
Decentralization - Span of control- Delegation of Authority –– Line Vs. Staff Authority –
Organizational Structure and types -Emerging trends in organizing.
Module 4 Directing :( 8 Hours)
Managing People-Principles in Directing- Communication- Hurdles to effective
Communication-Staffing: - Meaning, Principles in Staffing, Staffing Functions.: - Leadership
– Leadership Traits – Leadership Styles.
Module 5 Controlling :( 10 Hours)

27
System and process of Controlling - Requirements for effective control - Information
Technology in Controlling – Control Techniques- Budgetary and non-budgetary control
techniques - Managing productivity- Cost control- Purchase control- Maintenance control-
Quality control.

References:
1. Harold Koontz and Heinz Weihrich, Essentials of management: An International &
Leadership Perspective, 9th edition, Tata McGraw-Hill Education, 2012.
2. Chhabra,.T.N. Principles and Practice of Management. 8th ed, DhanpatRai& Sons,
2015.
3. Stephen P. Robbins, David A.DeCenzo and Mary Coulter, Fundamentals of
Management, Prentice Hall of India, 2012.
4. JAF Stomer, Freeman R. E and Daniel R Gilbert, “Management”, Pearson Education,
Sixth Edition, 2004.
5. Samuel C. Certo and TervisCerto, Modern management: concepts and skills, Pearson
education, 12th edition, 2012.
6. Tripathy PC and Reddy PN, “Principles of Management", Tata McGraw-Hill, 1999.
7. Y.K. Bhusan, “Fundamentals of Business Organisation& Management”; Sultan Chand
& Co., New Delhi.

28
 BUSINESS COMMUNICATION
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

I PBA2302 4 40 60 40 CORE

Course Outcome
After completing the course, the students shall be able to:
CO 1: Understand the basic communication skills in managerial context.
CO 2: Design and deliver oral skills relevant to business contexts.
CO 3: Develop writing competency in students to communicate professionally.
CO 4: Develop report writing skills among students.
CO 5: Enhance Job-oriented skills and job searching.

SYLLABUS
Module 1 Introduction to Communication :( 7 Hours)
Need for communication skills for Managers-Communication process. Communication -
Types: Internal and External - Formal and Informal-horizontal, vertical and diagonal. Barriers
to effective communication. Principles of communication. Cross cultural communication.
Crisis communication.
Module 2 Oral Communication Skills: (8 Hours)
Characteristics of effective speech, voice quality, rate of speaking, clear articulation, eye
contact, use of expressions, and gestures and posture; Types of managerial speeches: speech
of introduction, speech of vote of thanks, occasional speech, theme speech, formal speeches
during meetings. Kinesics – Proxemics - Chronemics– Vocalic– Haptics. Telephone
etiquettes.
Module3 Written Skills: (10 Hours)
Letters–Form (layout of letters), Different types of letters including application letter,
curriculum vitae, offer of employment, letter of acceptance, resignation letter, letter of
recommendation(testimonial), sales letters, invitation letters, acceptance and refusal letters.
Email Writing and etiquettes. Notices, Circulars, Memos Agenda and Minutes. Newsletters –
Publicity material – Press Releases. Legal aspects in communication.
Module 4 Report Writing :( 8 Hours)
What is a report, Objectives of report, types of report, Report Planning, Types of Reports,
Process, Structure and Layout, planning, Nature of Headings, Ordering of Points, Logical
Sequencing, Graphs, Charts, writing an Executive Summary, List of Illustration, Technique of
writing a report, Characteristics of business reports, Plagiarism –concept and avoidance
techniques.

29
Module 5 Communication in Employability Enhancement:(7 Hours)
Job search- registering in portals/placement unit, exploring other resources for job search, CV
preparation, group discussion, interviews, feedback and confidence building exercises to face
interviews, individual strength/weakness analysis, planning and executing activities for
strengthening one’s own resume. Cover letter. LinkedIn profile optimization.
References:
1. Shirley Taylor, V. Chandra Business Communication: A Practical Approach
Pearson.
2. Raymond V Lesikaret. al. ConnectinginaDigitalWorld,13e–Tata McGraw Hill.
3. Courtland L. Bovee, John V Thill – Business Communication Today - Prentice Hall
International.
4. P.D. Chaturvedi and Mukesh Chaturvedi – The Art and Science of Business
Communication4thEdition Pearson.
5. R.C. Bhatia–Business Communication–Ane’s Student Edition.
6. Rajendra Pal, J.S. Korlahalli–Essentials of Business Communication –Sultan Chand
&Sons.
7. M Ashraf Rizvi, “Effective Technical Communication”, McGraw Hill Education.
8. Peter W Cardon, Business Communication, McGraw Hill Education.
9. Raman/Upadhyay, “Soft Skills – Key to Success in Workplace and Life”, Cengage
Learning.
10. Suzanne C. Janasz, Karen O. Dowd, Beth Z. Schneider, “Interpersonal Skills in
Organization”, Tata McGraw Hill Education.

30
 ECONOMICS FOR MANAGERS

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

I PBA2303 4 40 60 40 CORE

Course Outcome
After the completion of the programme, the students shall be able to:

CO 1: Identify the importance of economic in Management.

CO 2: Demonstrate the economic concepts that affect the business decisions.
CO 3: Interpret the economic theories in consumers and producer’s decision making.
CO 4: Analyse the real-world market structure and firm’s decisions making.
CO 5: Demonstrate the current issues in the economy and business.
.
SYLLABUS
Module 1 Introduction to Economics for Managers :(7 Hours)
Introduction to Economics for Managers, Decision making Problems affecting business
firms, Definition of managerial economics, Fundamental principles of Managerial Economics-
opportunity cost principle, marginal principle, the incremental concept, equi-marginal
concept, the time perspective, discounting principle, Scope of Managerial Economics.
Module 2 Basics of Market System and Market Equilibrium :(8 Hours)
Concept of Market, Types of Goods, Demand, Law of Demand, Factors affecting Market
Demand, Supply, Law of Supply, Market Equilibrium, Market Mechanism- Surplus and
shortage, Demand Elasticities- Price elasticity, Income elasticity, Cross elasticity and
Advertisement elasticity.
Module 3 Analysis of Consumer and Producers Behaviour: (10 Hours)
Utility Concept, Cardinal Vs Ordinal, Cardinal Utility approach, Law of Diminishing
Marginal Utility, Ordinal Utility approach, Indifference Curves, Budget line, Consumer
Equilibrium.
Theory of Production, Production Function, Short run and long run Production, Isoquants/
Isocost Lines, Producer’s Equilibrium, Labour and Capital intensive. Cost Concepts, Cost-
output relations, Short-run & Long-run Cost Functions, Economies and Diseconomies of
scale.

31
Module 4 Market Structure and Price-output Decisions: (8 Hours)
Market Structure, Price-output decisions; Degrees of Competition, Perfect Competition- Shut
down point, Monopoly – Price Discrimination in Monopoly, Monopolistic Competition,
Oligopoly: Kinked Demand Curve.
Module 5 Macro Economic aspect of Managerial Economics: (7 Hours)
Circular Flow of Economic Activity, 4 sector model of circular flow, National Income
Concepts, Measurement of National Income, Business Cycles, Inflation, Fiscal and Monetary
policies.

References:
1. Dominic Salvatore & Sidhartha K Rustogi, 2020, Managerial Economics: Principles
and Worldwide Applications, 9th, Oxford University Press.
2. R.L. Varshney& K.L Maheswary, 2014, Managerial Economics, 22th, 2008 9th
Edition, Sultan Chand & Sons.
3. Robert S. Pindyck, Daniel L.Rubinfeld, Prem L. Mehta, 2017 Microeconomics, 8th
Edition, Pearson Education.
4. P. A. Samuelson, William D Nordhaus, 2010, Economics, 19th Edition, McGraw Hill
Education.
5. D.N. Dwivedi, 2016, Microeconomics: Theory and Application, 3rd Edition, Pearson
Education.
6. VeenaKeshavPalivar, 2018, Economic Environment of Business, PHI Learning Pvt.
Ltd.
7. S.K. Misra& V. K. Puri, 2016, Economic Environment of Business, Himalaya
Publishing House, 2010 & 9th Edition.
8. Paul G, Keat, Philip K Y, Young &Sreejata Banerjee, 2011, Managerial Economics,
Economic Tool for Today’s Decision Makers, Pearson Publication.
9. D N Dwivedi, 2010, Managerial Economics. Seventh Edition, Vikas Publishers

32
 ACCOUNTING FOR MANAGERS

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

I PBA2304 4 40 60 40 Core

Course Outcome
After completing the course, the students shall be able to:
CO 1: Prepare ledger accounts and financial statements
CO 2: Evaluate the financial performance of business concerns
CO 3: Analyze the profitability, solvency and liquidity of a company
CO 4: Apply cost and management techniques to make sound managerial decisions
CO 5: Prepare various budgets and budgetary control practice in a context of a small
business concern.

SYLLABUS
Module 1 Introduction to Accounting :(10 Hours)
Introduction to Financial, Cost and Management Accounting- Generally accepted accounting
principles, Conventions and Concepts-Trial Balance - Profit and Loss account and related
concepts - Balance sheet and related concepts – Preparation of Final accounts of sole
proprietorship – Introduction to IFRS.
Module 2 Analysis of Financial Statements :(8 Hours)
Overview about Company Final Accounts – Income statement & Balance sheet –
Comparative financial statement analysis – Common size financial statement analysis –
Preparation of Fund flow statement – Preparation of Cash flow statements.
Module 3 Ratio Analysis:(8 Hours)
Meaning & Significance of ratio – Classification of ratio – Liquidity ratio – Turnover ratio –
Profitability ratio - Leverage ratio - Income statement & Inter statement ratio – DuPont
Analysis – Trend Analysis.
Module 4 Basics of Cost & Management Accounting :( 6 Hours)
Cost – Costing & Cost Accounting Concepts – Marginal Costing & Break-even Analysis –
Cost Volume Profit Analysis – Contribution – P/V ratio – Standard Costing & Variance
analysis – Material Variance – Labour Variance – Overhead Variance – Application of
Marginal costing.

33
Module 5 Budgetary Control & Innovations in Accounting :( 8 Hours)
Meaning of budget & Budgeting – Significance of budgetary control – Types of budgets –
Preparation of fixed & Flexible Budget – Preparation of cash budget – Innovations & latest
trend in accounting.
References:

1. M.Y.Khan&P.K.Jain, Management Accounting, Tata McGraw Hill, 2011.

2. R.Narayanaswamy, Financial Accounting – A managerial perspective, PHI Learning,
New Delhi, 2011.
3. Jan Williams, Financial and Managerial Accounting – The basis for business
Decisions, 15thedition, Tata McGraw Hill Publishers, 2010.
4. Horngren, Surdem, Stratton, Burgstahler, Schatzberg, Introduction to Management
Accounting, PHI Learning, 2011.
5. Stice&Stice, Financial Accounting Reporting and Analysis, 8th edition, Cengage,
2010.
6. SinghviBodhanwala, Management Accounting -Text and cases, PHI Learning, 2009.
7. Ashish K. Battacharya, Introduction to Financial Statement Analysis, Elsevier, 2009.
8. Sawyers, Jackson, Jenkins, Arora, Managerial Accounting, 2nd edition, Cengage,
2011.
9. Godwin, Alderman, Sanyal, Financial Accounting, 2nd edition, Cengage, 2011.

34
 QUANTITATIVE TECHNIQUES FOR DECISION MAKING

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

I PBA2305 4 40 60 40 Core

Course Outcomes
CO 1: Apply descriptive statistics for decision making.
CO 2: Apply probability theory for measuring uncertainty.
CO 3: Apply concepts of random variables and distributions for decision making.
CO 4: Apply testing methods for managerial decision making.
CO 5: Analyze the relation between independent and dependent variables; create trend
equation using Time series.
SYLLABUS
Module 1 Descriptive Statistics: (7 Hours)
Introduction to Statistics: Meaning and Definition, functions, scope and limitations.
Descriptive Statistics: Collection and presentation of data: Methods of data collection, Data
presentation using tables & charts, Frequency distribution.
Measures of central tendency - Mean, Median, Mode. Measures of dispersion -Range,
Quartile Deviation, Mean Deviation, Standard Deviation. Absolute & relative measures,
Measures of Variation: Range, Inter-quartile range, Mean Deviation, Standard deviation and
variance.
Module 2Concept of probability and its uses in business decision-making: (8 Hours)
Set theory, Venn diagrams, Union and Intersection of sets. Random experiment, sample space
and events - definitions of probability (classical, relative frequency, subjective, and axiomatic)
- Addition Theorem - conditional probability - Multiplication theorem – Bayes’ theorem.

Module 3 Theoretical distributions and sampling distributions: (8 Hours)

Random Variable, Mean and Expectation of a random Variable, Distributions, Discrete and
continuous distributions, Binomial, Poisson and Normal distributions and its applications.
Introduction to sampling distributions – Chi square distribution, t-distributions and F-
distributions.

Module 4 Estimation of Parameters and Testing of Hypothesis: (10 Hours)

Estimation of Parameters and Testing of Hypothesis: Point Estimation; Simple and
Composite Hypotheses; Construction of Confidence Intervals. Parametric Tests: Normal tests
for proportion and mean based on single sample and difference of two samples; t-test for

35
single mean; t-test for difference of means; paired t-test, Chi- square test for independence and
Homogeneity. One way & two-way ANOVA for testing the difference of means of more than
two samples.

Module 5Correlation, Regression and Time series analysis: (7 Hours)

Bivariate distributions, Concept of Correlation, Methods of Studying Correlation: Karl
Pearson’s correlation coefficient - Spearman’s Rank correlation coefficient – Concurrent
deviation method and Coefficient of Determination. Regression analysis: Regression lines,
Regression equations, Relation between Correlation coefficient and regression coefficient
Time series, Components of Time Series, Techniques of measuring seasonal variations –
Simple Average Method, Moving Averages Method. Least Square Method of Trend Analysis,
Applications of Time Series in Business Forecasting.

References
1. Richard I. Levin, David S. Rubin, Statistics for Management, Pearson Education, New
Delhi 7th Edition, 2011.
2. Aczel A.D. and Sounderpandian J., Complete Business Statistics, 6th edition, Tata
McGraw – Hill Publishing Company Ltd., New Delhi, 2012.
3. K.B. Akhilesh & S. Balasubramanyam – Mathematics and Statistics for Management –
Vikas Publishing House.
4. S.P. Gupta – Statistical Methods – Sultan Chand & Sons, New Delhi 4. Anderson –
Quantitative Methods for Business – South Western Educational Publishing.
5. Donald R. Cooper and Pamela S. Schindler, Business Research Methods, Tata McGraw
Hill, India.
6. Gupta S.C., - Fundamentals of Statistics – Himalaya Publishing House Learning Outcomes.
7. Anderson D.R., Sweeney D.J. and Williams T.A., Statistics for Business and Economics,
11th edition, Thomson (South – Western) Asia, Singapore, 2012.
8. J.K. Sharma, Business Statistics, Vikas Publishing House Pvt Ltd, Noida, 2019.
9. C.R. Kothari, Quantitative Techniques, Vikas Publishing House Pvt. Ltd, 2013.
8. P.N. Arora, Sumeet Arora, S.Arora- Comprehensive Statistical methods, S. Chand and
Company limited.

36
 LEGAL ENVIRONMENT OF BUSINESS

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

I PBA2306 4 40 60 40 Core

Course Outcome
After the completion of the course students will be able to:
CO 1: Investigate the fundamental legal principles behind contractual agreements.
CO 2: Apply contractual obligations in different situations of sale of goods.
CO 3: Identify the fundamental laws related to legal money transaction in business.
CO 4: Develop fiscal structure of different forms of companies.
CO 5: Analyze IPR issues and its implications.

SYLLABUS
Module 1 Introduction to Law and Contracts:( 7 Hours)
Introduction to Law- Sources of Law – Classification of Law–Natural Justice-Indian Judicial
system-The Indian Contract Act 1872 - Classification of contracts -Essential elements of a
valid contract - Offer and Acceptance -Consideration - Performance of contact - Discharge of
Contracts – Breach of Contract and its Remedies.

Module 2 Sale of Goods: (8 Hours)

Sale of Goods Act Sale of goods Act,1930 –Contract of sale of goods- Essentials of a contract
of sale- Classification of goods- Documents of title - Conditions and Warranties –Sale and
Agreement to sell - Hire sale and credit purchase -Rights of unpaid Seller - Rules as to
delivery of Goods- Rights and duties of buyer and seller.

Module 3Negotiable Instrument & Partnership Acts :( 10 Hours)

The Negotiable Instruments act, 1881-Negotiable Instruments- Meaning, Characteristics of
Negotiable Instruments, parties, characteristics, cheques – Bills of Exchange – Promissory
Notes - Dishonor of negotiable instruments- liability of Parties on negotiable instrument.
Latest laws relating to Negotiable Instruments.

Module 4 Companies Act: (8 Hours)

The Companies Act 2013 –Meaning, features and types of Companies -Incorporation of a
Company - Memorandum of Association, Articles of Association and Prospectus -Winding up
of companies. Indian Partnership act, 1932 - Important features - Formation of partnership
firms, Kinds of partners - Rights and duties of partners - Dissolution of partnership.

37
Module 5 Laws Related to Business: (7 Hours)
Consumer Protection Act 1986 - Consumer rights, Procedures for Consumer grievances-
consumer redressal – Foreign Exchange act 1999- IT Act 2000-Objectives and Features-
Introduction of Intellectual Property Rights-Basic concepts and need for Intellectual Property-
Copy rights, Trademark-– Implications on Business.

References:
1. ND Kapoor – Elements of Mercantile Law – Sultan Chand & Sons.
2. Tejpal Seth - Business Law – Pearson Publication.
3. AkhileshwarPathak – Legal Aspects of Business – Tata McGraw Hill.
4. Kuchchal M.C. – Business Law – Vikas Publishing House, New Delhi.
5. Gulshan S.S. &Kapoor G.K. – Business Law Including Company Law – New Age
International (P) Ltd.
6. B, S, Moshal – Mercantile Law – Ane Books, India.
7. P. K. Goel, Business Law for Managers, Bizentra Publishers, India.
8. P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd., India, Fourth Edition.
9. Dr. Vinod, K. Singhania, Direct Taxes Planning and Management.
10. Richard Stim, Intellectual Property- Copy Rights, Trade Marks, and Patents, Cengage
Learning, 2008.

38
 ENVIRONMENTAL BUSINESS MANAGEMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

I PBA2307 4 40 60 40 Core

Course Outcome
After the completion of the course students will be able to:
CO 1: Identify the environmental problems and suggest solutions.
CO 2: Apply environmental management systems for waste minimization.
CO 3: Apply sustainability principles in daily life.
CO 4: Apply green business initiatives to manage modern business.
CO 5: Explain how organizations can contribute for a sustainable future.

SYLLABUS
Module 1 Introduction to Environment: (7 Hours)
Introduction to environment - Components of Environment, Eco System – Biotic & Abiotic
Components, Bio Diversity in India. Energy and the environment, Agriculture and the
environment, Water and its management, Oceans and fisheries, Managing natural hazards,
The atmosphere and human activities, Human population, Natural ecosystems and human
activities.

Module 2 Waste and Pollution Prevention Principles: (8 Hours)

Environmental management - systems approach, preventive environmental management,
Pollution control Vs Pollution Prevention - Opportunities and Barriers – Environmental
management system audits as per ISO 19011- compliance audits – waste audits and waste
minimization planning. Four Stages and nine approaches of Pollution Prevention, evaluation
of pollution prevention options in selected industries, continual improvement and pollution
prevention.

Module 3 Sustainability Principles: (10 Hours)

Models of Sustainable Development, Agenda 2015 - UN Sustainable Development
Goals(SDGs). The Earth Charter; Pillars of Sustainable development, business Sustainability
-Dow Jones Sustainability Index, Environment, Society, Governance (ESG), Environment
Impact Assessment (EIA) Triple Bottom line - 3P (Planet People and Profit –PPP Approach).

Module 4 Green Business Initiatives: (7 Hours)

Sustainable Production and Consumption, Corporate Green Initiatives - Green Business-
Green Marketing-Eco-Labelling, Eco-Mark, Packaging, Green Finance- Green Taxes, Green
Subsidies, Green Banking, Eco Friendly Manufacturing- Environment friendly products, GRI,
CSR & Sustainability, Carbon credit and Climate change, Energy and Waste Management
techniques – Reduce, Reuse and Recycle (3 R) - renewable & non-renewable -Energy Audit.

39
Module 5 Organization for Environmental Protection: (8 Hours)
Environmental Management Institutions at the global and national levels – UNEP, UNDP,
UN Compact, Niti Aayog, National Green Tribunal (NGT) etc. Policies and Legislations,
Legal framework – Public Interest Litigations in Environment and Business world. Corporate
Governance and NGOs in environmental management, Environmental Education for
sustainable business.

References:
1. Adams W N, green development environment and sustainability in the Third World
Countries, Routledge, London New York.
2. Engels and Engels, the ethics of environment and development, Belhaven Press,
London.
3. Tom Tietenberg, Environment and Natural Resources Economics, Pearson education
New Delhi.
4. The sustainable development goals, United Nation- department of public information.
Brown C.J Environmental Management, Routledge (T.R Publication).
5. Richard Welford Corporate Environmental Management Universities Press.
6. C.S. V Murthy, Business Ethics, Himalaya Publishing House, New Delhi.
7. B.L. Bajpai, Indian Ethos and Modern Management, New Royal Book Co., Lucknow.
8. John R Boatright, Ethics and the Conduct of Business, Pearson Education, New Delhi.
9. Sadri: Business Ethics; Concepts and Cases, Tata McGraw Hill, New Delhi.
10. Samuel O Iduwu, Corporate Social Responsibility and Governance: Theory
andPractice, Springer, New York.
11. A C Fernado, Business Ethics and Corporate Governance, Pearson Publishers.

40
 ORGANIZATIONAL BEHAVIOUR

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

I PBA2308 4 40 60 40 Core

Course Outcome
After the completion of the course students will be able to:
CO1: Analyze the importance of individual behavior at workplace.
CO2: Evaluate the major motivational theories that affect the workplace.
CO3: Recognize various styles of leadership.
CO4: Evaluate strategies to manage groups and teams.
CO5: Analyze organizational culture for improving organizational performance.

SYLLABUS
Module 1 Individual Behavior:( 8 Hours)
Introduction – Individual Behavior, Definition of Organization Behaviour – Nature & Scope –
Challenges & Opportunities for Organization Behaviour – Individual behavior: Personality –
Myers Briggs Type Indicator, Big Five Model. Sixteen Personality Factor – Attitudes & its
components, Perception – Factors influencing perception – Perception & Individual Decision
making; Learning – Theoretical overview.
Module 2 Motivation:( 6 Hours)
Motivation – Meaning, Definitions – Early Theories of motivation – Needs Hierarchy theory,
Theory X & Y, Two-Factor theory; Contemporary Theories of motivation – Goal Setting
Theory – Reinforcement Theory – Expectancy Theory – Applications of Motivation – An
overview of Employee Involvement and Employee Participation.
Module 3 Leadership:( 8 Hours)
Leadership & Power Leadership: – Leadership Theories: Trait Theories – Behavioral Theories
– Contingency Theories: Fiedler Model – Path Goal Theory – Contemporary Leadership:
Charismatic Leadership & Transformational Leadership – Power: Bases of Power – Power
Tactics.
Module 4 Group Behavior: (8 Hours)
Group Behaviour & Teams Group Formation and Development; Group Dynamics; Team
Building, Structure of Groups; Group Efficiency; Group Norms; Cohesiveness; Group
Effectiveness; Group Decision Techniques.

41
Module 5 Organization Culture:(10 Hours)
Organizational Culture – Organizational Change – Resistance to Change – Managing Change
- Stress: Sources and Consequences, Stress Management Emotional Intelligence, Emotional
Labor, Conflict, Transactional Analysis &Johari Window.

References:

1. Stephen P. Robbins, Timothy A. Judge, Neharika Vohra, Organizational Behaviour –

Pearson Education 18th edition.
2. Fred Luthans - Organizational Behavior - McGraw Hill.
3. Kavitha Singh, Organizational Behaviour: Text & Cases – Vikas Publishing.
4. Aswathappa K., Organizational Behaviour – Himalaya Publishing House.

42
SEMESTER 2

43
 FINANCIAL MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

II PBA2309 3 40 60 30 Core

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Identify the key decisions of financial management and demonstrate how they are
connected to the objective of financial management.
CO 2: Evaluate the alternative investments by applying capital budgeting methods.
CO 3: Demonstrate the effect of fixed charges obligation on the value of firm and selecting an
optimal capital structure.
CO 4: Analyze the effect of dividend policies by discussing the dividend theories.
CO 5: Assess the working capital requirements of the business entity for the decision making.

SYLLBUS
Module 1 Foundations of Finance :( 6 Hours)
Introduction to finance- Financial Management – Nature, scope and functions of Finance,
organization of financial functions, objectives of Financial management, Major financial
decisions – Time value of money – features and valuation of shares and bonds – Concept of
risk and return – single asset and of a portfolio.
Module 2 Investment Decisions :( 7 Hours)
Capital Budgeting: Principles and techniques - Nature of capital budgeting- Identifying
relevant cash flows - Evaluation Techniques: Payback, Accounting rate of return, Net Present
Value, Internal Rate of Return, Profitability Index - Comparison of DCF techniques Concept
and measurement of cost of capital - Specific cost and overall cost of capital.
Module 3 Financing Decisions :( 6 Hours)
Leverages - Operating and Financial leverage – measurement of leverages – degree of
Operating & Financial leverage – Combined leverage, EBIT – EPS Analysis- Indifference
point. Capital structure – Theories – Net Income Approach, Net Operating Income Approach,
MM Approach – Determinants of Capital structure.
Module 4 Dividend Decisions :( 6 Hours)
Dividend decision- Issues in dividend decisions, Importance, Relevance & Irrelevance
theories – Walter’s – Model, Gordon’s model and MM model. – Factors determining dividend
policy – Types of dividend policies – forms of dividend.

44
Module 5 Working Capital Management :( 5 Hours)
Principles of working capital: Concepts, Needs, Determinants, issues and estimation of
working capital - Accounts Receivables Management and factoring - Inventory management -
Cash management - Working capital finance: Trade credit, Bank finance and Commercial
paper.

References:

1. M.Y. Khan and P.K.Jain Financial management, Text, Problems and cases Tata
McGraw Hill, 6th edition, 2011.
2. M. Pandey Financial Management, Vikas Publishing House Pvt. Ltd., 10th edition,
2012.
3. Aswat Damodaran, Corporate Finance Theory and practice, John Wiley & Sons, 2011.
4. James C. Vanhorne –Fundamentals of Financial Management– PHI Learning, 11th
Edition, 2012.
5. Prasanna Chandra, Financial Management, 9th edition, Tata McGraw Hill, 2012.
6. G.Sudersena Reddy, Financial Management- Principles & Practices, Himalaya
Publishing House, 2nd Edition, 2010.
7. Srivatsava, Mishra, Financial Management, Oxford University Press, 2011.
8. Parasuraman.N.R, Financial Management, Cengage, 2014.
9. William R.Lasher, Financial Management, 7th Edition, Cengage, 2014 .
10. Brigham and Ehrhardt, Financial Management, 14th edition, Cengage, 2015.

45
 MARKETING MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course
II PBA2310 3 40 60 30 Core

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Apply suitable value approaches to maximize customer value in a given business
context.
CO 2: Evaluate consumer behaviour to take proper marketing decisions.
CO 3: Design product and pricing strategies based on marketing objectives.
CO 4: Design appropriate distribution and IMC plan for an organization.
CO 5: Conduct marketing audits using various marketing control tools.

SYLLABUS
Module 1 Introduction to Marketing :( 5 Hours)

Meaning, Nature & Scope-Marketing as the key business function in Organizations –

Evolution of Holistic Marketing Concept- Internal Marketing –. Concept of customer value
and Value Chain Analysis – Marketing Environment – Internal and External environment –
Introduction to Marketing Research & Modern Marketing Information System.

Module 2 Consumer Behaviour :( 6 Hours)

Types of Consumer Buying Behaviour – Factors affecting Buyer Behaviour - Buyer Roles
– Consumer Buying Decision Process: The 5 Stage Model. Organizational Buying Decisions-
Customer Relationship Management – Loyalty Programmes –. Segmentation, Targeting &
Positioning – Strategic Marketing – Key Drivers of Marketing Strategies – Competitive
Market Strategies –Marketing mix-– Extended Marketing Mix for services.

Module 3 Product & Pricing Decisions: (6 Hours)

The Product – Goods & Services Continuum – Classification & Levels of Product – Product
Decisions: Product Mix and Product Lines – Concepts. Product Life Cycle Strategies – Brand
Concepts –– Packaging & Labeling Decisions – New Market Offering – Types of new
Product – New Product Development: Stages – New Product Success & Failure – Diffusion of
Innovation – Pricing Policies & Strategies – Factors affecting Price Determination – Steps in
Setting the Price.

46
Module 4 Distribution & Promotion Decisions:(7 Hours)
Distribution as a part of Value Delivery – Role of Marketing Channels – Channel Functions &
Flows – Channel Levels – Channel Design Decisions – Channel Management- Introduction to
Retailing & Wholesaling – Franchising – Multi-channel marketing -Distribution through
online. Communicating Value – Marketing Communication Mix – An overview of
Advertising, Sales Promotion, Personal Selling, Direct Marketing, Public Relations –
Managing Integrated Marketing Communications.
Module 5 Marketing Control & Modern Trends in Marketing :( 6 Hours)

Process & Types of Marketing Control – Marketing Audit –Marketing Challenges in

Globalized Era – Marketing through Social Network & Digital platforms – Social Marketing –
Green Marketing – Consumerism – Ethics in marketing- Concept of Big Data – Marketing
Analytics.

References:

1. Kotler Philip, Keller Kevin, Koshy Abraham & Jha Mithileshwar, Marketing
Management – A South Asian Perspective – Pearson Education 15th edition
2. Ramaswamy V.S. &Namakumari S, Marketing Management – Global Perspective,
Indian context – MacMillan 4th edition
3. Rajan Saxena - Marketing Management – Tata McGraw Hill – 4th edition
4. Lamb, hair, Sharma, Mc Daniel– Marketing – An Innovative approach to learning and
teaching-A South Asian perspective, Cengage Learning –– 2012
5. Etzel, MJ, BJ Walkerand William J Stanton., Marketing (Fourteenth Edition).
McGraw Hill, 2007.
6. Neelamegham, S., Marketing in India: Text and Cases (4/e). Vikas Publishing House,
2012.
7. Panda, Tapan K., Marketing Management: Text and Cases Indian Context. Excel
Books India, 2009.

47
 HUMAN RESOURCE MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
II PBA2311 3 40 60 30 Core

Course Outcome
After the completion of the course students will be able to
CO1: Develop HRM models for effective HCM system.
CO2: Design an effective recruitment and selection plan for an organization.
CO3: Design an appropriate training program for effective employee performance.
CO4: Develop compensation management strategies for attracting& retaining talents in an
organization.
CO 5: Devise appropriate strategies to resolve employee and industrial disputes.

Syllabus
Module 1 Introduction to HRM :( 7 Hours)
Human Resources Management Introduction –Objectives –Scope-functions of HRM-Line &
Staff Aspects of HR -Strategic Human Resource Management - HRM model- Role and duties
of HR professionals – Human capital Management.
Module 2 Personnel Planning and Recruitment :( 5 Hours)
HR planning–Job analysis- Job Descriptions & Job Specifications -Forecasting Human
Resource Needs -Recruitment – Sources – Recruiting Yield Pyramid – Employee Testing –
Type of Tests – Selection -Interviewing Candidates Employee Background Investigation-
Talent Management-Succession Planning.
Module 3 Training and Development :( 6 Hours)
ADDIE -Training Process – Training Need Analysis (TNA)-Designing a Training Programme
-On the Job training-Off the job Management Training and Development Techniques -
Performance Appraisal Process – Tools for Appraising Performance-Performance
Management -Managing Employee Turnover and Retention -Employee Life Cycle
Management.
Module 4 Establishing Strategic Pay Plans :( 6 Hours)
Factors Determining Pay Rates-Job Evaluation - Market Competitive Pay Plan -Linking
Strategy, Performance and Incentive pay - Individual and team Incentive Plans -Incentives for
managers and executives -Benefits and services – Insurance & Retirement benefits.

48
Module 5 Industrial Relations& Global HR :( 6 Hours)
HR analytics - Employee Relations -Industrial Disputes Causes, Forms of Industrial Disputes
and dispute redressal- Grievances Handling & Employee Discipline – Grievance Procedure –
Disciplinary Procedure- Trade Union – Strategic Human resource management- HRIS- HR
audit – Collective bargaining- Quality of work life.
References:
1. Dessler Gary VarkkeyBiju–HumanResource Management – Pearson11thedition.
2. Aswathappa K. – Human Resources Management: Text & Cases – Tata McGrawHill.
3. V.S.P. Rao – Human Resources Management: Text & Cases – ExcelBooks.
4. Robert L. Mathis, John H. Jackson – Human Resource Management – Thomson South
Western.
5. R. Wayne Mondy – Human Resource Management –Pearson.
6. Raymond Noe – Employee Training and Development – Tata McGrawHill.
7. Mizra S. Saiyadain – Human Resources Management, 4th Ed. – Tata McGrawHill.

49
 OPERATIONS MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
II PBA2312 3 40 60 30 Core

Course Outcomes
On successful completion of the course, the students will be able to:
CO 1: Develop operations strategy in manufacturing and service sector.
CO 2: Formulate facility layout and scheduling strategies.
CO 3: Create an inventory system for companies to optimise cost.
CO 4: Apply various lean supply chain management concepts in operations.
CO 5: Improve quality in operations by applying lean principles.

SYLLABUS
Module 1 Introduction to Operations Management :( 6 Hours)
Operations Management: Introduction and overview, Operations Management in
manufacturing and service sector, Elements of Operations Strategy, Mass, craft and lean
production, Types of Processes and Operations. Job Production, Batch Production, Assembly
line and Continuous Flow.
Module 2 Operations Planning and Control :( 7 Hours)
Role and functions of Operations Planning and control (OPC), Master Production schedule,
Aggregate Planning-Chase Strategy & Level Strategy, Material Requirement Planning (MRP)
-Bill of Materials, CRP, Manufacturing Resource Planning (MRP-II), ERP, Facilities location
and strategies. Cost competition and Hidden factors, Facility Layout Planning-Product
Layout-Process Layout- Fixed Location Layout- Hybrid Layouts-Cellular Layouts-line
balancing.
Module 3 Materials Management :( 6 Hours)
Materials Management – Functions – Material Planning, Inventory control – Types of
Inventory –Safety stock-ABC Analysis -VED, HML, FSN, GOLF, SOS, JIT and KANBAN,
Concept and behavior of ordering cost, carrying cost, shortage cost. EOQ – definition, basic
EOQ Model, EOQ with discounts, Material handling principles and equipment’s. Purchase
functions and Procedure-Managing Vendors; Vendor Analysis, Rating and Selection –
Procedure and Criterions.
Module 4 Lean Supply Chain Management & It Enabled Operations Management :( 6
Hours)
Lean Supply chain management Concepts-Supply Chain Disruptions-Bullwhip Effect,
Enablers of SCM - Facilities, Inventory, Transportation, Information, sourcing, Pricing, Types

50
of maintenance- Total Preventive Maintenance (TPM), Manufacturing Information system
and Operations Management, DSS for Operations Management.
Module 5 Lean Operations & Quality Management :( 5 Hours)
Concept of Lean Production, - Lean concepts: Push & Pull system, 5S, Poka Yoke. Toyota
Production System Types of waste -Value added and waste elimination- Zero Waste
Management concept, TQM and Seven Tools of Quality, Statistical quality control – control
charts, Six Sigma in Quality Management.

References:
1. Mahadevan B, Operations Management Theory and Practice, Pearson Education, 2007.
2. Heizer Jay, Render Barry,Rajasekhar Jagadeesh, Operations Management, Pearson
India Education Services Ltd. India.
3. Lee J. Krajewski et al, Operations Management, Process and Supply chains. 11th
Edition Pearson India Education Services Ltd. India.
4. Khalid Sheikh (2001), Manufacturing Resources Planning (MRP II) with introduction
to ERP, SCM, and CRM, Tata Mc Graw Hill.
5. Chase, Jacobs and Aquilano (2005), Operations Management for Competitive
advantages, Tata Mc Graw Hill.
6. Harold T Amrinal, John A Ritchey and Oliver S Hulley (1983) Manufacturing
Organization and Operation Management, Prentice Hall, Inc .
7. Ramamurthy P (2005), Production and Operation Management, New Age international
Publisher.
8. Everest E Adam, Ebert, Production and Operations Management, PHI –Publication,
India.
9. Operations Management, William J. Stevenson, TMGH India.

51
 OPERATIONS RESEARCH

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
II PBA2313 3 40 60 30 Core

Course Outcomes
On successful completion of the course, the students will be able to:
CO 1: Apply linear programming models for maximizing output.
CO 2: To minimize transportation costs in organizational contexts.
CO 3: To minimize cost of operations by assignment solutions.
CO 4: Apply CPM and PERT to minimize the total cost and total time of a project.
CO 5: Apply decision theory and game theory to solve managerial problems.
Module 1 Introduction to OR and Linear programming problems: (7 Hours)

Introduction to Operations Research: Origin and growth of OR, importance of OR in

managerial decision making, scope & applications of OR, models and modeling in OR. Linear
programming problems: Formulation of the problem, solution by graphical method and
simplex algorithm.

Module 2 Transportation problems: (5 Hours)

Transportation problems: formulation, methods of finding initial solution (North West Corner
Rule, Least Cost Method and Vogel’s Approximation Method), test for optimality (MODI
Method), unbalanced transportation problems, maximization transportation problem.

Module 3 Assignment problems: (6 Hours)

Assignment problems: formulation, methods of solution, Hungarian method, multiple optimal

solutions, unbalanced problems, maximization problems.

Module 4 Network Analysis: (6 Hours)

Construction of Network – Rules & Precautions - C.P.M. & P.E.R.T. Networks - Obtaining of
Critical Path - Time estimates for activities - Probability of completion of project -
Determination of floats (total, free, independent & interfering).

Module 5 Decision theory and Game theory: (6 Hours)

Concept of Decision Making – Decision Making Environments-Decision making under risk –

Decision trees – Decision making under uncertainty. Game Theory- Game Theory Definition
– Saddle Point - Two Person Zero Sum Game - Pure and Mixed Strategies - Algebraic
Solution Procedure - Graphical Solution – Principle of Dominance. Sequencing Problem -

52
Processing of n Jobs through Two Machines and m Machines - Graphical Method of Two
Jobs M Machines Problem.

References:
1. Sharma, J K. Operations Research: Theory and Applications (5/e). New Delhi: Laxmi
Publications, 2013.
1. G. Srinivasan, Operations Research Principles and Applications – PHI Learning.
2. R. Paneer Selvam – Operations Research – PHI Learning.
3. Frederick S. Hillier, Gerald J. Lieberman – Operations Research: Concepts & Cases –
TataMcGraw Hill.
4. Rathindra P. Sen – Operations Research – PHI Learning.
5. Vohra, N D. Quantitative Techniques for Management. Tata McGraw Hill Education,
2015.
6. S. Kalavathy – Operations Research with C Programmes – Vikas Publishing House.

53
 MANAGEMENT INFORMATION SYSTEM

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

II PBA2314 3 40 60 30 Core

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the impact of data driven decisions in business organizations.
CO2: Formulate an appropriate information system for different functional departments.
CO3: Design a suitable decision support system for different levels of management.
CO4: Propose solutions for cyber security issues faced by an organization.
CO5: Apply latest IT initiatives for improving the efficiency of the organization.
SYLLABUS
Module 1 Foundations of Information Systems :( 6 Hours)
Organization as a system, need for information system in Business, Strategic importance of
information systems, Introduction to types of information systems, Components of an
Information system, Roles and activities of Information systems.
Module 2 Information Systems in Business Operations :( 7 Hours)
Transaction Processing System, Marketing Information Systems, Manufacturing Information
Systems, Human Resource Information Systems, Financial Information Systems, BPR and
continuous improvement, OAS, Documentation and reporting.
Module 3 Information System for Management :( 6 Hours)
Management Information System – Evolution – Characteristics – Functions – Importance,
Decision Support Systems – Characteristics – Types of DSS – Analytical modelling supported
by DSS. Executive Information System - Artificial intelligence, Expert System – Knowledge
representation – Applications.
Module 4 Security, Control and Reporting :( 6 Hours)
Security, Testing, Error detection, Controls, IS Vulnerability, Disaster Management,
Computer Crimes, Securing the Web, Intranets and Wireless Networks, Software Audit,
Ethics in IT.
Module 5 New It Initiatives :( 5 Hours)
ERP- CRM, e-business, e-governance, Data Mining & Data warehousing, Business
Intelligence, Pervasive Computing, Cloud computing, IoT, Block chain.

54
References:
1. Laudon Kenneth C. and Laudon Jane P., Management Information Systems 16e, Pearson
India.
2. O’Brien, James, A Management Information Systems 10e, Tata McGraw Hill, New
Delhi.
3. Lynda M Apple Gate, Corporate Information Strategy and Management 8e, Robert D
Austin et al, Tata McGraw Hill.
4. Frederick Gallegor, Sandra Senft, Daniel P. Manson and Carol Gonzales, Information
Technology Control and Audit, Auerbach Publications, 4th Edition.
5. Waman S Jawadekar , Sanjiva Shankar Dubey , Management Information System: Text and
Cases | 6th Edition, Tata McGraw Hill, New Delhi.
6. Anand Shinde, Introduction to Cyber Security: Guide to the World of Cyber Security, Notion
Press; 1st edition (5 February 2021).

55
 BUSINESS RESEARCH METHODS

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
II PBA2315 3 40 60 30 Core

Course Outcomes
After the completion of the programme, the students shall be able to:
CO 1: Examine the fundamentals of business research.
CO 2: Develop a research design for solving a research problem that influences the business
situations.
CO 3: Develop a data collection tool appropriate for your study.
CO 4: Analyze the data for arriving at conclusions in research.
CO 5: Prepare the research report with focus on its applications in business.

SYLLABUS
Module 1 Introduction to Business Research :( 6 Hours)
Introduction to business research, Meaning of Research and its scope, Relevance of Business
research in Managerial Decision Making; Scope of Business Research.
Research-Concept, Construct, Definition, Variable, Theory, Model, Proposition and
Hypothesis. Research process, steps in problem formulation, Features of a good research
study.
Module 2 Research Design :( 6 Hours)
Research Design, Classification of Designs- Exploratory studies, Descriptive studies,
Causal/Explanatory studies, 5Ws & 1H in research, Deduction and Induction Approach,
Qualitative Verses Quantitative Research; Sampling Design-Probability and Non-Probability
Sampling; Determining the sample size, Errors in Sampling.
Module 3 Literature Sources and Data Collection Methods :( 5 Hours)
Literature collection, Review of Literature, Characteristics of an effective Literature Reviews
and referencing formats; Literature Review Citation Styles; Data Collection, Surveys, Primary
and Secondary data, Methods of Data Collection; Types of questions; Classification of levels
of Measurements, Four Scales of Measurement, Comparative and Non-Comparative Scales,
Attitude measurement scales, Criteria for Good Measurement, Qualities & characteristics of a
good questionnaire.

56
 Module 4 Introduction to Data Analysis :( 6 Hours)
Types of Analysis, Univariate, Bivariate, Multivariate; Quantitative and Qualitative Data
Analysis; Parametric and Non-Parametric, Testing data reliability and validity. Data Analysis
using Statistical packages, Analysis and Interpretations.
Module 5 Research Proposal Development & Research Report :( 7 Hours)
Components of Research Reporting; Structure of a research report, Presentation of Analysis
output for generating inferences and conclusions, Ethical considerations in research,
Discussion on Research Synopsis/Proposal preparation.

References:
1. Donald R. Cooper, Pamela S. Schindler, Business Research Methods, McGraw Hill
Education India, 12th edition, 2018.
2. William G. Zikmund, Barry J. Babin, Jon C. Carr, AtanuAdhikari, Mitch Griffin, Business
Research Methods: A South-Asian Perspective, 9th Edition, Cengage Learning, 2020.
3. Donald R. Cooper, Pamela S. Schindler, Business Research Methods, McGraw Hill
Education India, 9th edition, 2011.
4. Naresh K Malhotra, Marketing Research-An Applied Orientation, Seventh Edition, Pearson
Education, 2019.
5. Rajendra Nargundkar, Marketing Research: Text and Cases, fourth Edition, McGraw-Hill
publications, 2020.
6. Sreejesh, S., Mohapatra, Sanjay, Anusree, M R, Business Research Methods: An Applied
Orientation, Springer, 2014.
7. Gaur, Ajai S., and Sanjaya S. Gaur, Statistical methods for practice and research: A guide to
data analysis using SPSS., Sage, 2009.
8. Robert P Burns and Richard Burns, Business Research Methods and Statistics Using SPSS,
Sage. 2008.

57
 ENTREPRENEURSHIP DEVELOPMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

II PBA2316 3 40 60 30 Core

Course Outcomes
After the completion of the programme, the students shall be able to:
CO 1: Generate innovative business solutions for social progress.
CO 2: Prepare a feasibility analysis report for a new business idea.
CO 3: Draft/Create a business plan based on a valid business model.
CO 4: Propose suitable registration process for a start-up company.
CO 5: Apply Business model canvas for the growth and expansion of company.

SYLLABUS

Module 1 Entrepreneurship Perspectives :( 5 Hours)

Meaning and concept of entrepreneurship, role of entrepreneurship in economic development,
why to become entrepreneur, the skills/ traits required to be an entrepreneur, Strategies for
development of Women Entrepreneurs. Relevant Case Study and discussions questions.

Module 2 Exploring Business Opportunity :( 6 Hours)

Creativity & Innovation. Self-Discovery, Idea Generation, Idea Evaluation - Design thinking,
prototyping, value proposition, customer insight, ideas development. Feasibility Analysis -
product/service, Industry and competition, environment analysis, financial feasibility analysis.

Module 3 Developing a Business Model :( 6 Hours)

Business Model - common types of business models. Business Plan - Purpose of a business
plan. Contents of a business plan. Product/ Market Fit – unit economics, cost and profitability,
Refining the product/service, Establish the success and operational matrix. Customer
Validation - efficiency with which customers can be captured and kept, cost of customer
acquisition.

Module 4 Translating Business Plan into Startup :( 6 Hours)

Gaining marketing Intelligence, Prototype creation & testing, Registration formalities, take
product or service to market, Sources of finance – customers, friends and family, Angels,
VCs, Bank Loans etc. Deliver an investor pitch to a panel of investors, Effective ways of
marketing for start-ups. Hire and Manage a Team, Delegation. Understanding legal
requirements, and compliance issues.

58
Module 5 Expansion and Harvesting :( 7 Hours)
Business model canvas, Growth Opportunities - Characteristics of high growth new ventures,
strategies for growth, discovering and assessing opportunities for growth. Expansion model.
Maximizing Profits. Role of business services – accountant, lawyer. Harvesting Rewards.

References:
1. Ramachandran, Entrepreneurship Development, Mc Graw Hill.
2. Katz, Entrepreneurship Small Business, Mc Graw Hill.
3. Byrd Megginson, Small Business Management an Entrepreneur’s Guidebook 7th ed, Mc
Graw Hill.
4. New Venture Management: The Entrepreneur's Roadmap (Entrepreneurship Series),
Donald F. Kuratko and Jeffrey, S. Hornsby, Pearson.
5. The Manual for Indian Start-ups: Tools to Start and Scale-up Your New Venture,
Vijaya Kumar Ivaturi, Meena Ganesh, Penguin Random House India.
6. Managing New Ventures, Anjan Raichoudhuri, Prentice-Hall of India Pvt Ltd.
7. Develop Your Idea! Get Off to a Flying Start with Your Startup. Guided Exercises,
Templates & Resources for Exploring New Business Ventures, K. N. Kukoyi.
8. Indian Entrepreneurial Culture by A Gupta, New Age International.
9. Make the Move: Demystifying Entrepreneurship by Ishan Gupta, Rajat Khare.

59
 VIVA VOCE I

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

II PBA2317 2 - 100 - Core

Course Outcomes
The students shall be able to:
CO 1: Illustrate the integrated understanding of the knowledge gathered from the various
courses in the first and second semester.
CO 2: Demonstrate current knowledge about the industry.
CO 3: Assimilate information from different domains and show capability to apply it to
managerial decision making.
CO 4: Demonstrate professional communication skills.
CO 5: Demonstrate their ability to reflect, synthesize and think critically.

Course Description
At the end of second semester there shall be a Viva Voce which encompasses all the courses
covered during the first and second semester. The objective of this assessment is to examine
the ability of student in applying the concepts in a business situation. The Viva Voce shall be
evaluated by a panel of two faculty members of the department.
Parameters for Evaluation
Ability to analyse a business case and apply the business principals to solve:50 Marks
Industry knowledge & current affairs: 25 Marks
Communication skill: 25 Marks
Total: 100 Marks

60
SEMESTER 3

61
 BUSINESS ANALYTICS

Course Marks
Code Instructional Type of
Semester Credits CA SEA Hours Course

III PBA2318 4 40 60 40 Core

Course Outcome
After completing the course, the students shall be able to:
CO 1: Discuss the different techniques in business analytics.
CO 2: Apply analytics in different management domains.
CO 3: Apply various predictive analysis tools and artificial intelligent systems to forecast the
performance of the firm.
CO 4: Apply tools and techniques in web analytics.
CO 5: Apply various techniques for data driven decision-making.

SYLLABUS
Module 1 Introduction to Business Analytics :( 7 Hours)
Business Analytics – Domains of business analytics – Types of Analytics– Descriptive,
Predictive, and Prescriptive Analytics Technique. Trends in business analytics – Concept of
Big Data – Characteristics - of big data – Applications of Big data in management – Data
Visualization.
Module 2 Analytics Domains :( 10 Hours)
Applications of Business Analytics: Financial Services Analytics – Marketing Analytics –
Supply Chain Analytics – HR Analytics.
Module 3 Predictive Statistics & Artificial Intelligence :( 8 Hours)
Measures of Central Tendency – Measures of Dispersion – Karl Pearson & Spearman’s
Correlation – Simple & Multiple Regression Analysis. Artificial Intelligence (AI) – Concept –
Basic Applications – Limitations of Artificial Intelligence – Potential Risk of AI.
Module 4 Web Analytics :( 8 Hours)
Social Media Analytics - User generated content -Analytics in digital decoding consumer
intent, decoding customer sentiments from comments, Text mining from opinion platforms.
Module 5 Decision Theory :( 7 Hours)
Introduction – Steps of decision making process – types of decision-making environments
Decision - making under uncertainty – Decision-making under Risk –Decision tree.

62
References:
1. James R. Evans, Business Analytics: Methods, Models & Decisions, 1stedi. Prentice
Hall.
2. PurbaHaladyRao, Business Analytics: An Application Focus, PHI Learning.
3. Gupta, S.C., Fundamentals of Statistics, Himalaya Publishing House.
4. U. Dinesh Kumar - Business Analytics –Wiley.
5. Foster Provost & Tom Fawcett – Data Science for Business – O’reilly.
6. Anasse Bari, Mohamed Chaouchi, and Tommy Jung – Predictive Analytics for
Dummies – Wiley.
7. Hadley Wickham & Garrett Grolemund – R for Data Science – O’reilly.

63
 BUSINESS ETHICS AND CORPORATE GOVERNANCE

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
III PBA2319 4 40 60 40 Core

Course Outcome
After completing the course, the students shall be able to:
CO1: Appraise the significance of various ethical concepts.
CO2: Analyze the applications of ethical theories in business.
CO3: Recognize and resolve ethical issues in business.
CO4: Formulate CSR framework for an organization.
CO5: Apply models of corporate governance for ethical conduct of business.

SYLLABUS
Module 1 Introduction to Ethics :( 10 Hours)
Definition of Ethics, Morals and values, Principles of personal ethics and Values- Indian ethos
and Values-Business ethics and its significance- Nature of Business Ethics- Characteristics-
Causes of unethical Behavior-Ethical Dilemma-Ethical Decision making (Procedure)-Ethical
leadership (Core principles of honesty, service, integrity) Types of ethical leadership
(Transactional, Transformational, Charismatic leadership)- case studies of ethical leadership.
Module 2 Business Ethics :( 6 Hours)
Need for Ethics-Ethical Principles in Business-Theories of Ethics like Utilitarian,
Deontological, Virtue, Teleological Theory-Kohlberg’s Six Stages of Moral Development
(Pre conventional, Conventional, Post Conventional)-Study on the relevance of Karmic
Effect- Value Based Management in Global Change -Case study of business failures.
Module 3 Ethics in Functional areas :( 8 Hours)
Ethics at workplace- Ethical Considerations in Marketing (Price, place, promotion, Product,
Ethics in Advertising)-Unethical activities in Marketing department -Ethics in Accounting and
Finance (Window dressing, misleading financial analysis, insider trading)- Unethical activities
in Finance department- Ethical Considerations in Human Resource Management
(Discrimination– Recruitment, Training, performance appraisal, Compensation management,
Industrial relation) -Unethical activities in Human resource department- - Cyber Ethics-
Environmental Ethics.
Module 4 Corporate social responsibility :( 8 Hours)
Introduction to Corporate social responsibility- models of CSR- CSR as a business Strategy
for sustainable development- Concept of Social Audit and its Relevance-Corporate citizenship
- Strategies for CSR – Challenges and implementation- Case Studies of major CSR Initiative.

64
Module 5 Corporate governance :( 8 Hours)
Introduction to corporate governance- International Committees of corporate governance
(Cadbury committee on CG, The Paul Ruthman Committee, The Greenburg committee, The
combined code, The Turnbull committee) Indian Committees of Corporate governance
(Kumar Mangalam Birla Committee, Naresh Chandra Committee, N.R. Narayana Murthy
Committee, J.J. Irani Committee). Theories and models of corporate governance, -Board of
Directors as a powerful instrument in corporate governance- corporate relationship with
Stakeholders-Whistle blowing – legal support to Whistle – Blower –Tips to successful
Whistle Blowing - Scams and Scandals in Corporate Governance in Indian and global
scenario.
References:
1. A.C Fernado- Business Ethics and corporate governance- Pearson.
2. S.K. Bhatia – Business Ethics & Managerial Values – Deep and Deep.
3. Joseph A. Petrick, John F. Quinn – Management Ethics – Sage Publications, New Delhi.
4. Sherlekar – Ethics in Management, Himalaya Publishing, New Delhi.
5. C.V.S. Murthy – Business Ethics & Corporate Finance – Himalaya Publishing House.
6. Manisha Paliwal – Business Ethics – New Age International, New Delhi.
7. Clarke, T. (2005) Theories of Corporate Governance. London: Routledge.

65
FINANCE ELECTIVES

66
 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

Course Marks Instructional Type of

Semester Credits
Code CA SEA Hours Course
III PBA2320A 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Recommend the investment alternatives based on risk and return relationship.
CO 2: Use the security market regulations to protect the interest of participants.
CO 3: Manage investment decisions based on fundamental analysis.
CO 4: Predict the movement of stocks using technical analysis.
CO 5: Design an optimum portfolio using various portfolio models.
SYLLABUS
Module 1 Investment Setting :( 7Hours)
Financial and economic meaning of Investment – Characteristics and objectives of Investment
– Types of Investment – Investment alternatives – Choice and Evaluation – Risk and return
concepts.
Module 2 Securities Market :( 5 Hours)
Financial Market - Segments – Types - Participants in financial Market – Regulatory
Environment, Primary Market – Methods of floating new issues, Book building – Role of
primary market – Regulation of primary market, Stock exchanges in India – BSE, OTCEI,
NSE, ISE, and Regulations of stock exchanges – Trading system in stock exchanges –SEBI.
Module 3 Fundamental Analysis :( 6 Hours)
Economic Analysis – Economic forecasting and stock Investment Decisions – Forecasting
techniques. Industry Analysis: Industry classification, Industry life cycle – Company Analysis
Measuring Earnings – Forecasting Earnings – Applied Valuation Techniques – Graham and
Dods investor ratios.
Module 4 Technical Analysis :( 6 Hours)
Fundamental Analysis Vs. Technical Analysis – Charting methods – Market Indicators. Trend
– Trend reversals – Patterns - Moving Average – Exponential moving Average – Oscillators –
Market Indicators – Efficient Market theory.
Module 5 Portfolio Management :( 6 Hours)
Portfolio analysis – Portfolio Construction - Portfolio Selection –Capital Asset Pricing model
– Markowitz Theory – Efficient Frontier – Sharpe Single Index model – Portfolio Revision
Portfolio Evaluation – Mutual Fund analysis – Sharpe – Jenson – Treynor ratio.

67
References:
1. Donald E. Fischer & Ronald J.Jordan, Security Analysis & Portfolio Management, PHI
Learning., New Delhi, 12th edition, 2015.
2. Prasannachandra, Investment analysis and Portfolio Management, Tata McGraw Hill, 2015.
3. Reilly & Brown, Investment Analysis and Portfolio Management, Cengage, 10th edition,
2016.
4. S. Kevin, Securities Analysis and Portfolio Management, PHI Learning, 2012.
5. Preethi Singh, Investment Management, Himalaya Publishing House, 20th Edition,2018.
6. Punithavathy Pandian, Portfolio Management, Vikas Publications, 2017.

68
 FINANCIAL DERIVATIVES

Course Marks Instructional

Semester Credits Marks
Code CA SEA Hours
III PBA2320B 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Choose the ideal derivative product to mitigate risk.
CO 2: Estimate risks and pay-offs associated with Future and forward contract.
CO 3: Determine the value of option contract using option technique.
CO 4: Apply swap techniques to mitigate risk.
CO 5: Use the regulatory framework for the smooth function of derivatives market.

SYLLABUS
Module 1 Introduction :( 6 Hours)
Derivatives – Definition – Types – Forward Contracts – Futures Contracts – Options – Swaps
– Differences between Cash and Future Markets – Types of Traders – OTC and Exchange
Traded Securities – Types of Settlement – Uses and Advantages of Derivatives – Risks in
Derivatives.
Module 2 Futures Contract :( 7 Hours)
Specifications of Futures Contract - Margin Requirements – Marking to Market – Hedging
uses Futures – Types of Futures Contracts – Securities, Stock Index Futures, Currencies and
Commodities – Delivery Options – Relationship between Future Prices, Forward Prices and
Spot Prices.
Module 3 Options :( 6 Hours)
Definition – Exchange Traded Options, OTC Options – Specifications of Options – Call and
Put Options – American and European Options – Intrinsic Value and Time Value of Options –
Option payoff, options on Securities, Stock Indices, Currencies and Futures – Options pricing
models – Differences between future and Option contracts.
Module 4 Swaps :( 6 Hours)
Definition of SWAP – Interest Rate SWAP – Currency SWAP – Role of Financial
Intermediary – Warehousing – Valuation of Interest rate SWAPs and Currency SWAPs Bonds
and FRNs – Credit Risk.
Module 4 Derivatives in India :(5 Hours)
Evolution of Derivatives Market in India – Regulations - Framework – Exchange Trading in
Derivatives – Commodity Futures – Contract Terminology and Specifications for Stock
Options and Index Options in NSE – Contract Terminology and specifications for stock

69
futures and Index futures in NSE – Contract Terminology and Specifications for Interest Rate
Derivatives.
References:
1. David Dubofsky – ‘Option and Financial Futures – Valuation and Uses, McGraw Hill
International Edition.
2. Don M. Chance, Robert Brooks, An Introduction to Derivatives and Risk Management, 9th
edition, Cengage, 2015.
3. John. C. Hull, Options, Futures and Other Derivative Securities’, PHI Learning, 9th
Edition, 2012.
4. Keith Redhead, ‘Financial Derivatives – An Introduction to Futures, Forwards, Options and
SWAPs’, – PHI Learning, 2011.
5. S. L. Gupta, Financial Derivatives- Theory, Concepts and Practice, Prentice Hall of India,
2011.
6. Stulz, Risk Management and Derivatives, Cengage, 2nd Edition, 2011.

70
 INCOME TAX

Course Marks Instructional Type of

Semester Code Credits CA SEA Hours Course
III PBA2320C 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Discuss the framework of taxation system in India.
CO 2: Compute the agricultural income for tax filing.
CO 3: Compute the income from salary and House Property for tax filing.
CO 4: Compute the income from other sources for tax filing.
CO 5: Prepare income tax return for an individual.

SYLLABUS
Module 1 Introduction to Taxation :( 5 Hours)
Introduction: Cannons of Taxation– Assessment year and Previous year, Assessee – Types of
Assessees – Person, Income, Features of Income – Gross Total Income –Exempted Incomes –
Direct & Indirect Taxation.
Module 2 Agricultural Income :( 6 Hours)
Introduction, Definition, tests to Determine Agricultural Income, Partly Agricultural and
Partly Non-Agricultural Income. Integration- Conditions, provisions, computation of tax on
Integration Process.
Module 3 Income from Salary & House Property :( 6 Hours)
Salary- meaning, Allowances, Perquisites, Profits in lieu of salary and their treatment,
Deductions from salary income, Computation of salary income, Qualified savings and
Provident funds. Income from House property: Meaning, Annual value, Let-out house, Self-
occupied house, deemed to be let-out house, Computation of income from house property.
(Simple Problems only with Limited Deductions).
Module 4 Income from other sources :( 6 Hours)
General Incomes & Specific Incomes, Interest on securities, Dividends on shares, casual
income, family pension, Gifts received and other general incomes including deductions.
(Simple Problems only with Limited Deductions).
Module 5 Computation of total taxable income :( 7 Hours)
Tax liability of Individual Assessees, Assessment procedure, Filing of returns, Assessment,
types of Assessment, Self-assessment, Regular assessment, Best judgment assessment. Filing
Relevant Forms for Individual Assesses.

71
References:
1. Dr. Vinod K. Singhania: Direct Taxes – Law and Practice, Taxmann publication. 2009.
2. B.B. Lal: Direct Taxes, Konark Publisher (P) ltd, 2010 3. Dr. Mehrotra and Dr. Goyal:
Direct Taxes – Law and Practice, Sahitya Bhavan Publication, 6th Edition.
4. DinakarPagare: Law and Practice of Income Tax, Sultan Chand and sons.
5. Gaur &Narang: Income Tax, Kalyani Publisher.

72
 COST AND MANAGEMENT ACCOUNTING

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2320D 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Prepare a cost sheet for a company.
CO 2: Determine the cost of certified and uncertified contract.
CO 3: Apply Marginal costing techniques and CVP analysis in profit planning.
CO 4: Compute process cost for an organization.
CO 5: Prepare fixed & flexible budget for an organization.
SYLLABUS
Module 1 Introduction to Cost Accounting :( 6 Hours)
Introduction to Cost Accounting, Principles of Cost Accounting - Characteristics of an Ideal
Costing System -– Types of Costing. Classification of Cost, Methods of Costing – Techniques
of Costing. Job Costing – Batch Costing – Contract Costing, Operating Costing: Transport,
Canteen, Boiler House, Power House, Hospital and Hotel Costing. - Elements of Cost – Cost
Sheet or Statement of Cost.
Module 2 Contract Costing :( 7 Hours)
Contract Costing: Learning Objectives, features, Sub-contracting, cost plus Contract, Profit on
Incomplete Contract, Work Certified and Work Uncertified.
Module 3 CVP Analysis :( 6 Hours)
Marginal costing and Absorption costing: Meaning, Advantages and Limitations of
Absorption Costing - Meaning and Features of Marginal Costing – Cost Volume Profit
Analysis – Management uses of Break-Even Analysis.
Module 4 Process Costing :( 6 Hours)
Process Costing – Normal and Abnormal loss, Abnormal Gain, Equivalent production – Inter
process profit – Joint Products and By-products – Accounting treatment.
Module 5 Budgetary Control :( 5 Hours)
Budgetary Control: Meaning and Need for Budgets - Budget, Budgeting and Budgetary
Control - Objectives of Budgetary Control - Budgetary Control and Accounting -
Preliminaries of Budgetary Control - Budget Manual - Different types of Budgets: Fixed
Budget, Flexible Budget Cash Budget, Sales Budget - Advantages and Limitations of
Budgetary Control.

73
References:
1. Maheswari S N & Mittal, Advanced cost accounting.
2. Arora M N, Cost and management accounting, Himalayan publications.
3. Prasad N K, Advanced cost accounting.
4. Maheswari S N, Cost and management accounting.
5.Jain and Narang, Cost accounting, Kalyani Publishers, 23rd Edition 2012.
6.S.P. Iyengar, Cost accounting, Sultan Chand & Sons, 2005.
7. Dr. S.N Maheshwari, Cost and Management Accounting, Sultan Chand & Sons, 2014.

74
 INSURANCE SERVICE AND RISK MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2320E 3 40 60 30 Elective

Course Outcomes:
After the course, the students shall be able to:
CO 1: Apply suitable risk management tools to mitigate risk.
CO 2: Classify various insurance policies.
CO 3: Suggest suitable life insurance policy to customers.
CO 4: Recommend various types of general insurance policies to customers.
CO 5: Appraise the recent trends in insurance industry.
SYLLABUS
Module 1 Introduction to Risk Management :( 5 Hours)
Risk & Risk Management process – Risk Identification, Evaluation, Risk Management
Techniques, Selecting and Implementing Risk Management Techniques – Risks in our
Society Insurance and Risk - overview of tools for risk management.
Module 2 Insurance Business :( 6 Hours)
Concept of insurance, Need for insurance, Legal aspects of insurance contracts, Objectives of
insurance contract- Structure of insurance industry- Property & liability coverage-
Classification of policies- Annuity- Pension Fund- ULIP- Institutions for insurance &
reinsurance.
Module 3 Life Insurance :( 6 Hours)
Life insurance – Types of life insurance – Premium – Factors determining premium –Life
Insurance Corporation of India, Other Life insurance companies. Actuaries- Actuarial science
– Functions of actuaries – Property & liability coverage.
Module 4 General Insurance :( 7 Hours)
General insurance: Wealth insurance, Fire insurance, Marine insurance, Motor insurance,
Theft insurance, Travel & other insurances. GIC & other General insurance providers.
Module 5 Indian Insurance Industry :( 6 Hours)
Growth & Development of Indian insurance industry- Government Regulations in insurance
sector. Insurance Act 1938 and IRDA – Globalization of Indian Insurance sector. Foreign
Insurers India. Insurance and Tax planning. Recent trends in Insurance Business.

75
References:
1. Dr. P K Gupta: Insurance and Risk management, 1st Edition, Himalaya Publishing House.
2. Risk Management & Insurance: Scott Harrington and Gregory Niehaus, Tata McGraw Hill,
2nd edition 2004.
3. Risk management and insurance: Arthur C Williams and Richard M Heins: Mc Graw Hill.
4. Prof. K S N Murthy & KVS Sharma: Modern law of Insurance in India, N M Tripathi (P)
Ltd, Bombay.

76
 INTERNATIONAL FINANCIAL MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2320F 3 40 60 30 Elective

Course outcomes:
At the end of the course, students will be able to:
CO 1: Discuss various international exchange systems.
CO 2: Discuss various international theories and business methods.
CO 3: Analyze various factors affecting international exchange rate.
CO 4: Use appropriate derivative product to mitigate foreign exchange risk.
CO 5: Suggest appropriate financing method for international trade.

SYLLABUS
Module 1 Foundations of International Financial Management :( 5 Hours)
An overview, Importance, nature and scope, Theories of International business, international
business methods, recent changes and challenges in IFM. Balance of Payments-Current
account and Capital account-correspondent Banks- Nostro and Vostro account.
Module 2 Exchange Rate & International Parity Relationship :( 6 Hours)
Measuring exchange rate movements, Factors influencing exchange rates. Government
influence on exchange rates – exchange rates systems. International arbitrage and Interest rate
parity- Relationship between inflation, interest rates and exchange rates – Purchasing Power
Parity-International Fisher Effect.
Module 3 Foreign Exchange Exposure and Management :( 6 Hours)
Motives of Foreign Direct Investment. Management of Exposure: Transaction Exposure,
Translation Exposure and Economic Exposure. Methods of hedging the exposure – overview
of Derivatives in hedging in the risk –Forward contacts, swap, Options and future.
Module 4 Exchange Markets and International Financial System :( 6 Hours)
Overview of the other markets- Euro currency market, Euro credit market, Euro bond market,
International Stock market. Evolution, Gold Standard, Bretton Woods’s system, the flexible
exchange rate arrangements.

77
Module 5 Foreign Direct Investment and Financing International Trade: (7 Hours)
Foreign Direct Investment (Indian Perspective)- Payment methods of 40 international trade,
trade finance methods, Export- Import bank of India, recent amendment in EXIM policy,
regulations and guidelines.

References:
1. P.G.Apte, International Financial Management, Tata McGraw-Hill, New Delhi, 2004.
2. Alan C.Shapiro, Multinational Financial Management, 4/e, Prentice Hall India Private Ltd,
2004.
3. Jeff Madura, International Financial Management, 6 Edition, Thomson Publication.
4. Maurice D.Levi, International Finance, 3rd Edition, Tata McGraw-Hill, New Delhi, 2003.
5. Seth, International Financial Management Tata Mc Graw- Hill, New Delhi, 2003.

78
HR ELECTIVES

79
 TRAINING AND DEVELOPMENT

Semester Course Credits Weight Instructional Type of

Code Hours Course
CA SEA
III PBA2321A 3 40 60 30 Elective

Course Outcomes:
After the course, the students will be able to:
CO1: Analyze various training models for the attainment of the strategic objectives of an
organization.
CO2: Assess the training needs of the employees for designing an effective training model.
CO3: Apply various training and development methods for solving training related issues.
CO4: Apply training evaluation methods for enhancing the performance of the
organization.
CO 5: Create a model for employees career development and organizational management
development.
SYLLABUS
Module1 Introduction to Training:(7 Hours)
Overview of training and development, Training process model, Trends in Training. Career
opportunities in training. Aligning Training with Strategy. The Strategic Training and
Development Process.
Module 2 Training need analysis and Training Design:(6Hours)
Concept of Training Need Analysis(TNA). Needs Assessment Process. Organizational
Analysis, Person Analysis, Task Analysis. Competency Models. Training Design:
Organizational Constraints and Priorities, Budgeting, Developing objectives, Facilitation of
learning.
Module 3 Training and Development methods:(5Hours)
Training Methods: Traditional Training Methods: Presentation Methods, Audio Visual
Techniques. Hands on Methods: On the job Training, Case study, Business Games,
Simulation, Role Play, Behavior Modeling, Group Building Methods: Team Training,
Adventure Learning E-Learning and Use of Technology in Training: Technology and
collaboration, Computer Based Training -Online Learning, Artificial Intelligence and Virtual
Reality based training
Module4 Training Evaluation: :(6Hours)
Training Evaluation Process, Outcomes used in the evaluation of training programs:
Kirkpatrick’s model, Philips model Reaction Outcomes, Learning or cognitive outcomes,
Behavior and skill based outcomes, Affective outcomes, Results, Determining ROI and Cost
Benefit analysis in the context of training.

80
Module5 Career Development: (6Hours)
Concept of Career, Importance of career management, A model of career Development,
Career stages. Career Management Systems: Self-assessment, Reality Check, Goal Setting,
Action planning Roles of employees, managers, HR Managers, and the company in career
management.

References:
1. Effective Training: Systems, Strategies and Practices, P. Nick Blanchard, James W
Thacker, V. Anand RAM, 5thedition, Pearson, 2015.
2. EmployeeTraining and Development, Raymond A.Noe, Amitabh Deo Kodwani,
McGraw Hill Education7th Edition, 2018.
3. Goldstein Irwin L, Trainingin Organizations Needs Assessment, Development &
Evaluation, Wordsworth Publication.
4. Lynton &Parekh, Training for Development, Sage Publication.
5. Rao TV, Readings in HRD, Oxford &IBH.
6. Robert L.Craig,A STD Training and Development, McGraw Hill Publication.

81
 PERFORMANCE AND TALENT MANAGEMENT

Course Marks
Code Credits Instructional Type
Semester
CA SEA Hours of Course

III PBA2321B 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO 1: Identify the strategic performance indicators in an organizational context.
CO 2: Design an effective performance management system.
CO 3: Evaluate the performance of employees with the support of various performance
appraisal methods.
CO 4: Apply an effective talent management system to retain the top talents in organization.
CO 5: Design a talent management model for an organization.

SYLLABUS
Module 1 Concept of Performance Management :( 7 Hours)
Overview of Performance Management -Dimensions of Performance Management -Process of
Performance Management – Objectives & importance of Performance Management in
Organizations -Prerequisites and characteristics of Effective Performance Management –
Organizational, Functional and Individual Key Result Areas, Key Performance Indicators.
Module 2 Performance Management System:( 5 Hours)
Competency based PMS –Characteristics, purpose, process and components- Functions
Performance Management and Performance Appraisal, difference between Performance
Appraisal &Potential Appraisal - Designing Appraisal Forms -Performance Measurement and
Evaluation -Appraisal Communication: Feedback, Counseling & Coaching – Performance
Linked Reward System - Best practices in PMS- E-PMS.
Module 3 Monitoring of Performance Management:( 6 Hours)
Performance Monitoring- Assessment Center-Measuring performance- Criteria for
performance measurement- Setting Organizational-Team & Individual Performance
Standards- Methods for evaluating Performance – Role of HR Professionals in Performance
Management-Performance Management as a tool for Employee Empowerment.
Module 4 Talent Management:( 6 Hours)
Talent Management Concept, Scope &Objectives of Talent Management -Talent
Identification, Integration & Retention – Consequences of Failure in Managing Talent -Tools
for Managing Talent, Effective Talent Management System -Building Blocks of Effective
Talent Management System in Public and Private Organizations.

82
Module 5 Practices and Process of Talent Management:( 6 Hours)
Factors and Aspects of Talent Management -Talent Management Process, Stages of Talent
Management, Essentials of Talent Management Process -Talent Management System, Critical
Success Factors to Create Talent Management System -Talent Management Practices in India
Case Studies.

References:
1. Armstrong M &BaronA., Performance Management and Development – Jaico
Publishing House, Mumbai.
2. G K Suri, C.S Venkataraman, N K Gupta, Performance Measurement and
Management, Excel Books (P) Ltd.
3. Robert B, Performance Management, McGraw Hill Education India.
4. Berger L.A and Berger D.R – The Talent management handbook – McGraw Hill
Education India.
5. “T.V.Rao”, Performance Management & Appraisal Systems, Response Books.
6. “Herman Aguinis”, Performance Management, Pearson education.
7. “DewakarGoel”, Performance Appraisal &Compenstion Management, Prentice Hall of
India.
8. “B.D.Singh”, Compenstion& Reward Management, Excel Books.
9. “R.K.Sahu”, Performance Management System, Excel Books.
10. “Srinivas. R. Kandula”, Performance Management”, PHI,Edited by Frances Neale,
Hand book of Performance Management, Jaico Publishing.

83
 ORGANIZATIONAL CHANGE AND TRANSFORMATION

Course Marks Instructional Type

Semester Code Credits
CA SEA Hours of Course

III PBA2321C 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO1: Analyze organizational change in a cultural context.
CO 2: Evaluate change as a strategic tool in the context of global human resource planning.
CO 3: Apply intervention strategies for teams and groups.
CO 4: Apply various strategic plans for organizational development.
CO5: Apply change management model for organizational transformation.

SYLLABUS

Module 1 Organizational Change and Culture:( 6 Hours)

Necessity for Change, Factors affecting change, Organizational Factors affected by change,
Impact of change on Structure, Communicative patterns and human relations, Significance of
Culture during change.

Module 2 Change Perspectives: (7 Hours)

Different perspectives related to change; changes as a Strategic Management Tool Change for
internal re-organization; impact of change on Human Resources Planning Global perspectives
related to change; quality consciousness as an emerging catalyst for change, Determinants of
Change, Types of change.

Module 3 Team Intervention Strategies: (6 Hours)

Teams and Groups, Team building interventions; Leadership skills for team building
Sensitivity training (T - groups); Transactional Analysis; communication skills and group
dynamics, Developmental Activities based on Simulations, Role plays and Games.

Module 4 Organizational Development for Planned Change:( 6 Hours)

Organizational Development – Definition, Meaning, Historical Development and nature of
OD, OD and MD, Diagnosis, Diagnosis Models, OD intervention strategies; - Grid O.D, T
Group/Sensitivity Training, Survey Feedback, Process Consultation.

Module 5 Organizational Transformation:( 5 Hours)

Transaction and transformation; First Degree and Second Degree Changes, Transformation
Leadership styles; Change cycles; Leadership patterns and Transformational strategies,
Resistance to Change; Forces for Change-Overcoming Resistance, Model of Organizational

84
Change; Kurt Lewin Model and Force Field Analysis, 7 Stage models, Burke-Litwin model,
Porras and Robbortson, Kotter Model.

References:
1. Cummings & Worley: Organization Development & Change; 9th Edition; Cengage.
2. Wendell L. French, Cecil H. Bell, Jr., Robert A. Zawacki; (2012); Organization
Development & Transformation – Managing Effective Change;4th Edition; Tata
McGrawHill.
3. Gareth R.Jones, ‘Organisational Theory’, Design & Change, Pearson Education.
4. Adrian Thornhill, Phil Lewis, Mike Millmore and Mark Saunders, ‘Managing Change: A
Human Resource Strategy Approach’, Wiley.
5.Robert A Paton, James McCalman, ‘Change Management; A guide to effective
implementation’, Response books.
6. W Warner Bruke, Organizational Change: Theory and Practice, Sage Publications.

85
 COMPENSATION MANAGEMENT

Course Marks Instructional Type

Semester Code Credits
CA SEA Hours of Course

III PBA2321D 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO 1: Demonstrate the procedures involved in the formulation of compensation strategy.

CO2: Evaluate job based structures and person based structures for designing compensation.

CO3: Sketch the components of compensation, incentives and fringe benefits.

CO4: Examine the compensation related legal regulations in India.
CO5: Design a compensation management model for an organization in the international
context.

SYLLABUS
Module1 Compensation Strategy Formulation (5Hours)
Concept of Compensation, Forms of pay. Base compensation, Relational returns from work.
Strategic choices, developing a total compensation strategy: Assess total compensation
implications, Map a compensation strategy, Strategy Implementation, Reassessment.
Module2 Job Evaluation: (6 Hours)
Concept of Job Evaluation, Job Based structures: Content, Value and External Market links,
Single versus multiple plans, Ranking, Classification and point methods. Person based
structures: Skill plans, Competencies, Competency analysis, Compensation Strategy: External
competitiveness, Labor market factors, Competitive pay policy alternatives.
Module 3 Compensation Components :(7 Hours)
Pay for Performance: Total reward system, Components of total reward system Designing a
pay for performance plan. Fringe Benefits – Definition, Objectives, Individual incentive plans,
Team incentive plans, gain sharing plans, profit sharing plans, Employee stock ownership
plans. The benefit determination process: Key considerations, Components of wage and
benefits structure.
Module 4 Laws Related to Compensation :(6 Hours)
Statutory Provisions related to Wages– The Code on Wages (2019): Chapter 2 -Minimum
wages, Chapter 3 - Payment of wages, Chapter 4 - Payment of Bonus.
Module 5 International Pay Systems: (6Hours)
The social contract: Centralized or localized decision making, Managerial Autonomy,

86
Comparing Costs and systems, Strategic Market mind set, Expatriate pay: Elements of
expatriate compensation, The balance sheet approach.
References:
1. Milkovich.G; Newman.J and Ratnam, C.S.V, Compensation, Tata Mc Graw Hill,
9thEdition.
2. The Code on wages (2019) .
3. Belchor, DavidW.“Compensation Administration”,PrenticeHall, Englewood Cliffs.
4.Armstrong,M.&Murlis,H.RewardManagement:AHandbookofSalaryadministrati
on,London:Kegan Paul.
5. Bhattacharya, Compensation Management, Oxford Press.
6.Henderson, R.I. Compensation Management in a Knowledge Based World. New Delhi:
Pearson Education.

87
 GLOBAL HUMAN RESOURCE MANAGEMENT

Marks Instructional Type

Semester Credits
Course Code CA SEA Hours of Course

III PBA2321E 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO 1: Differentiate the approaches of domestic and international human resource
management.
CO 2: Examine the various selection techniques followed by global organizations.
CO 3: Design a model for performance, training and compensation management in a global
context.
CO 4: Design appropriate HR strategies to manage virtual organizations.
CO 5: Examine the HR related legal regulations in the context of ILR.

SYLLABUS
Module 1 International HRM:( 6 Hours)
Defining International Human Resource Management Difference between International HRM
and HRM-Influences of international business and stages of Internationalization-
Organizational Context of International HRM -The Path to Global Status-Domestic versus
International- HRM-Cross cultural differences in the work place.
Module 2International Staffing: (7 Hours)
International Human Resource Planning- Staffing International Operations -Recruiting and
selecting for International Assignments -International Training and Development-The role of
Expatriate, Repatriation Process and Career issues- Linking International Assignments with
Organizational Strategy- Issues in supply of International Human Resources-Why do MNCs
need different category of employees.
Module 3 Key Areas on International Human Resources: (6 Hours)
Challenges in International Performance Management-Performance Management in
Multinational Organizations-Performance Management of International Employees- Appraisal
of International Employees-Global Training – Areas of Global Training and Development-
Developing Staff through International Assignments-Components of an International
Compensation –Complexities in International compensation management -Approaches to
International Compensation.

88
Module 4 Managing HR in Virtual Organizations: (6 Hours)
Meaning, Types of virtual Organization-Difference between traditional& virtual organizations
– Advantages & Disadvantages of Virtual Organizations Features of virtual organization -
Managing HR in virtual organization.
Module 5International Labor Organization (Ilo) And International Labor Relations :( 5
Hours)
Shifts in Global Business- Shifts in Human Resource Management- Shifts in Industrial
Relations-Trade unions and International HR-The response of Trade unions to multinationals -
Issue of Social Dumping-Impact of Digital Economy - Various Agreements on International
Labor Standards.

References:
1. N. Sengupta &Mousumi S. Bhattacharya – International Human Resource
Management - Excel Books.
2. Dowling, P.J and Welch, D.E – International Human Resource Management, Cengage
Learning, Thompson.
3. Paul Sparrow., Chris Brewster and Hillary Harris – Globalizing Human Resource
Management. Rout ledge Taylor & Francis Publication.
4. P.L. Rao – International Human Resource Management, Excel Books.
5. International Human Resource Management by K.Aswathappa and Sadhana Dash,
Tata McGraw Hill.
6. International Human Resource Management by P Subba Rao, Himalaya Publishing
House.
7. International Human Resource Management, Peter Dowling and Denice Welch,
Cengage Learning.
8. International Human Resource Management, Tony Edwards, Pearson Education.
9. Global Human Growth Model, M.N Rudrabasavaraj, Himalaya.
10. International Human Resource Management, Monir Tayeb, Oxford.

89
 INDUSTRIAL RELATIONS AND LABOUR LAW

Semester Course Code Credits Marks Instructional Type

CA SEA Hours of Course

III PBA2321F 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO1: Apply appropriate industrial relations approaches in the organizational context.
CO2: Apply relevant clauses under the Industrial Relation Code (2020) related to Industrial
Disputes.
CO3: Apply relevant clauses under Industrial Relation Code (2020) related to trade unions.
CO4: Apply various Social security measures in India in the context of the code on social
security 2020.
CO5: Analyze the provisions of the Occupational safety, Health and Working Conditions
Code, 2020.

SYLLABUS
Module 1 Introduction to Industrial Relation: (7 Hours)
Industrial Relations – Meaning – Nature and Various Approaches to Industrial Relations –
Human Relations Approach, Gandhian Approach, Dunlop’s System Approach, Unitary,
Pluralistic, and Marxist Perspectives of Industrial Relations.
Module 2 Industrial Disputes (Industrial relation code 2020) :( 5 Hours)
Industrial Relations Code (2020): Important Definitions (Chapter 1), Voluntary Arbitration
(Chapter6), Mechanism for resolution of Industrial Disputes (Chapter 7), Strikes and Lockouts
(Chapter 8).
Module 3 Trade Unions (Industrial relation code 2020) :( 6 Hours)
Industrial Relations Code (2020): Chapter 3: Incorporation of a registered Trade Union,
Recognition of negotiating union or negotiating council, Rights &Liabilities of Registered
Trade Unions in India, Adjudication of disputes of Trade Unions. Recognition of Trade
Unions at Central and State level.
Module 4 The Code on Social Security (2020) (6 Hours)
Employees State Insurance Corporation (Chapter 4): Employees’ State Insurance Fund,
Contributions, Benefits: Accidents and Occupational diseases, Dependants' benefit,
Medical benefit, Gratuity (Chapter 5): Payment of gratuity, Continuous service.
Nomination, Determination of amount of gratuity, Compulsory insurance.

90
Module 5 The Occupational safety, Health and Working Conditions Code, 2020
Important Definitions (Chapter 1), Duties of employer and employees (Chapter 3),
Occupational safety and health (Chapter 4), Health, Safety and Working Conditions (Chapter
5), Welfare provisions (Chapter 6), Hours of work and annual leave with wages (Chapter 7),
Maintenance of registers, records and filing of returns (Chapter 8).

References:
1. Venkataratnam C.S., Manoranjan Dhal–Industrial Relations: Textand Cases, Oxford
University Press, New Delhi.
2. Sinha P.R.N., InduBala Sinha, Seema Priyadarshini Shekhar - Industrial Relations, Trade
Unions and Labour Legislation – Pearson.
3. Sharma R.C. - Industrial Relations and Labour Legislation - PHI Learning.
4. P.SubbaRao– Human Resources Management&IR , S. Chand, NewDelhi.
5. Malik K.L. –Industrial Lawsand Labour Laws, Eastern Book Company, Lucknow.
6. SrivastavaS.C.–Industrial Relations &Labour Laws, Vikas Publishing House(P)Ltd.
7. Garry Dessler, Biju Varkey - Human Resource Management15th Ed – Pearson.
8. Taxmann’s New Labour and Industrial Laws, 2022.

91
MARKETING ELECTIVES

92
 SALES MANAGEMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2322A 3 40 60 30 Core

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Suggest appropriate selling type based on the selling situations.
CO 2: Examine the sales person’s role in maximizing the sales productivity.
CO 3: Develop a plan for sales force management.
CO 4: Design a sales process for a product/ service.
CO 5: Formulate objection handling & Negotiation strategies for sales.

SYLLABUS
Module 1 Introduction to Selling :( 6 Hours)
Basics of Selling: Importance of Selling. Role in the context of organization – survival and
growth. Types of Selling - Different in selling situations, new business versus service selling,
Newton’s classification of sales types, McMurry & Arnold’s classification of selling types,
Consumer indirect selling, Industrial selling, Missionary, Sales Team/group selling
Merchandising, Telesales, Franchise selling, International selling.
Module 2 Sales Manager and Sales Person:( 4 Hours)
Role of sales manager and sales people; functions of sales manager, functions of sales person,
- Attributes of a Good Salesperson - Personality & physical characteristics, Maximizing
Productivity in a Sales Role.
Module 3 Sales Operations: (6 Hours)
Management of Sales Territory & Sales Quota: Sales territory, meaning, size, designing, sales
quota, procedure for sales quota. Types of sales quotas, Methods of setting quota. Recruitment
and selection of sales force, Training of sales force. - Sales force motivation and
compensation.
Module 4 Personal Selling:( 6 Hours)
Sale Process- prospecting, pre-approach & approach, selling sequence, psychology of
customers, Developing Your Script, Mailers, Pre-Call Planning, Generating Appointments.
Identifying Key Individuals –Pre-sales process- Prospecting, Influencers and Decision
Makers, talking to the Right Individuals, making that Good First Impression, how to Win
Friends and Influence People, Dale Carnegies Six Principles of Relationship.

93
Module 5 Objection Handling (8 Hours)
Analyzing the Reasons for Objections, Objection Handling, Uncovering Objections, Seven
Types of Objections, Turning Objections into Selling Opportunities. Selling Techniques:
Cross Selling, Up Selling, Value Added (Suggestive) Selling, Problems with Positional
Bargaining, Opening Up the Negotiation, Approaches to Better Negotiation, Reverse
Psychology in Negotiation. How to Construct a Sales Proposal, Important Factors to Consider,
Putting it all together.

REFERENCES:

1. Sales Management by Charles, Futrell, 6/e, Thomson South Western, 2003.

2. Sales & Distribution Management, Tapan K. Panda & Sunil Sahadev, 6/e, Oxford
University Press.
3. Managing of Sales Force by Spiro Stanton Rich, 11/e, TMH, 2003.
4. Sales & Retail Management, an Indian perspective by Dr.S.L Gupta, 1/e, Excel
Books,2007.
5. Salesmanship and Sales Management-P.KSahu& K C Raut, 3/e, Vikas Publishing
House3.
6. Sales Management-Douglas J Dalrymple, William L Crowe-John Wiley & Co.
7. Selling & Sales Management, Geoffrey Lancaster & David Jobber, Macmillan India
Ltd.

94
 RETAIL BUSINESS MANAGEMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2322B 3 40 60 30 Elective

Course outcome:
After completing the course, the students shall be able to:
CO 1: Examine the Challenges and opportunities of retail sector.
CO 2: Design appropriate retail format in a competitive environment.
CO 3: Analyse the retail shopper behaviour for designing the marketing strategies.
CO 4: Design shop management techniques for maximizing the efficiency of a retail outlet.
CO 5: Design appropriate marketing strategies for retail organizations.

SYLLABUS
Module I Introduction: (5 Hours)
An overview of Global Retailing – Challenges and opportunities – Retail trends in India –
Socio economic and technological Influences on retail management – Government of India
policy implications on retails.
Module 2 Retail Formats: (6 Hours)
Organized and unorganized formats – Different organized retail formats – Characteristics of
each format – Emerging trends in retail formats – MNC's role in organized retail formats.
Module 3 Retailing Decisions: (6 Hours)
Choice of retail locations - internal and external atmospherics – Positioning of retail shops –
Building retail store Image - Retail service quality management – Retail Supply Chain
Management – Retail Pricing Decisions. Merchandising and category management – buying.
Module 4 Retail Shop Management: (7 Hours)
Visual Merchandise Management – Space Management – Retail Inventory Management –
Retail accounting and audits - Retail store brands – Retail advertising and promotions – Retail
Management Information Systems - Online retail – Emerging trends.
Module 5 Retail Shopper Behaviour: (6 Hours)
Understanding of Retail shopper behavior – Shopper Profile Analysis – Shopping Decision
Process - Factors influencing retail shopper behavior – Complaints Management - Retail sales
force Management – Challenges in Retailing in India.

95
REFERENCES:
1. Chetan Bajaj, Rajnish Thuli, Nidhi Varma Srivastava – Retail Management – Oxford
Publishing, India.
2. Michael Levy, Barton Weitz, Retail Management, McGraw Hill.
3. Barman, Evans &Mathur – Retail Management- A Strategic Approach, Pearson
Publications.
4. David Gilbert – Retailing Management – Pearson Education.
5. K.V.S. Madaan – Fundamentals of Retailing – Tata McGraw Hill.
6. Berman B., Evans J.R. –Retail Management – Pearson Education.
7. Newman A.J. &Kullen P. – Retailing: Environment & Operations – Vikas Publishing.

96
 DIGITAL MARKETING
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2322C 3 40 60 30 Elective

Course outcome
After completing the course, the students shall be able to:
CO1: Create a digital marketing plan for a company.
CO2: Create content marketing campaigns for companies.
CO3: Do SEO and rank a website/blog for keywords.
CO4: Do Google Ads and achieve marketing goals.
CO5: Do social media marketing and achieve marketing goals.

SYLLABUS
Module 1 Digital marketing plan: (6 Hours)
Goals, Advantages & Limitations, benefits of learning digital marketing, Difference between
traditional & digital marketing. Contents of digital marketing. Opportunities in digital
marketing. Digital marketing goals. Components of digital marketing plan.

Module 2 Content Marketing: (5 Hours)

Content marketing - blog, website, videos, e-books, webinars images, infographics. Blog
creation, Website creation - Domain, Hosting, SSL, WordPress, Wix. YouTube channel
creation. Content promotion.

Module 3 SEO: (6 Hours)

What is SEO? SERP, How Search Engines Work? History of SEO-Black Hat, White Hat and
Grey Hat SEO. Indexing & Crawling, Google Search Console, Keywords, Long Tail
Keywords, Keyword Density, Content-Length, Keyword Stuffing, SEO Content Structure,
Keyword Research, SEO competitor analysis & Backlink Audit. ON Page SEO Optimization.
Off-Page Optimization. Checking rankings. Local SEO - Google My Business Listing,
Reviews & Post at GMB.

Module 4 Google Ads: (6 Hours)

Google Ads, Why Market Your Business with Google Ads? How Google Ads Works, Ads
Account Setup, Keyword Research & Planning, Competition Analysis, Keyword match types
- Broad match, exact match, phrase match, negative keywords, Campaigns, Adgroups, Ads,
Search Ads, AdRank, Quality score of search ads. Google display network and display ads,
Shopping Ads - Google merchant center, Re-marketing, Video/YouTube Advertising.
Remarketing campaign.

97
Module 5 Social media marketing: (7 Hours)
Choosing Platforms. Social Media Accounts – Types of Profiles: Personal, Business, Groups,
Events. Social Media Profile – Social Media Actions - Post, Comment, Share, Like, Tag,
Hashtag, Good Practices in Social Media Marketing, LinkedIn Marketing & Ads, Twitter
Ads, Instagram Ads &Organic, Facebook Ads, YouTube Marketing, Pinterest, WhatsApp for
Business. Social Media Management, Automation Using Hootsuite, Buffer, Sprout.
Giveaways and Competition. Influencer marketing. CRM.

REFERENCES:
1. Dave Chaffey & Fiona Ellis, Digital Marketing: Strategy, Implementation & Practice,
Pearson.
2. Lon Safko, The Social Media Bible: Tactics, Tools, & Strategies for Business Success.
3. Eric Enge, Art of SEO (3rd edition).
4. David Meerman Scott, The New Rules of Marketing and PR .
5. Ryan Deiss and Russ Hennesberry, Digital Marketing for Dummies.
6. Cory Rabazinsky, Google AdWords for Beginners: A Do-It-Yourself Guide to PPC
Advertising.
7. Dominik Kosorin, Introduction to Programmatic Advertising.
8. Jan Zimmerman and Deborah Ng, Social Media Marketing All-In-One for Dummies.
9. Eric Enge, Stephan Spencer, Jessie Stricchiola, The Art of SEO, O’Reilly Media Inc.
10. Simon Kingsnorth, Digital Marketing Strategy - An Integrated Approach to Online
Marketing.

98
 INTEGRATED MARKETING COMMUNICATION
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2322D 3 40 60 30 Elective

Course outcome
After completing the course, the students shall be able to:
CO 1: Prepare an IMC campaign plan for an organization.
CO 2: Design an effective advertisement using various advertising strategies.
CO 3: Prepare an effective sales promotion & public relations plan for a company.
CO 4: Critically evaluate the effectiveness of an IMC campaign.
CO 5: Appraise the suitability of different advertising agencies for an IMC campaign.
SYLLABUS
Module 1 - Digital marketing plan: (6 Hours)

Goals, Advantages & Limitations, benefits of learning digital marketing, Difference between
traditional & digital marketing. Contents of digital marketing. Opportunities in digital
marketing. Digital marketing goals. Components of digital marketing plan.

Module 2 - Content Marketing: (5 Hours)

Content marketing - blog, website, videos, e-books, webinars images, infographics. Blog
creation, Website creation - Domain, Hosting, SSL, WordPress, Wix. YouTube channel
creation. Content promotion.

Module 3 – SEO: (6 Hours)

What is SEO? SERP, How Search Engines Work? History of SEO-Black Hat, White Hat and
Grey Hat SEO. Indexing & Crawling, Google Search Console, Keywords, Long Tail
Keywords, Keyword Density, Content-Length, Keyword Stuffing, SEO Content Structure,
Keyword Research, SEO competitor analysis & Backlink Audit. ON Page SEO Optimization.
Off-Page Optimization. Checking rankings. Local SEO - Google My Business Listing,
Reviews & Post at GMB.

Module 4 - Google Ads: (6 Hours)

Google Ads, Why Market Your Business with Google Ads? How Google Ads Works, Ads
Account Setup, Keyword Research & Planning, Competition Analysis, Keyword match types
- Broad match, exact match, phrase match, negative keywords, Campaigns, Adgroups, Ads,
Search Ads, AdRank, Quality score of search ads. Google display network and display ads,
Shopping Ads - Google merchant center, Re-marketing, Video/YouTube Advertising.
Remarketing campaign.

99
Module 5 - Social media marketing: (7 Hours)
Choosing Platforms. Social Media Accounts – Types of Profiles: Personal, Business, Groups,
Events. Social Media Profile – Social Media Actions - Post, Comment, Share, Like, Tag,
Hashtag, Good Practices in Social Media Marketing, LinkedIn Marketing & Ads, Twitter
Ads, Instagram Ads &Organic, Facebook Ads, YouTube Marketing, Pinterest, WhatsApp for
Business. Social Media Management, Automation Using Hootsuite, Buffer, Sprout.
Giveaways and Competition. Influencer marketing. CRM.

REFERENCES:
1. Kenneth E. Clow & Donald E. Baack Integrated Advertising, Promotion & Marketing
Communication8e–Pearson Education, New Delhi.
2. Semenik Richard. –Promotion Integrated Marketing Communications–Thomson.
3. Batra Myers & Aaker David –Advertising Management–Pearson/ Prentice Hall.
4. Belch George E & Belch Michael A. Advertisement and Promotion: An Integrated
Marketing Communication Perspective–Tata McGraw Hill.
5. Kruti Shah, AlanD’Souza–Advertising& Promotions: An IMC Perspective–Tata Mc
GrawHill.
6. Journal of Marketing Communications–Taylor &Francis.
7. S.A. Chunawalla Foundation of Advertisement Theory and Practices Himalaya
Publishing House.
8. Don S.–Sales Promotion Essentials–McGrawHill.

100
 CONSUMER BEHAVIOUR

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2322E 3 40 60 30 Elective

Course outcome
After completing the course, the students shall be able to:
CO 1: Analyze consumer behaviour for proper marketing decisions.
CO 2: Analyze the psychological influences on consumer behaviour.
CO 3: Analyze the sociological influences on consumers behaviour.
CO 4: Examine the influence of a group on consumer behaviour.
CO 5: Appraise the significance of consumer rights and protection in a competitive market.

SYLLABUS

Module 1 Understanding Consumer Decision Making: (5 Hours)

Relevance of Consumer Behavior in Marketing Decisions, Buyer Decision Roles, Factors
Determining Consumer Buying Decision – Illustrations. Consumer Buying Decision Process –
– Levels of Consumer Decision Making -The changing patterns of consumer Behavior in the
context of evolving Indian Economy, the internet, e-commerce, and information technology
and the changing consumer marketplace.

Module 2 Individual Determinants of Consumer Behavior: (6 Hours)

Personality and Self-concept, Role in Purchase Decisions, Personal Values & Consumption-
Role of Memory, Learning, and Perception in Consumer Behavior, Motivation and Consumer
Behavior Attitudes & Beliefs – Its Impact on Consumer Behavior.

Module 3 Sociological Influences on Consumer Behaviour: (6 Hours)

Culture & Sub-Culture and its Impact on Consumer Behaviour, Promotions and
Communication by Marketers based on Culture in India – Case Studies, Social Class and its
Relevance on Consumer Behaviour, Discussion on Many Facets of Changing Indian
Consumer.

101
Module 4 Group Influences on Consumer Behaviour: (6 Hours)
Reference group influence in buying decisions, Factors affecting reference group and Its
benefits and application, Opinion leadership, Diffusion of innovation, Consumer Relevant
Groups, Factors Affecting Group Influence, Family Life Cycle and Purchasing Decisions,
Role of Family in Buyer Behaviour.

Module 5 Consumer Rights and Indian Consumer: (7 Hours)

Consumerism – Concept & Evolution, Consumer Rights in India, Recent trends in Consumer
Rights Protection, Indian Consumer – Demographic and Socio-Economic Behaviour, Living
Standard Measures (LSM), Characteristics of Bop Consumers in India.

REFERENCES:
1. Schiffman L.G. and Kanuk L.L. Consumer Behaviour, 11th Edition, Pearson
Education, New Delhi.
2. RamanujMajumdar, Consumer Behaviour, Prentice Hall of India, New Delhi, 2011.
3. Jay D. Lindquist, M. Joseph Sirgy (2009), Consumer Behaviour, Latest Indian Edition,
Cengage Learning.
4. Loudon and Della Bitta, Consumer Behaviour: Concepts and Applications, Tata
McGraw Hill, New Delhi.
5. Assael, H. Consumer Behaviour and Marketing Action, Ohio, South Western.

102
 SERVICES MARKETING
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2322F 3 40 60 30 Elective

Course outcome
After completing the course, the students shall be able to:
CO 1: Appraise the marketing challenges associated with different service characteristics.
CO 2: Analyse the consumer buying behaviour in the service-marketing context.
CO 3: Design an appropriate Service Marketing Mix for a service firm.
CO 4: Propose a quality improvement plan for a service firm.
CO 5: Examine various marketing practices in key service industries in India.
SYLLABUS
Module 1 Introduction: (7 Hours)
Definition –– Nature and Scope of Services – Unique characteristics of services - Challenges
and issues in Services Marketing- Classification of Services- Service Economy – Evolution
and growth of service sector in India.
Module 2 Buyer Behaviour & Selecting Service Markets: (6 Hours)
Three Stage Model of Service Consumption – Pre-Purchase Stage, Service Encounter Stage,
Post-Encounter Stage- Customer Expectations & Zone of Tolerance – Determinants of
Customer Expectations- Customer Driven Services Marketing Strategies- Segmentation
Targeting & Positioning (STP) in Services.
Module 3 Service Marketing Mix: (5 Hours)
Creating Service Products – The Flower of Service -– Role of Customer in Value Creation -
Branding of Services-Distributing Services through Physical & Electronic Channels - Pricing
of Services – Cost, Value & Competition Based Pricing - Service Marketing Communications
- Services Marketing Communication Mix.
Module 4 Extended Services Marketing Mix and Service Quality: (6 Hours)
Process in Services – Service Blueprint - Crafting Service Environment – The Servicescape
Model – Dimensions of Service Environment- Managing People for Service Advantage –
Cycle of Failure, Mediocrity & Success - Developing Customer Relationships -– Wheel of
Loyalty – Service Recovery - Service Quality – Measuring Service Quality – GAPS Model –
SERVQUAL Model – Measuring & Improving Service Productivity.

103
Module 5Application of Services Marketing Frame to Service Industries: (6 Hours)
Marketing of Tourism, Travel & Transportation Services 5.2 Marketing of Financial Services
– Banking, Insurance, Mutual Funds - Communication & Information Services – Telecom,
Postal, Courier, Cable TV Services 5.4 Marketing of Professional Services- – Healthcare,
Consultancy, IT, Promotion 5.5 Marketing of Educational Services – Charity & Social
Services Marketing.

REFERENCES
1. Christopher Lovelock, Jochen Wirtz, Jayanta Chatterjee – Services Marketing: People
Technology Strategy – Pearson 8e.
2. Harsh V. Varma – Services Marketing – Text & Cases – 2nd Ed. – Pearson.
3. Marie J. Bitner, Valarie A. Zeithaml – Services Marketing – Tata McGraw Hill.
4. Helen Woodruffe – Services Marketing – MacMillan.
5. Adrian Payne – The Essence of Services Marketing – Prentice Hall India.
6. Ravi Shankar – Services Marketing: The Indian Perspective – Excel Books, New
Delhi.
7. Govind Apte – Services Marketing – Oxford University Press.
8. Rampal M.K. & Gupta S.L. – Services Marketing – Galgotia Publications, New Delhi.

104
OPERATIONS ELECTIVES

105
 SUPPLY CHAIN MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323A 3 40 60 30 Elective

Course Outcomes
After the completion of the programme, the students shall be able to:
CO 1: Discuss the impact of supply chain drivers.
CO 2: Prepare a procurement Plan and implementation strategies for a firm.
CO 3: Design logistics and warehouse system for an organization.
CO 4: Design a distribution network for a firm.
CO 5: Measure supply chain performance of a logistic network.

SYLLABUS
Module 1 Introduction to Supply Chain Management: (5 Hours)
Concept of supply chain, Growth of Supply chain, Function of SCM, Value chain for Supply
Chain Management, Bull Whip Effect - Causes and Solution, Supply Chain Drivers –
Facilities, Inventory, Transportation, Information, Sourcing, Pricing.
Module 2 Procurement Planning & Implementation: (6 Hours)
Procurement Policies, Supplier selection, Reverse auction, Spend analysis, Kraljic’s Matrix,
Supplier performance assessment. Contract negotiation and management, out sourcing
Benefits and risks, E-Procurement-Types of E-markets, Procurement fraud- detection and
prevention, best Practices in Procurement.
Module 3 Logistics and Warehouse Management: (6 Hours)
Logistic management and how it creates value, Functional areas of logistics and their
interrelationship, Types of logistical arrangements, Logistics partnerships 3PL, 4PL and
emergence of 5 PL. Reverse Logistics, Role of transportation in a supply chain, Modes of
transportation and its choice, Design options for transportation networks.
Warehousing and its role in logistical system, Principles of warehouse design, type of
warehouses, Warehouse design considerations, Warehouse decisions, Security Safety and
Maintenance of warehouse.
Module 4 Designing Distribution Networks: (7 Hours)
Role of distribution in supply chain, Factors influencing distribution network design, Design
Options in Distribution network, designing supply chain Network – Design Decision in supply
chain network, Factors influencing network design. Framework for Network design decisions,
Risk management in Global supply chains.

106
Module 5 Supply Chain Performance Measurement Categories and Recent Trends: (6
Hours)
Frame work for measuring supply chain performance, SCOR Model and Supply chain
performance metrics, Virtual supply chains, Green Logistics, Agile – the new lean supply
chain, closed loop or Cradle-to-Cradle supply chain, Omni channel supply chain.

References:
1. Supply Chain Risk Management, Vulnerability and Resilience in Logistics, Donald
Walters.
2. Manufacturing Operations and Supply Chain Operations, The Lean Approach, David
Taylor and David Brunt.
3. Donald J Bowersox, David J Closs, M Bixby Cooper, Supply chain Logistics Management
4. David Simchi- Levi, Philip Kaminsky, Edith Simchi – Levi, Designing &Managing the
supply chain concepts strategies & Case studies.

107
 TOTAL QUALITY MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323B 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Analyze TQM strategies in a firm.

CO2: Apply Total Quality Management (TQM) tools in an organization.

CO3: Develop a house of quality for product development.
CO4: Propose a six-sigma implementation plan for quality enhancement.
CO5: Discuss the different types of quality awards and quality audits.

SYLLABUS
Module 1 Introduction to Quality: (6 Hours)
Quality Management–Concept, Features, Dimensions of Quality. Key elements of total
quality, TQM strategies, Customer satisfaction, Employee Participation. Quality Gurus,
Deming’s Principles Total Quality Management. Juran’s Trilogy, Crosby’s principles on
Quality Management. Cost of Quality.

Module 2 Seven Tools of TQM: (7 Hours)

Seven Tools of Analysis–Control Chart, Pareto Diagram, Ishikawa Diagram, Histogram, Flow
Charts, Scatter Diagram, and Stratification. –New Seven Analysis tools. Statistical Quality
Control (SQC) Concepts.

Module 3 TQM Practices: (6 Hours)

Benchmarking-Types, Reasons, Process. Quality Function Deployment (QFD)–Benefits, QFD
Process, House of Quality. Failure Mode and Effect Analysis (FMEA).Tauguchi Quality Loss
Functions. Total Productive Maintenance (TPM)–Concepts, Objectives, Fundamental
Elements, Total Preventive Maintenance, Components, 5S, KAIZEN, POKAYOKE.

Module 4 Six Sigma and TQM: (6 Hours)

Six Sigma-Origin, Goals of Six Sigma, Root cause Analysis, Need for Six Sigma. Role of Six
Sigma greenbelts, Black belts, Master Black belts, Champions in Six sigma implementation.
Six Sigma, Methodology-DMAIC Approach, SIPOC concept, Voice of Customer, concept t
of sigma rating, Six sigma in Service Sector-Successful implementation of six sigma in global
companies.

108
Module 5 TQM Awards and Audit: (5 Hours)
Quality awards– Rajiv Gandhi National Quality Award. Deming Application Prize. European
Quality Award, and Malcolm Baldrige NationalQualityAward.SO 9001, ISO14000, Future of
quality system audit. Audit objectives, Types of Quality audit, Quality Auditor, Audit
performance.

References:
1. Dale H Bester field, Total Quality Management Pearson Education, New Delhi.
2. Juran Joseph M, Total Quality Management, Mc GrawHill.
3. Jain, Quality Control and Total Quality Management, Tata McGraw Hill Thomas
Pyzdek, Six Sigm aHandbook, Mc GrawHill Education India PvtLtd., 2015
4. Arora K.C,Total Quality Management, Katson books,2016 edition.

109
 PROJECT MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323C 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Appraise the different elements of project management.
CO2: Apply various project selection methods for a firm.
CO3: Create a simulative project using scheduling and networking techniques.
CO4: Measure the performance of a project using suitable tools.
CO5: Prepare a project report after completion of the project.

SYLLABUS
Module1 Introduction to Project Management: (7 Hours)
Projects- Defining Projects, Characteristics of projects, Projects vs. Operations, Types of
Projects, Project life cycle, Determinants of Project Success. Project stakeholders, Project
Management- Defining Project Management, Project Manager- Project managements Skills&
Leadership traits, Understanding terms Program Management and Portfolio management.
Module 2 Project Selection and Planning: (5 Hours)
Generation and screening of project idea, Project Selection- Theoretical knowledge in the
Non-Financial techniques of Project Selection- Check list method, Simplified Scoring model,
Analytical Hierarchy Process, Profile Model, Project Planning –Elements of Project Plan,
Project Organization Structure- Project organization and matrix organization advantages and
limitations, Project Risks – Analysis of project risk, Firm risk and Market risk, Cost benefit
analysis, Steps in Risk management, Methods of Mitigating risks.
Module 3 Project Implementation: (6 Hours)
Project implementation: Estimating Project Budgets, Process of cost estimation, Scheduling:
Gantt Charts –Constructing Gantt charts. Advantages and limitation of Gantt charts, Network
Techniques PERT and CPM, Risk analysis using simulation, Project Control Process, Purpose
of Project Execution and Control.
Module 4 Project Process: (6 Hours)
Planning - Monitoring - Controlling cycle, Project control: types of control processes, Project
Evaluation – Project performance evaluation Tools- S Curve, Milestone analysis, Conceptual
knowledge of Earned value management method. Project auditing: Construction and use of
audit report, Project audit life cycle, Essentials of audit and evaluation.

110
Module 5 Project Completion: (6 Hours)
Project Termination –Types of termination, Natural Termination- The Closeout process-
Handing over, gaining acceptance, harvest benefit, Review, record and Disbanding team,
Hindrance to effective close out. Early Termination – Decision rules for early termination,
shutting down projects, Emotional issues, Claims disputes and protections available to
organizations, Project Final Report- Objectives and importance of Final report, Elements in
Final report.

References:
1. A Guide to the Project Management Body of Knowledge: PMBOK® Guide (Fifth
Edition) Juran Joseph M, Total Quality Management, McGrawHill.
2. Project Management – Achieving Competitive Advantage, Jeffrey Pinto.
3. Advanced Project Management- A Structured approach, Frederick Harrison and
Denislock.
4. Project Management – A Systems Approach to Planning Scheduling and
Controlling, Harold Kerzner.

111
 WORLD CLASS MANUFACTURING

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323D 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the role of World class manufacturing in a competitive environment.
CO2: Discuss the different world class manufacturing practices in industry.
CO3: Apply WCM tools for quality enhancement.
CO4: Analyze the impact of WCM strategies on Global Competitiveness.
CO5: Appraise the role of HR dimensions in handling WCM operations.

SYLLABUS
Module 1 World Class Manufacturing and Competitiveness: (7 Hours)
Information Age and Global Competitiveness –World Class manufacturing and Information
age competition, Manufacturing Challenges of Information age- Time based competition,
Problems in manufacturing- Problem of Coordination, gaining completive edge through
World Class Competition, Cutting Edge Technologies Hall’s framework of Value added
manufacturing, Schonberg’s Framework of WCM, Gunn’s Model of WCM.
Module 2 Philosophy of WCM: (5 Hours)
Evolution of WCM, First Principles of WCM, Practices in WCM– World Class practices in
the factory, Production leveling, Cellular Manufacturing, PP Systems, New product
development, Quality in WCM- Deming’s, Shingo’s Approach to quality management,
Toyota production System (TPS)- Waste elimination -The 7+1 non value adding wastes in
Business, The culture behind TPS: The 14Principles.
Module 3 Tools in WCM: (6 Hours)
Information Management tools – Product and Process design tools-CAD, CAE, CAPP, PDM,
Lean Production Tools – JIT, KANBAN, SQC, TPM & OEE ,Decision support execution and
business tools MRP, ERP, MES, SCM, Data warehousing and data mining, Material
Processing and Handling tools ,FMS, CNC machines, Industrial robots, AGV, AS/RS, Lean
Production tools- SMED, Poke Yoke , Rapid Prototyping, Manufacturing Strategic Intent
Framework, Strategic use of IT in manufacturing ,Value Stream Mapping, validation,
recommendations , Benchmarking: Definition, mission and objective , Managing
benchmarking process, training and code of conduct, future scope and benchmarking process.

112
Module 4 Business Strategy and Global Competitiveness: (6 Hours)
Business Strategy and Global competitiveness, Generic manufacturing strategies for
Information age – Innovation, Mass Production, Mass Customization, and Continuous
Improvement Strategies, Strategic Thinking in Manufacturing & Issues in Strategic Planning
for WCM, Strategic Planning Methodology for WCM, Implementing WCM Plan,
Performance measurement – The PO-P system, TOPP System, AMBITE System, Cycle time
and Delivery Performance and Customer service, Financial performance, Balance Scorecard.
Module 5 HR in WCM: (6 Hours)
HR dimensions in WCM, Morale and team work, High employee involvement, cross
functional teams, Human Integration Management, Total Employee Involvement and the
factors that affect the involvement of the people, Manufacturing strategic Intent Classification
(MANSI) - World class players, Transitional Players, Inertia Players License regime
survivors, Translating Manufacturing, Strategic Intent to Action.

References:
1. Rother, M., Shook, J., Learning to See: Value Stream Mapping to Add Value and
Eliminate MUDA.
2. BS Sahay, KBS Saxena &Ashish Kumar, World Class Manufacturing – A Strategic
Perspective, Macmillian India.
3. Jeffrey K. Liker, The Toyota Way: 14 Management Principles.
4. Richard J Schonberger, World Class Manufacturing – The Lesson of Simplicity.

113
 MATERIALS AND PURCHASE MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323E 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Prepare a material requirement plan for an organization.
CO2: Design an inventory plan for a firm.
CO3: Develop a vendor selection and purchase policy for an organization.
CO4: Apply store management techniques in an organization.
CO5: Select suitable material handling process for a production unit.
SYLLABUS
Module 1 Introduction to Materials Management: (5 Hours)
Concept significance and strategic role of Integrated Materials Management, Materials
planning and forecasting, Material Planning – Factors affecting Material planning –
Techniques of material planning Materials Requirement Planning (MRP).
Module 2 Inventories: (6 Hours)
Definition-Classification of Inventories- Need for inventories, Inventory Planning and Control
Models –EOQ Model, Quantity Discounts, Reorder point, Lead Time Analysis – Safety stocks
– Q System – P System – S System, Classification, Codification, Universal product Code, RF
Id System, ABC analysis –VED, GOLF, FSN, HML.
Module 3 Purchasing Fundamentals: (6 Hours)
Purchasing Fundamentals - 5Rs, Make or Buy, Source Selection, Vendor Rating and Vendor
Development, Value Analysis, Purchase Negotiations, Purchase Timing Purchase Contracts,
Purchase Insurance, Purchasing Capital Goods, Seasonal Goods, Imported Goods, Deferred
Payment Schemes – Lending Institutions Leasing Trends.
Module 4 Store Management: (7 Hours)
Stores Management Concepts, Location and layout of Warehouses, Different typical models,
Stores Procedures and Records for Receipt, Inspection, Issue, Reorder checking – Kardex
Stores Accounting, Stores audit.

114
Module 5 Materials Handling and Practical Issues: (6 Hours)
Practical problems in Management of dead stocks, surplus stocks and scraps, Systems &
Procedures for disposal and Control, Materials Handling and Transportation Management
Case Studies, Evaluation of Materials Management Performance, Materials handling
Equipment-Cranes, Tower cranes, lifting equipment, Series lifting equipment, Lifting
platforms, Continuous mechanical handling equipment, Monorail conveyors, Belt, chain and
overhead conveyors, Industrial trucks.
References:
1. Gopala krishnan P &Sundarasan M, - Materials Management: An Integrated
Approach, Prentice Hall of India.
2. Datta A.K, - Materials Management Text and Cases, Prentice Hall.
3. J.R.Tony Arnold & Stephen N. Chapman, Introduction to Material Management,
Pearson Education.
4. Gopalakrishnan P, - Handbook of Materials Management, Prentice Hall.
5. Panneerselvam.R, Production and Operations Management, Prentice Hall.

115
 INDUSTRIAL SAFETY AND OCCUPATIONAL HEALTH

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2323F 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the relevance of industrial safety in an organization.
CO2: Suggest measures for prevention of industrial accidents.
CO3: Examine various occupational hazards in workplace.
CO4: Evaluate occupational safety norms in the industry.
CO5: Examine various Legal Provisions Regarding Safety.
SYLLABUS
Module 1 Introduction: (7 Hours)
Understanding the importance of safety at work: Concept of Safety-Applicable Areas-
Recognition, Evaluation and control of physical hazards- Hazard Analysis, Human Error and
Fault Tree Analysis, Emergency Response-Hazards and their control indifferent
manufacturing and processing industries.
Module 2 Prevention of Accidents: (6 Hours)
Industrial Accidents: Causes and effects of Industrial accidents- Impact of accidents on
employees, union, Management and society- Organization’s Role and Responsibility in the
Prevention of Accidents-Different models.
Module 3 Occupational Hazards: (5 Hours)
Accidents in work Place-Types, Investigation methods, Analysis, Reporting and Recording,
Injuries -First aids, Health problems in different types of industries –construction, textile,
steel, food processing and pharmaceutical, Fire- Causes, Types of fire, Extinction of fire,
Prevention of fire.
Module 4 Occupational Safety Norms: (6 Hours)
Standard of Safety Norms-Indian Scenario Safety Protection, Safety Policy, Personal safety,
Responsibilities of management in health and safety, Functions of National Safety Council,
Concept of health and occupational health, Spectrum of health, Occupational and work related
diseases, Levels of prevention, Essentials of occupational health service, Preventive
maintenance. Role of Preventive maintenance in safety and health, Safety and good
housekeeping, Plant safety observation, Plant Safety Inspections, Safety sampling, Safety
Surveys, Safety Inventory System, Product Safety, permit to work systems, Safety tag
systems.

116
Module 5 Legal Provisions Regarding Safety: (6 Hours)
Factories Act-1948 1nd Amendment 1987- Sections 11 -16, 18-20-Sections 17, 21 – 24, 28,
32, 34-36, 38,45, The Mines Act Section 25 ESI Act – Section 39, Public Liabilities Insurance
Act-Section 13 75, Workmen Compensation Act and Fatal Accident A.

References:
1. Dr. Naseer Elahi, Industrial Safety Management, Gyan Publication, New Delhi.
2. L.M. Deshmukh, Industrial Safety Management, Tata McGraw Hill.
3. R.K. Trivedi, Pollution Management in Industries, S Chand Publishing, New
Delhi.
4. O.P. Khanna, Industrial Engineering, S Chand Publishing, New Delhi.
5. Nicholas P. Cheremisin off, Practical Guide to Industrial Safety: Methods for
Process.

117
IT ELECTIVES

118
 DECISION SUPPORT SYSTEM

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2324A 3 40 60 30 Elective

Course Outcome
On successful completion of the course, the students will be able to:
CO 1: Understand the different types of Decision Support Systems.
CO 2: Identify the various techniques in data collection.
CO 3: Classify different DSS Technologies and Tools.
CO 4: Recognize the various Knowledge Based Decision Support Systems.
CO 5: Identify Advanced Intelligent Systems.

Module 1 Introduction to Decision Support Systems: (6 Hours)

Introduction: Management Support systems - Decision-making, Models. DSS Overview,
Knowledge – Types - Defining Knowledge Management – Evolution of KM.
Module 2 Data Collection: (7 Hours)
Data Warehousing and Data Mining. Data visualization – Modeling – Static and dynamic.
Optimization - Simulation. Multidimensional modeling.
Module 3 Classification of DSS:(6 Hours)
Group Support Systems - Technologies, Enterprise DSS, Knowledge Management – concepts
– basic KM discipline and emerging trends, Knowledge management methods, Technologies
and Tools.
Module 4 Knowledge Based DSS: (6 Hours)
Artificial Intelligence - Knowledge management relationship with AI – AI methods used in
KMS, Knowledge Acquisition and validation - Knowledge representation - Inference
techniques.
Module 5 Advanced Intelligent Systems: (5 Hours)
Neural Computing - Fuzzy Logic - Intelligent Agents – Implementation – Integration -
Intelligent DSS.

119
REFERENCES
1. Efraim Turban and Jay E. Aronson, Decision Support System and Intelligent Systems,
Prentice Hall International, 9th Edition.
2. Elias M. Awad and Hasan M. Ghazri, Knowledge Management, Pearson Education.
3. George M Marakas, Decision Support System, Prentice Hall International, Paperback
Edition, New Delhi.
4. Haag, Cummings and McCubbrey, Management Information Systems for the
Information Age, McGraw Hill, 2005. 9th edition.
5. Janakiraman V. S and Sarukesi K, Decision Support Systems, Prentice Hall of India,
6th Printing.
6. Thohothathri Raman A, Knowledge Management – A resource book, Excel Books.
7. VahidLotfi, Decision Support System for Operation Management and Management
science,
8. McGraw Hill Inc, International Edition, New Delhi.

120
 E-BUSINESS MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

III PBA2324B 3 40 60 30 Elective

Course Outcome
On successful completion of the course, the students will be able to:
CO1: Understand the basic concepts of E-Commerce.
CO2: Learn various business models of E-Commerce.
CO3: Learn how to start an E-business (website).
CO4: Learn how to promote your E business using online marketing.
CO5: Understand legal and ethical issues related to E-business.

Module 1 Introduction to E– business: (7 Hours)

Meaning and concept – E– business/s Traditional Commerce– E– Business & E– Commerce –
History of E– Commerce – EDI – Importance, features & benefits of E– business– Impacts,
Challenges & Limitations of E– Commerce Business-E –Commerce infrastructure.
Module 2 Business models of E – business: (6 Hours)
Business to Business – Business to customers– Customers to Customers – Business to
Government – Business to Employee – Peer to Peer - M- Commerce. E – business strategy –
Influencing factors of successful E– business.
Module 3 Marketing strategies & E – business: (5 Hours)
Building an E-commerce Presence: Websites, Mobile Sites, and Apps. Website – components
of website – Concept & Designing website for E– Commerce – Corporate Website – Portal.
Module 4 Ways of doing digital marketing: (6 Hours)
Digital Marketing vs traditional marketing - advantages & disadvantages. Ways of doing
digital marketing - Search Engine Optimization, Search Engine Marketing, Social Media
Marketing, Email Marketing, Mobile Marketing, Influencer Marketing etc.
Module 5 Legal and ethical issues in E– Commerce: (6 Hours)
Security issues in E– Commerce–Regulatory framework of E– commerce. Privacy and
Information Rights: Information collected at E-Commerce Websites.

121
REFERENCES
1. Turban, Efraim, and David King, “Electronic Commerce: A Managerial Perspective”,
2010, Pearson Education Asia, Delhi.
2. Kalakota, Ravi, “Frontiers of Electronic Commerce”, 2004, Addison – Wesley, Delhi.
3. Rayport, Jeffrey F. and Jaworksi, Bernard J, “Introduction to E–Commerce”, 2003,
Tata McGraw Hill, New Delhi.
4. SmanthaShurety, “E–Business with Net Commerce”, Addison – Wesley, Singapore.
5. Rich, Jason R: Starting an E–Commerce Business, 2007, IDG Books, Delhi.
6. Laudon, Kenneth C and Carol Guercio Traver: E–Commerce business. Technology,
2011, Pearson Education, Delhi.
7. Stamper David A, and Thomas L.Case: Business Data Communications, 2005,
Pearson Education, New Delhi.
8. Willam Stallings: Business Data Communications, 2007, Pearson Education, New
Delhi.

122
 ENTERPRISE RESOURCE PLANNING

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
III PBA2324C 3 40 60 30 Elective

Course outcome
On successful completion of the course, the students will be able to:
CO 1: Acquire a Conceptual Model of ERP and the Evolution of ERP.
CO 2: Explore the processes in Product Life Cycle management and Supply Chain
management.
CO 3: Identify the Integration of ERP in Human Resource Management and Customer
Relationship Management.
CO 4: Acquaintance with ERP Implementation Strategies and Post Implementation Activities.
CO 5: Explore the ERP environment and market place dynamics.

SYLLABUS
Module 1 Introduction: (5 Hours)
Basic ERP Concepts, Enterprise, An overview, Benefits & Risk, Evolution and Structure:
Conceptual Model of ERP, The Evolution of ERP, The Structure of ERP.
Module 2 ERP & Related Technologies: (6 Hours)
Business Process Reengineering (BPR), Data Warehousing and Data Mining, OLAP, Product
Life Cycle Management, Supply Chain management, CRM.
Module 3 ERP Functional Module: (6 Hours)
Introduction - Finance, Manufacturing, Human Resource, Plant maintenance, Material
Management, Integration of ERP, Supply Chain and Customer Relationship.
Module 4 ERP Implementation: (7 Hours)
Implementation Challenges, ERP Implementation Strategies, ERP Implementation Life Cycle,
Implementation Methodologies, ERP Projects Teams, Vendors and Consultants, Dealing with
employee resistance, Training and Education, data migration, Project Management and
monitoring, Post Implementation Activities.
Module 5 ERP Market: (6 Hours)
ERP Market Place and Market Place Dynamics, Market Overview, The Changing ERP
Market, SAP AG, Oracle, People soft, JD Edwards. Future Directives in ERP.

123
REFERENCES
1. Alexis Leon, "ERP Demystified", Tata McGraw-Hill Education Pvt. Ltd.
2. S. Sadagopan, "ERP, A Managerial Prospective", Tata McGraw-Hill Education Pvt.
Ltd.
3. Vinod Kumar Garg and Venkitakrishnan NK, "Enterprise Resource Planning Concepts
&
4. Practice", PHI.
5. Rahul V. Altekar, "Enterprise-wide Resource Planning", TMH.
6. Andreas Vogel & Ian Kimbell, “My SAP ERP” Wiley India Pvt Ltd; Esa edition.
7. Joseph A Brady, Ellen F Monk, Bret Wagner, "Concepts in Enterprise Resource
Planning",
8. Thompson Course Technology.

124
 IOT AND BLOCKCHAIN

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
III PBA2324D 3 40 60 30 Elective

Course Outcome
On successful completion of the course, the students will be able to:
CO1: Understand the fundamentals of blockchain.
CO2: Learn the basics of bitcoin and Ethereum.
CO3: Understand the applications of blockchain in business/industry.
CO4: Understand the pros and cons of using blockchain.
CO5: Learn what is IOT and its applications in business.

SYLLABUS
Module 1 Introduction of Cryptography and Blockchain: (6 Hours)
What is Blockchain, Blockchain Technology Mechanisms & Networks, Blockchain Origins,
Objective of Blockchain, Blockchain Challenges, Transactions and Blocks, P2P Systems,
Keys as Identity, Digital Signatures, Hashing, and public key cryptosystems, private vs. public
Blockchain.
Module 2 BitCoin and Cryptocurrency: (7 Hours)
What is Bitcoin, The Bitcoin Network, The Bitcoin Mining Process, Mining Developments,
Bitcoin Wallets, Decentralization and Hard Forks, Ethereum Virtual Machine (EVM), Merkle
Tree, Double-Spend Problem, Blockchain and Digital Currency, Transactional Blocks, Impact
of Blockchain Technology On Cryptocurrency. Introduction to Ethereum. Hyperledger.
Module 3 Blockchain Applications: (6 Hours)
Internet of Things, Medical Record Management System, Domain Name Service and Future
of Blockchain, Alt Coins. Applications of blockchain in business - finance, marketing.
Module 4 Blockchain Adoption:(6 Hours)
Decentralized Ledger System, Centralized Trusted Party - Advantages and Disadvantages,
Security, Integrity and Privacy Issues of a Decentralized System, Barriers to Blockchain
Adoption, Why Use Blockchain Technology, Limitations of Blockchains.

125
Module 5 Trends: (5 Hours)
What is the IoT and why is it important? Elements of an IoT ecosystem, IoT applications for
industry: Future Factory Concepts, Smart Objects, Smart Applications. Study of existing IoT
platforms.

REFERENCES
1. Arvind Narayanan, Joseph Bonneau, Edward Felten, Andrew Miller and Steven
Goldfeder, Bitcoin and Cryptocurrency Technologies: A Comprehensive Introduction,
Princeton University Press (July 19, 2016).
2. Antonopoulos, Mastering Bitcoin.
3. Antonopoulos and G. Wood, Mastering Ethereum.
4. D. Drescher, Blockchain Basics. Apress, 2017.
5. Honbo Zhou, “The Internet of Things in the Cloud: A Middleware Perspective”, CRC
Press,2012.
6. Dieter Uckelmann, Mark Harrison, Michahelles, Florian (Eds), “Architecting the
Internet of Things”, Springer, 2011.
7. David Easley and Jon Kleinberg, “Networks, Crowds, and Markets: Reasoning About
a Highly Connected World”, Cambridge University Press, 2010.
8. Olivier Hersent, David Boswarthick, Omar Elloumi , “The Internet of Things – Key
applications and Protocols”, Wiley, 2012.
9. Vijay Madisetti and ArshdeepBahga, “Internet of Things (A Hands-on-Approach)”,1st
Edition, VPT, 2014.
10. Francis daCosta, “Rethinking the Internet of Things: A Scalable Approach to
Connecting Everything”, 1st Edition, Apress Publications, 2013.
11. CunoPfister, Getting Started with the Internet of Things, O‟Reilly Media, 2011, ISBN:
978-1-4493-9357-1.

126
 CLOUD COMPUTING
Semester Course Credits Marks Instructional Type of
Code Hours Course
CA SEA
III PBA2324E 3 40 60 30 Elective

Course Outcome
On successful completion of the course, the students will be able to:
CO 1: Identify the significance of implementing virtualization techniques.
CO 2: Interpret the various cloud computing models and services.
CO 3: Compare the various public cloud platforms and software environments.
CO 4: Appreciate the need of security mechanisms in cloud.
CO 5: Illustrate the use of various cloud services available online.
SYLLABUS
Module 1 Introduction to Virtualization: (7 Hours)
Virtual Machines and Virtualization Middleware – Data Center Virtualization for Cloud
Computing – Implementation Levels of Virtualization – Virtualization Structures/Tools and
Mechanisms – Virtualization of CPU – Memory – I/O Devices.
Module 2 Introduction to Cloud Computing:(5 Hours)
System Models for Distributed and Cloud Computing – Software Environments for
Distributed Systems and Clouds – Cloud Computing and Service Models – Public – Private –
Hybrid Clouds – Infrastructure-as-a-Service (IaaS) – Platform-as-a Service (PaaS) - Software-
as-a-Service (SaaS)-Different Service Providers.
Module 3 Cloud Architecture and Resource Management: (6 Hours)
Architectural Design of Compute and Storage Clouds – Public Cloud Platforms: GAE – AWS
– Azure Emerging Cloud Software Environments – Eucalyptus- Nimbus – Open Stack –
Extended Cloud Computing Services – Resource Provisioning and Platform Deployment –
Virtual Machine Creation and Management.
Module 4 Security in the Cloud: (6 Hours)
Security Overview – Cloud Security Challenges – Security -as-a Service – Security
Governance – Risk Management – Security Monitoring – Security Architecture Design – Data
Security – Application Security – Virtual Machine Security.
Module 5 Using Cloud Services: (6 Hours)
Email Communications – Collaborating on To-Do Lists –Contact Lists – Cloud Computing
for the Community- Collaborating on Calendars – Schedules and Task Management –
Exploring Online Scheduling Applications – Exploring Online Planning and Task
Management – Collaborating on Event Management – Project Management -Word Processing
– Databases.

127
REFERENCES
1. Alex Amies, Harm Sluiman, Qiang Guo Tong and Guo Ning Liu: Developing and
Hosting Applications on the cloud, IBM Press, 2012.
2. George Reese, “Cloud Application Architectures: Building Applications and
Infrastructure in the Cloud (Theory in Practice)”, O’Reilly Publications, 2009.
3. Haley Beard, “Cloud Computing Best Practices for Managing and Measuring
Processes for On-demand Computing – applications and Data Centers in the Cloud
with SLAs”, Emereo Pty Limited, July 2008.
4. James E. Smith and Ravi Nair: Virtual Machines: Versatile Platforms for Systems and
Processes, Morgan Kaufmann, ELSEVIER Publication, 2006.
5. John W Rittinghouse and James F Ransome, “Cloud Computing: Implementation –
Management – and Security”, CRC Press, 2010.
6. Michael Miller, “Cloud Computing: Web-Based Applications That Change the Way
You Work and Collaborate Online”, Pearson Education, 2009.
7. Richard N. Katz, “The Tower and The Cloud”, Higher Education in the Age of Cloud
Computing, 2008. 8. Toby Velte, Anthony Velte and Robert Elsenpeter: “Cloud
Computing – A Practical Approach”, TMH, 2009.
8. Kai Hwang, Geoffrey C Fox, Jack J Dongarra : “Distributed and Cloud Computing –
From Parallel Processing to the Internet of Things” , Morgan Kaufmann Publishers –
2012.

128
 DATABASE MANAGEMENT SYSTEM

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
III PBA2324F 3 40 60 30 Elective

Course Outcome
On successful completion of the course, the students will be able to:
CO1: Understand the fundamentals of DBMS and SQL.
CO2: Learn the basic concepts of database implementation.
CO3: Study the basics of distributed databases.
CO4: Understand the fundamentals of Object-Oriented Databases.
CO5: Explore the emerging trends in database management.

SYLLABUS
Module 1 Fundamentals of DBMS and SQL:(6 Hours)
Data, database – meaning, DBMS – DBMS models, querying data with SQL, Developing
SQL Databases. Manipulating Data using data manipulation language (DML) Expressions –
Reporting. Normalization- types and need for Normalization.
Module 2 Concepts of Database Implementation: (7 Hours)
Query Processing basics and optimization – Heuristic Optimization. Transactions Models.
Concurrency Control – Recovery. Security and Authorization – Storage. Indexing and
Hashing – ISAM. B-Trees – Kd Trees – X Trees. Dynamic Hashing.
Module 3 Distributed Databases: (6 Hours)
Distributed Databases – Queries. Optimization Access Strategies. Distributed Transactions
Management. Concurrency Control – Reliability.
Module 4 Object Oriented Databases: (6 Hours)
Object Oriented Concepts – Data Object Models –Object Oriented Databases. Issues in
OODBMS - Object Oriented Relational Databases – Object Definition Languages – Object
Query Languages.
Module 5 emerging trends in database management: (5 Hours)
Data Mining – Data warehousing – Star, Snowflake, Fact Constellation. Open-source
database systems. Scripting Language, JDBC, ODBC. Big data and analytics.

129
REFERENCES
1. Peter Rob and Carlos Coronel, Database System and Design, Implementation and
Management, 7thedition, Cengage Learning.
2. RamezElmasri and Shamkant B. Navethe, Fundamentals of Database Systems, 4th, Pearson
Education, 2004.
3. Jeffrey A Hoffer et al, Modern Database Management, 10th Edition, Pearson Education,
2012.
4. Abraham Silberchatz, Henry F. Korth and S.Sudarsan, Database System Concepts, 5th
Edition, McGraw-Hill, 2010.
5. Thomas M. Connolly and Carolyn E. Begg, Database Systems – A Practical Approach to
Design, Implementation and Management, 3rd edition, Pearson Education, 2003.
6. C.J. Date, An introduction to Database Systems, Addison Wesley, 2000.

130
 INTERNSHIP AND RESEARCH PROJECT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

III PBA2325 4 - 200 - Core

Course Outcome
On successful completion of the course, the students will be able to:
CO 1: To provide practical insights to MBA students in managerial functions and processes.

CO 2: To analyze an industry by using standard procedure and understand the status of the
business.
CO 3: To provide basic insights into the process of research in management.

CO 4: To provide practical experience on identifying a managerial problem in any industry

and carrying out a study.

CO 5: To provide basic knowledge in data collection, processing, analysis and report writing
using appropriate methodology.

COURSE DESCRIPTION
At the end of the second semester the students will have to undertake two months’ Internship
and Research Project. After the one-month internship the students will have to undertake one-
month problem centred research work either through primary data or secondary data. For
internship, students have to select any reputed organization. For problem centred research
they can continue with the current organization or they can opt out and do the research with
secondary data. The students have to submit the report separately. The Internship and
Research Project carries 200 marks with four credits.

Internship is a structured work experience in an organization to gain industrial training with a

view to enhance a student's academic, career, and personal development which brings two
credits. The Internship aims at widening the student's perspective by providing an exposure to
real life organizational and environmental situations. The internship will enable the students to
explore an industry/organization, build a relationship with a prospective employer, or simply
hone their skills in a familiar field. During the internship, the student has the chance to put
whatever he/she learned in the semester into practice. After the training, the student is
required to submit an internship report as specified by the department.

Project Work is a regular study on which the student undergoes a project under the
supervision of a teacher in the parent department/any appropriate institute/organisation, in
order to submit a report on the project work as specified which brings two credits. The student
is expected to identify a specific management issue and conduct a research applying the

131
principles of scientific research methodology. Wherever possible the student may provide
recommendations and action plans, along with the findings of the study.

Guidelines for Report Submission and Evaluation

The students have to submit the internship report & Research project report separately.

 The candidates shall submit periodic working reports of Internship and Research
project through e-mail to the Faculty Guide in the Institution.
 Both the Reports shall be typed in “Times New Roman” font by using 12 font size
with 1.5 spacing. All chapter headings shall be in font size 14 in bold. All main
headings shall be in font size 12 in bold and all sub-headings are to be in 12 font size.
The cover page of the Report shall be in white with colour / black & white printing
with college emblem.
 The candidates are required to submit a soft copy of draft reports to the Faculty Guide
within the stipulated date. Faculty Guide, after corrections and suggested changes,
shall direct the candidates to submit the Report in the prescribed format as a PDF File.
 The candidates are also required to take one hard copy of the Internship Report with
the completion certificates from the Organization and the College. The hard copy of
the Report has to be signed by the Faculty Guide, and the Director.
 The internship report shall consist of about twenty-five pages. The project report shall
consist of twenty to twenty-five pages. It shall not be more than thirty-five pages,
including references and annexure.
 The Report shall be assessed as part of continuous evaluation. A separate rubric for
evaluating the internship report and project report shall be decided in the department
council and the same shall be communicated to students. One bound copy and a soft
copy of the report should be submitted to the department for evaluation.
 The evaluation of the internship and research project is done at the department level
based on viva voce (combined for internship and research project) and written report
(separately for internship & research project). A separate rubric for evaluating report
and presentation shall be decided in the department council and the same shall be
communicated to students before the commencement of the project. The rubric for
evaluation of report shall consists of formulation of research problem, literature
review, regular guidance, creative and novel suggestions, etc. The presentation shall be
evaluated based on quality of the slides, delivery, response to questions, etc. The
evaluation shall be done by a team of teachers in the department. One bound copy and
a soft copy of the report should be submitted to the department for evaluation.

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Marks Distribution:

Internship / Research
Marks
Project
Internship Internship Report 50
100
Viva-Voce 50
200
Research Project Research Report 50
100
Viva-Voce 50

133
SEMESTER 4

134
 STRATEGIC MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2326 4 40 60 40 Core

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Examine the strategic management process in an organization.
CO 2: Evaluate the business environment and identify the core competencies.
CO 3: Examine the levels and types of strategies to improve the organizational performance.
CO 4: Analyse factors involved in strategy implementation and control.
CO 5: Appraise the recent developments in strategic management.
SYLLABUS
Module 1 Understanding Strategy :( 7 Hours)
Introduction to Strategy, meaning and characteristics of strategic management - strategic
management Process-Hierarchy of Strategic Intent-Vision, Mission and Objectives, Goals and
Plans- Critical Success Factors (CSF), Key Performance Indicators (KPI), Key Result Areas
(KRA).
Module 2 Analyzing the Environment :( 8 Hours)
External environmental analysis - Macro environment and industry analysis, Porter’s Five
Forces analysis, competitor analysis - Analyzing company’s internal environment- SWOT
Analysis, Resource based view of a firm, competitive advantage, core competence, core
competence as the root of competitive advantage, Value chain analysis using Porter’s model-
Primary and secondary Activities-Business Portfolio Analysis - BCG Matrix, GE 9 Cell
Model.
Module 3 Types of Strategies :( 10 Hours)
Strategic alternatives - Corporate, business and functional levels of strategy - Corporate level
strategies- Stability strategies, Growth strategies- Diversification Strategies, Vertical
Integration Strategies, Mergers, Acquisition & Takeover Strategies, Strategic Alliances &
Collaborative Partnerships, Retrenchment strategies - Turnaround, Divestment, Liquidation,
Outsourcing Strategies - Business level strategies - Generic competitive strategies, Cost
leadership, Differentiation, Focus.
Module 4 Implementation, Evaluation and Control of Strategy :( 8 Hours)
Strategy implementation process, role of organizational structure and leadership in strategy
implementation, strategies for managing change - Control process, Types of strategic and
operational controls, essential features of effective evaluation and control system; balanced
score card.

135
Module 5 Recent Developments in Strategy :( 7 Hours)
Blue ocean & Red ocean strategies, Garbage Bin Strategy - Business models, new business
models for internet economy, E-commerce business models and strategies - Sustainability
and strategic management - Corporate social responsibility and sustainability, integrating
social & environmental sustainability issues in strategic management, meaning of triple
bottom line.

References:
1. Hill, Charles W.L. and R. Jones, Gareth, Strategic management: An integrated approach,
Cengage.
2. Wheelen, Thomas L and Hunger, David J, Concepts in Strategic Management &
Business Policy,Pearson.
3. Azhar Kazmi, Strategic Management, Tata McGraw Hill.
4. Srinivasan R, Strategic Management: The Indian Context, Prentice Hall of India.
5. Mason Carpenter, Gerard Sanders, Prashant Salwan, Concepts and Cases Strategic
Management- A Dynamic Perspective, Pearson Education, India.
6. Glueck,W F and Lavch, L. R Business policy and Strategic Management, McGraw Hill,
New Delhi.
7. Gregory G.Dess and Alex Miller, Strategic Management, McGraw Hill, India.
8. Srivastava RM, Strategic Management: Concepts, Skills and Practices, Prentice Hall of
India.

136
FINANCE ELECTIVES

137
 PROJECT MANAGEMENT AND CONTROL

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2327A 3 40 60 30 Elective

Courses outcomes:
After completing the course, the students shall be able to:
CO 1: Estimate project duration using project life cycle techniques.
CO 2: Prepare a feasibility study report for a project.
CO 3: Prepare a Detailed Project Report.
CO 4: Recommend appropriate sources for financing a project.
CO 5: Apply project scheduling techniques in project administration.

SYLLABUS
Module 1 Project Classification :( 7 Hours)
Project Management – An overview – Characteristics of a project – Steps in Project
management – participants in project management – Project life cycle Taxonomy of projects.
Module 2 Project Identification and Formulation :( 6 Hours)
Project Identification and Formulation - Project opportunities – source of project ideas –
initial selection – Strategies for implementing project ideas project feasibility study – Detailed
Project Report (DPR).
Module 3 Project Appraisal :( 5 Hours)
Project Appraisal – Multidimensional View Technical – Economical – Financial Managerial –
Commercial – Non financial Justification of projects – social cost benefit analysis.
Module 4 Project Financing :( 6 Hours)
Project Financing – sources and patterns of financing role of financial institutions in project
financing – Project income statement and balance sheet.
Module 5 Project Administration :( 6 Hours)
Project Administration – Project Scheduling – Network Techniques PERT / CPM project cost
control – Time and Cost Overruns – post evaluation of projects – performance review
methodology – post project audit – computer-based project management – An Overview.

138
References:
1. Prasanna Chandra, Project Management and control, TM. 2004.
2. Garg, R. K, Project Management and Control, Bharat Law House, 2000.
3. Vasant Desai, Project Management, Himalaya Publishing Co., 2005.
4. John M. Nicholas, Project Management for Business and Technology - Principles and
Practice, Second Edition, Pearson Education, 2006.
5. Clifford Gray and Erik Larson, Project Management, Tata McGraw Hill Edition, 2005.
6.Gido and Clements, Successful Project Management, Seventh Edition, Thomson Learning,
2017.
7.Samuel J.M., Jack R.M., Scott M.S., Margaret M.S., and Gopalan M.R., Project
Management, First Indian edition, Wiley-India, 2006.
8. HarveyMaylor, Project Management, Third Edition, Pearson Education, 2006.
9. Panneerselvam. R, Senthilkumar. P, Project Management, PHI Learning, 2009.

139
 INDIAN RURAL ECONOMY AND MICROFINANCE

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2327B 3 40 60 30 Elective

Course Outcomes:
After completing the course, the students shall be able to:
CO 1: Describe the government initiatives for rural development.
CO 2: Analyze the present scenario of Microfinance industry in India.
CO 3: Analyze the microfinance lending models in India.
CO 4: Evaluate the contributions of intermediaries in Microfinance.
CO 5: Evaluate the performance of Micro Finance companies in India.

SYLLABUS
Module 1 Indian Rural Economy :( 6 Hours)
Features of Rural India - Economic, Demographic and social – Causes of rural poverty –
Rural development policy of the Government since 1947 – Five-year plans – Impact of
economic reforms, demonetization on rural Economy.
Module 2 Microfinance in India :( 7 Hours)
Microfinance as a development strategy - Evolution of microfinance – Microfinance as an
industry – Role of RBI and NABARD in the rural economy – Rural Financial services – Rural
Credit Institutions.
Module 3 Microfinance lending models in India :( 6 Hours)
Models of microfinance operating in India – Self-help groups – Joint liability groups –
Individual banking model - Role of Grameen banks, scheduled banks – rural lending by
scheduled banks - problems of rural branches of scheduled banks – Role of ICT in delivering
Micro finance products.
Module 4 Microfinance intermediaries :( 6 Hours)
Intermediaries for microfinance – Lead Bank program – various forum of coordination (DCC,
Sc & DLRC) - service area approach – Financial inclusion and rural development –
Implementation of Social Banking.
Module 5 Performance analysis of MFIs in India :( 5 Hours)
Financial Evaluation of Microfinance institutions in India – Financial Statement Analysis of
Microfinance Institutions – Analysis of financial performance ratios – Rating of Microfinance
Institutions.

140
References:
1. Beatriz and Jonathan, The Economics of Microfinance, Prentice Hall of India.
2. Pai Panandikar& Mehra NC, National Institute of Bank Management, Pune.
3. Indian Institute of Banking and Finance, Microfinance: perspectives and Operations
Macmillan India Limited, 2011.
4. Bandyopadhyay,S C, Rural Banking.
5. Desai Vasantha, Indian Banking – nature and Problems, Himalaya Publishing.
6. Datt, Sundaram, Indian Economy. S Chand & sons.
7. Amithabh Bhattacharya, Indian Economic Problems, Metropolitan Publications.

141
 MANAGEMENT OF FINANCIAL SERVICES

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2327C 3 40 60 30 Elective

Course Outcomes:
After the course, the students will be able to:
CO 1: Discuss the structure of Indian Financial system.
CO 2: Evaluate the creditworthiness of corporates using Credit rating technique.
CO 3: Suggest a mutual fund portfolio for optimum returns.
CO 4: Recommend ideal fund based financial services for capital requirement.
CO 5: Suggest the ideal personal financial product for a client.

SYLLABUS
Module 1 Introduction to Indian Financial system :( 6 Hours)
Indian Financial System- structure of financial system- financial market-financial institutions-
financial instruments- financial services- intermediaries Financial Services Industry-
emergence and developments- financial innovation Current scenario and challenges in the
financial services sector in India.
Module 2 FEE BASED FINANCIAL SERVICES :( 7 Hours)
Merchant Banking-functions and role of merchant bankers- SEBI guidelines on merchant
bankers- Merchant Banking in India Credit Rating- Concept- process of Credit rating- Credit
rating agencies in India Securitization of debt/assets- parties to securitization transaction
process -mechanism- securitization in India.
Module 3 FUND BASED FINANCIAL SERVICES I :( 6 Hours)
Mutual Funds-concept- growth- types-product/scheme-functions of AMC-regulations
regarding mutual funds-mutual fund industry in India - Venture Capital- Dimensions- scope-
stages of venture capital financing- Guidelines for venture capital companies in India.
Module 4 FUND BASED FINANCIAL SERVICES II :( 6 Hours)
Factoring Mechanism-Types- functions- forfeiting – difference between factoring and
forfeiting - Bill’s discounting - leasing – types of leases – regulatory framework of leasing in
India (Theory only) - Hire Purchase - legal framework- difference between leasing and hire
purchase.

142
Module 5 FINANCIAL INSTRUMENTS & PERSONAL FINANCE :( 5 Hours)
NPS – PPF – Equity Shares – Starting procedure of DEMAT & Trading Account – Offsetting
loans by investing in risk assets – Self investment in Direct mutual fund – Expense ratio –
Commercial paper – Corporate Bond – Investment in Bharath Bond – Other new investment
sources.

References:
1. Khan.M.Y. Financial Services, TATA MCGRAW Hill Publishing Co. Ltd. New
Delhi.
2. 2. Albert. J. Fredman, Russwiles, How Mutual fund works, Prentice Hall of India pvt
Ltd, New Delhi.
3. 3. Shanmugham. R. Financial Services, Wiley India Pvt Ltd., New Delhi, India.
4. 4. Pandey I.M., Venture Capital in Indian experience, Prentice Hall of India Pvt. Ltd,
New Delhi.
5. 5. Varshney.P.N., Mittal D.K. Indian Financial System, Sulthan Chand & Sons, New
Delhi.

143
 WORKING CAPITAL MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2327D 3 40 60 30 Elective
Course Outcomes:
After the course, the students will be able to:
CO 1: Suggest suitable sources for financing the working capital requirements.
CO 2: Determine the optimum inventory requirement for a business.
CO 3: Estimate the accounts receivable for a business by applying credit standards.
CO 4: Determine the optimum level of cash management in a company.
CO 5: Estimate the working capital requirements for a business concern.

SYLLABUS
Module 1 Introduction to Working Capital :( 7 Hours)
Concept and meaning of working capital – Liquidity and profitability – identification of
factors affecting working capital requirements – Sources of working capital finance – Long
term – Short term.
Module 2 Management of Inventories :( 5 Hours)
Management of inventories – determination of optimum inventory – Inventory management
techniques – Levels of inventory.
Module 3 Management of Receivables :( 6 Hours)
Overview of management of receivables – credit and Collection policy – Credit standards –
Credit terms – Credit analysis – management of payables – Maturity matching.
Module 4 Management of Cash :( 6 Hours)
Management of cash – Accelerating cash inflows – Managing collections – Concentration
banking – Control of disbursements – models for determining optimum level of cash –
inventory model, stochastic – Cash budgeting.
Module 5 Applications of Working Capital & theories :( 6 Hours)
Applications of Working Capital Management - Theories of working capital- Approaches to
estimation of working capital – Percentage of sales method - operating cycle approach.

144
References:
1. D.R. Mehta, Working Capital Management, Prentice-Hall Inc., 1974.
2. K.V. Smith, Management of Working Capital, McGraw-Hill, New York.
3. Khan and Jain, Financial Management, Tata McGraw-Hill.
4. Pandey, Financial Management, Vikas Annex. 54.J.3 -MBA – Finance – SDE Page 20
of 23.
5. Prasanna Chandra, Financial Management, Theory and Practice, Tata McGraw-Hill.
6. V.K. Bhalla, Working Capital Management – Text and Cases, Sixth Edition, Anmol
Publications.

145
HR ELECTIVES

146
 MENTORING COACHING AND MANAGEMENT CONSULTING

Semester Course Credits Marks Instructional Type

Code
CA SEA Hours of Course

IV PBA2328A 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO 1: Discuss the concept of mentoring and its relevance in the
organizational context.
CO 2: Recommend an appropriate mentoring approach in an organizational context.
CO 3: Design an appropriate mentoring model in an organizational context.
CO 4: Design a coaching model to maximize the talents and skills within the work
place.
CO. 5: Analyze the role of HR consultancy and its applications in the modern organizational context.

SYLLABUS
Module 1 Mentoring:( 7 Hours)
Definition of Mentoring; Formal mentoring; Informal Mentoring – Historical perspective of
Mentoring Mentor; Protégé; Characteristics of mentor; Characteristics of Mentee-Functions
of- Mentoring- Career function, Psychosocial function and Role Modeling function- Use of
mentoring as tool in HRD.
Module 2 Types of Mentoring:( 6 Hours)
One-to-one Mentoring-Mentoring Hubs-On-site Mentoring- Off-site Mentoring Group
mentoring –Peer Mentoring-Tele- Mentoring-Network Mentoring-Reverse Mentoring Phases
of Mentoring-Initiation, Cultivation, Separation, Redefinition.
Module 3 Potential Benefits of Mentoring:( 5 Hours)
Mentoring Benefits for Mentors, Mentees and Organization -Potential Problems in a
Mentoring Relationship-Mentoring Models-Cyclical mentoring model; Double Matrix
mentoring model- The Flow Model-Jenny Rogers’s Model-Egan’s Skilled Helper model-
Hay’s Mentoring model.
Module 4 Coaching:( 6 Hours)
External Coaching-Internal Coaching-Benefits of Coaching-Coaching Models- Identifying
Coaching Opportunities-The Grow Model-ERR Model-The Johari Window-Coaching Tools-
SDOC Tool-Employing Psychometric Tools-Co- Coaching and Team Coaching Difference
between mentoring and coaching.

147
Module 5 Consultancy:( 6 Hours)
What is management consulting? -Consulting Industry-Overview and changes ahead – Tools
&Frameworks-Consulting Process-Contracting-Data gathering/analysis and
Synthesis/presentations – Life in Consulting –Ethical -Impact of Digital Economy - Various
Agreements on International Labor Standards.

References:
1. Shirley Peddy, The Art of Mentoring: Lead, Follow and Get Out of the Way, Bullion
Books.
2. Belle Rose Ragins, David Clutterbuck, Lisa Matthew man, Mentoring David Megginson
, David Clutterbuck, Further Techniques for Coaching and Mentoring, Routledge, 2010
And Diversity, Taylor & Francis Group,2016.
3. Nadine Klasen, David Clutterbuck, Implementing Mentoring Schemes, Routledge,2016.
4. Tatiana Bach Kirova, Peter Jackson, David Clutterbuck, Coaching and Mentoring
Supervision: Theory and Practice, Open University Press,2011.
5. Peter Block, Pfeiffer, Flawless Consulting: A Guide to Getting Your Expertise Used (3rd
Edition, ISBN #978-0-470-62074-8).

148
 COUNSELING SKILLS FOR MANAGERS

Semester Course Credits Marks Instructional Type of

Code hours Course
CA SEA
IV PBA2328B 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO1: Apply the appropriate counseling approaches at workplace.
CO2: Design relevant process and procedures for effective counseling.
CO3: Analyze the skills and attitude required for an effective counselor.
CO4: Recommend suitable counseling strategies to control employee disputes and strikes.
CO5: Apply appropriate counseling strategies in the area of downsizing, performance and team
management.

SYLLABUS
Module 1Introduction to Counseling:( 5 Hours)
Introduction to Counseling, Meaning, Functions and Type of Counseling, Goals of
Counseling Emergence and Growth of Counseling Services; Approaches to counseling,
Counseling Skills, Verbal & Non- Verbal communication, Listening Barriers, Counselor
Qualities.
Module 2Counseling Process:( 6 Hours)
Counseling Process Beginning, Developing and terminating a Counseling Relationship and
follow up – Counseling Procedures, The Counseling Environment, Intake, Referral
procedures, Guidelines for Effective Counseling.
Module 3Counselor’s Attitude & Skills:(6 Hours)
Counselor’s Attitude & Skills for Counselors, Counselors – Client Relationship –
Understanding Client’s Behavior – Assessing Clients problems – Counseling Therapies-
Insight Oriented Therapy. Behavior Therapy.
Module 4Counseling Strategies & Interventions:(7 Hours)
Selecting Counseling Strategies & Interventions Adaptive strategies – Changing Behavior
through Counseling in the Educational Settings – Special Areas in Counseling – Handling
Situations of Strikes, Disputes through Counseling.
Module 5 Problems in Counseling:(6 Hours)
Special Problems in Counseling Need of Counseling Cell in the Organization, Application of
Counseling to Organizational situations with a focus on Performance counseling.
Organizational Application of Counseling Skills in Change management, Downsizing,

149
Mentoring and Team Management / Conflict Resolution.
References:
1. Kavita Singh – Counseling Skill for Managers, Pears Education, 2007.
2. Robert S Feldman – Understanding Psychology., McGraw Hill, 2007.
3. Narayan Rao S. – Counselling & Guidance, Tata McGrew Hill, 1997.
4. JeffreyKotter A. – Counselling Theories and Practices, Cengage Learning, 2011.
5. Robert Carson C. – Abnormal Psychology, Tata McGraw Hill, 2007.

150
 HR ANALYTICS

Semester Course Credits Marks Instructional Type

Code CA SEA Hours Of Course

IV PBA2328C 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to
CO 1: Examine the role of HR analytics and its applications in HRM.
CO 2: Apply diversity analysis for effective Human Capital Management (HCM).
CO 3: Apply appropriate HR Analytical techniques for effective staffing system.
CO 4: Apply the HR analytics in the area of compensation, training and performance
management.
CO 5: Evaluate the impact of HR interventions using HR analytics.

SYLLABUS
Module 1 HR Analytics and its applications :( 6 Hours)
Introduction to HR Analytics, Levels of HR Analytics, Process of implementing HR Analytics
HR Metrics: Staffing Metrics: Accession Rate, Internal cost per hire, External cost per hire,
Attrition rate, Quality of new hires, Training and Development Metrics: Training cost factor,
Training Headcount investment, Training FTE investment factor, Return on training
investment, Payback period.
Module 2 HR Analytics and Diversity Analysis:(7 Hours)
Human capital analytics, Equality, diversity analysis, diversity and inclusion, measuring
diversity and inclusion, testing the impact of diversity, Workforce segmentation and search
for critical job roles. Valuing HR Analytics in the organizational system. HR data
warehousing, Data integration.
Module 3HR Analytics in staffing:( 6 Hours)
Recruitment and Selection Analytics: Evaluating Reliability and validity of selection models,
finding out selection bias, Predicting the performance and turnover. Steps involved in
predictive analytics, Determine key performance indicators. Analyze and report data,
interpreting the results and predicting the future. Reducing manpower turnover.
Module 4HR Analytics and Performance based Compensation: (6 Hours)
Performance Analysis: Predicting employee performance, KPI, Training requirements,
evaluating training and development, Optimizing selection and promotion decisions.
Statistical software used for HR analytics. Compensation analytics, Analytics for
compensation planning.

151
Module 5HR Analytics and Interventions:( 5 Hours)
HR analytics monitoring impact of Interventions: Tracking impact interventions, Evaluating
stress levels and value-change. Formulating evidence-based practices and responsible
investment. Evaluation mediation process, moderation and interaction analysis. HR Analytics
to business benefit (case studies).

References:
1. Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using
Data for Decisions, Second Edition, New York: W.H.Freeman, 2008.
2. Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley,
2014.
3. Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley,2013.
4. The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker,
Mark A. Huselid, Mark A Huselid, David Ulrich, 2016.
5. HR Analytics: The What, Why and How, by Tracey Smith.
6. The New HR Analytics: Predicting the Economic Value of Your Company's Human
by Jac FITZ-ENZ, 2018.

152
 LEADERSHIP FOR MANAGERIAL PERFORMANCE

Semester Course Code Credits Marks Instructional Type

CA SEA Hours of Course

IV PBA2328D 3 40 60 30 Elective

Course Outcome
After the completion of the course students will be able to:
CO 1: Discuss the various skills and characteristics required for effective leadership.
CO 2: Analyze various leadership models for enhancing organizational performance.
CO 3: Examine leadership theories and practices relevant to contemporary organizations.
CO 4: Suggest solutions to gender issues in leadership.
CO. 5: Appraise the impact of culture leadership.

SYLLABUS
Module 1 Leadership Concept :( 5 Hours)
Different views of Leadership –Ways of Conceptualizing Leadership-Trait versus Process
Leadership- Assigned versus Emergent Leadership-Leadership & Power – Leadership &
Coercion-Leadership &Management-Personal characteristics that support effective
Leadership-Leader and values. The significance of self-knowledge for the role of leader
(identity and integrity of leader).
Module 2 Approaches to Leadership:( 6 Hours)
Trait approach – Five Factor Personality Model and Leadership – Emotional Intelligence-
Skills-self-management, emotional intelligence and its significance in the role of Leader-
Handling emotions and Stress-Approach to Leadership – Style Approach-The Ohio State
Studies - The University of Michigan Studies-Blake and Mouton’s Managerial
(Leadership)Grid-Paternalism/Materialism/ Opportunism – Situational Approach-Psycho
Dynamic Approach.
Module 3 Leadership Theories:( 6 Hours)
Contingency Theory – Path-Goal Theory-Leadership Member Exchange Theory-Leadership
Styles –Transactional Leadership-Transformational Leadership -Servant Leadership-
Authentic Leadership- Explores both traditional and contemporary theories of Organizations-
Links organizational theory and behavior to leadership and requires an analysis of the major
issues.

153
Module 4 Women and Leadership:( 6 Hours)
Gender, Leadership Styles and Leadership Effectiveness-The Glass Ceiling-Effect;
Empowerment; Discussion on Women Leaders-Perception and Representation of Women in
Leadership-Responses to Female Leadership-Does Style Matter-: Learning from Local and
State Women Leaders- Women in male‐ dominated professions.
Module 5Culture and Leadership:( 7 Hours)
Gender and Cultural Implication - Leadership Ethics -Leadership Behavior and Dimensions of
Culture -Universally Desirable and Undesirable Leadership Attributes -Leadership Ethics-
Principles of Ethical Leadership -Heifetz's perspective on Ethical Leadership-Burn’s
perspective on Ethical Leadership-Practicing Moral Leadership.

References:
1. Peter.G. Northouse, Leadership: Theory and Practice, SAGE Publications India Pvt.
Ltd.
2. J.C.Rost, Leadership for the Twenty First Century, Praeger Publishers, New York .
3. J.P.Kotter, A Force for Change: How Leadership Differs from Management, Free
Press, New York.
4. Burns J.M, Harper & Row, Leadership, New York.
5. Northouse, Peter G. Leadership: Theory and Practice (7th or most current edition).
Thousand Oaks, CA: Sage Publishers (paper).
6. Kouzes, J. and Posner, B. The Leadership Challenge: How to Make Extraordinary
Things Happen in Organizations, 6th Edition, San Francisco, CA: Jossey‐Bass
Publications.
7. Stephen P. Robbins, Mary Coulter – Management13th Edition – Pearson.
8. Stoner J.A.F., Freeman R, E, Daniel R. Gilbert – Management – 6th Edition – Pearson.

154
MARKETING ELECTIVES

155
 BRAND MANAGEMENT
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

IV PBA2329A 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Examine the basic concepts of branding.
CO 2: Prepare a comprehensive branding strategy for a firm.
CO 3: Assess the drivers of brand personality and perception.
CO 4: Examine the various measures for enhancing brand equity.
CO 5: Measure and interpret the performance of a brand.

SYLLABUS
Module 1 Branding: (6 Hours)
Brand equity, Brand value, Brand awareness and Brand loyalty, Brand identity system –
identity perspectives, identity traps, identity structure, providing value proposition; Managing
multiple brand identities– Brand identity planning model.
Module 2 Brand strategy decisions: (7 Hours)
Brand architecture – brand portfolio, portfolio roles, portfolio graphics, portfolio structure and
product-market context roles, Brand architecture audit, Managing Brand Systems – objectives,
brand hierarchies, brand roles, Brand leveraging – line extension, vertical brand stretch, co-
branding and brand extension – horizontal and vertical brand extensions; Brand Systems
Audit.
Module 3 Brand personality: (6 Hours)
Creating brand personality – drivers of brand personality – measuring brand personality using
brand personality scale (BPS), Creating equity through personality - self-expression model,
relationship basis model and functional benefit representational model, Brand associations –
measurement of brand associations, scaling brand perceptions; selecting, creating and
maintaining associations, Brand revitalizing.
Module 4 Measuring brand equity: (6 Hours)
Measuring brand equity, The Brand Equity Ten, Brand value based upon future earnings.
Planning & Implementing Brand Marketing Programs - Criteria for Choosing Brand
Elements, Options & tactics for Brand Elements, Use of Integrated Marketing Communication
for Brand Building, Leveraging Secondary Brand Associations to Brand building.

156
Module 5 Measuring & Interpreting Brand Performance: (5 Hours)
Measuring & Interpreting Brand Performance: Developing A Brand Equity Measurement &
Management System, Measuring Sources of Brand Equity & Outcome of Brand Equity.
Borderless branding: Brand building on the web, e-branding, online vs. offline brand building
Global branding strategies – global brand planning process, creating cross-country synergy.

REFERENCES:
1. Kevin Lane Keller, Ambi M.G. Parameswaran and Issac Jacob, Strategic Brand
Management: Building,Measuring and Managing Brand Equity, Pearson Education,
2015.
2. David A Aaker, Brand Relevance: Making Competitors Irrelevant, John Wiley &
Sons, 2011.
3. David A. Aaker, Managing Brand Equity: Capitalizing on the Value of a Brand Name,
Free Press,1991.
4. David A Aaker, Building Strong Brands, Simon & Schuster, 2010.
5. David A Aaker and Erich Joachimsthaler, Brand Leadership. Simon & Schuster, 2009.
6. Kapferer, Jean- Noel, The New Strategic Brand Management: Advanced Insights and
Strategic Thinking (New Strategic Brand Management: Creating & Sustaining Brand
Equity), Kogan Page,2012.
7. Subroto Sengupta, Brand Positioning: Strategies for Competitive Advantage, Tata
McGraw-Hill, 2005.

157
 CUSTOMER RELATIONSHIP MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2329B 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Discuss the significance of CRM in modern organizational context.
CO 2: Suggest appropriate CRM Approaches for enhancing the business performance.
CO 3: Design a suitable CRM structure for a firm using CRM Cycle.
CO 4: Assess the phases of CRM implementation.
CO 5: Examine various CRM initiatives implemented in key service industries in India.
SYLLABUS
Module 1 Introduction to CRM: 5 Hours)
CRM Definition, Need and significance to the stakeholders- objectives of CRM- Conceptual
Framework of Customer Relationship Management; The Value Pyramid, Customer
Interaction Cycle, Customer Profiling and Total Customer Experience, CRM myths.
Emerging Concepts in Customer Relationship Management. -, CRM as a strategic marketing
tool, CRM, CRM Issues and Problems. Types of CRM.
Module 2 CRM as a Business Strategy: (6 Hours)
CRM - Issues and Strategies; Winning Markets through Effective CRM; CRM as a business
strategy, Transactional Vs Relationship Approach CRM Process, Effective Customer Relation
Management through Customer Knowledge Management; Customer Interaction Management,
Call Centre management in CRM. Customer Centricity in CRM-Concept of Customer
centricity, Customer touch points, Customer Service, Measuring Customer life time value-.
Customer life cycle Management.
Module 3 Structure and Process of CRM: (6 Hours)
CRM Process: Introduction and Objectives of a CRM Process; an Insight into CRM and e-
CRTA/online CRM -The CRM cycle i.e., Assessment Phase; Planning Phase; The Executive
Phase; Modules in CRM, 4C’s (Elements) of CRM Process, CRM Process for Marketing
Organization, CRM Value Chain.
Module 4 CRM Implementation: (7 Hours)
Discussing People, Processes and Technology side of CRM-Choosing the right CRM
Solution; Framework for Implementing CRM: A Step-by-Step Process: Five Phases of CRM
Projects: Development Customizations; Beta Test and Data Import; Train and Retain; Roll out
and System Hand-off; Support.

158
Module 5 CRM in Action: (6 Hours)
Status of Customer Relationship Management in service industry in India; CRM in Hospital
Services; Customer Relationship Management in Banking and Financial Services; CRM in
Insurance Sector, CRM in Retailing Sector. Future of CRM; CRM LINKS IN E-BUSINESS:
E-Commerce and Customer Relationships on the Internet, Supplier- TRENDS IN CRM- e-
CRM -Data Warehousing -Data Marts - Data Mining in CRM.
REFERENCES:
1. Jagdish N Sheth, Parvatiyar Atul, G Shainesh, Customer Relationship Management:
Emerging Concepts, Tools and Applications, 1st Edition, Tata McGraw Hill, June
2008.
2. 1.Judith W. Kincaid, Customer Relationship Management Getting It Right, Pearson
Education 2.H. Peeru Mohamed, A Sagadevan, Custmer Relationship Management, A
Step by Step Approach, Vikas Publishing House.
3. Customer Centricity –Focus on right customer for strategic advantage, by Peter Fader,
Wharton Digital Press, 2012.
4. G. Shainesh, Jagdish, N.Sheth, Atul Parvatiyar, Customer Relationship Management:
Emerging Concepts, Tools and Applications, Macmillan 2005.
5. Francis Buttle, Customer Relation Management: Concepts and Technologies, 2e,
Routledge, 2013.
6. Ekta Rastogi, Customer Relation Management: Text and Cases, Excel Books, 2011.
7. Lakshman Jha, Customer Relationship Management: A Strategic Approach, Global
India Pvt Ltd, 2008.

159
 AGRI BUSINESS AND RURAL MARKETING

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2329C 3 40 60 30 Elective

Course outcomes:
After completing the course, the students shall be able to:
CO 1: Discuss the challenges faced by agribusiness industry in India.
CO 2: Appraise the characteristics of rural markets and the marketing challenges associated
with it.
CO 3: Design the rural marketing mix for maximizing the customer value.
CO 4: Design Integrated marketing communication plan for rural markets.
CO 5: Appraise various Information Communications Technology (ICT) driven marketing
initiatives in rural markets.

SYLLABUS
Module 1 Introduction to Agri-Business: (5 Hours)
Role of agriculture in Indian economy- Agribusiness policies-, new dimensions in Agri
business environment and policy -Marketing of Agro-products – Features, Nature, Scope,
Objectives, Methods, Challenges, Opportunities -Agri business system– Agricultural Markets
– Scope of Agro based Industries in India.
Module 2 Rural Markets in India: (6 Hours)
Definition- Evolution - Current Scenario – Structure of Rural markets - Urban Vs Rural
markets –Rural Environment – Demographic, Physical, Social, Political, Economic,
Technological – Profile of Rural Consumer – Consumer Buying Behaviour - Rural Boom-
New Opportunities in Rural markets -Segmenting, Targeting and Positioning.
Module 3 Rural Marketing Decisions – Product & Price: (6 Hours)
Product Decisions – Product and Branding Strategy, – Pricing Decisions – Challenges, Pricing
Strategy in Rural Market-Rural specific corporate strategies.
Module 4 Rural Marketing Decisions -Place & Promotion: (6 Hours)
Distribution Decisions – Channel Behaviour, Challenges, Distribution Models – Promotion
Decisions – Process, Challenges, Methods, Media mix, IMC in rural Markets.

160
Module 5 Future of Agro Business and Rural Marketing: (7 Hours)
Focused Marketing Strategies – Market Research – Inclusive Marketing - E-Rural marketing
– Innovations in Consumer Finance – Rural Retailing- ICT in Rural markets.
REFERENCES:
1. Kashyap, P., Rural Marketing – Pearson, New Delhi.
2. Krishnamacharyulu C.S. & Ramakrishnan L., Rural Marketing-Text and Cases –
Pearson, New Delhi.
3. Arora R.C., Integrated Rural Development – McGraw Hill, New Delhi.
4. Badi & Badi Rural Marketing – Himalaya Publishing New Delhi.

161
 MARKETING ANALYTICS
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course

IV PBA2329D 3 40 60 30 Elective

Course Outcomes
After the completion of the programme, the students shall be able to:
CO1: Suggest marketing analytics process for a company.
CO2: Apply appropriate forecasting methods in different marketing scenarios.
CO3: Recommend suitable tools to segment the market and measure customer wants.
CO4: Apply suitable marketing tools to calculate customer value.
CO5: Apply marketing analytics in pricing and advertising.

Syllabus

Module 1 - Marketing analytics process

Marketing analytics, impact of marketing analytics, marketing analytics process, data driven
decision making, applications of analytics in marketing.

Module 2 - Forecasting
Correlation, simple linear regression, multiple regression for forecasting sales, forecasting in
the presence of special events, modelling trends and seasonality, ratio to moving average
forecasting method, winter’s method, using neural networks to predict sales.

Module 3 - Segmentation & customer wants identification

Conjoint analysis, logistic regression, discrete choice analysis, cluster analysis, collaborative
filtering, classification trees for segmentation.

Module 4 - Customer value

Calculating customer life time value, using customer value to value a business, Monte Carlo
simulation, allocating resources between customer acquisition and retention.

Module 5 - Pricing and advertising

Estimating demand curves and using solver to optimize price, price bundling, nonlinear
pricing, price skimming and sales, revenue management. Measuring the effectiveness of
advertising, media selection models, Pay per Click (PPC) online advertising.

162
References:
1. Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wayne L. Winston.
2. Marketing Analytics: Strategic Models and Metrics, Stephan Sorger.
3. Marketing Analytics: A Practical Guide to Improving Consumer Insights Using Data
Techniques, Mike Grigsby.
4. Cutting-edge Marketing Analytics: Real World Cases and Data Sets for Hands on
Learning, Paul Farris, Rajkumar Venkatesan, and Ronald T. Wilcox.
5. Dawn Iacobucci, Marketing Models: Multivariate Statistics and Marketing Analytics.
6. Rajkumar Venkatesan, Cutting Edge Marketing Analytics: Real World Cases and Data
Sets for Hands on Learning, Pearson Education.

163
OPERATIONS ELECTIVES

164
 GLOBAL LOGISTICS MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2330A 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the different types of cargo management.
CO2: Outline the process of stevedoring.

CO3: Prepare a quotation for freight handling.

CO4: Assess various options on container loading.
CO5: Prepare the cargo documents for freight handling.

SYLLABUS
Module 1 Shipping Industry and Business:(5 Hours)
Shipping industry and business- description of a ship. Uses of a ship or a floating vessel-
Classification of ship (route point) (cargo carried). Superstructure- tonnages & Cubic’s –
drafts & load lines- flag Registration-Different types of cargo. (Packaging, utility or value).
Trimming- Cleansing- Unitized cargo.
Module 2 Stevedoring:(6 Hours)
Stevedoring, Lighter age Service and Security. Port trusts –operational unit – services –
Seaports, Vessel Operations – pilotage – Stevedoring-Dock Labour Boards – charges –
Automated Container Handling-Security at ports and harbours. Role of security agencies-
lighter age services.
Module 3 Shipping Lines:(6 Hours)
Shipping Lines – Hubs and Spoke-Process flow – Advices –Booking – Containerization –
Containers – Container Numbering-Process flow – Shipping Sale – Leads – Quotations-
Customer Service.
Module 4 Cargo Shipping:(6 Hours)
Operations – Volume/ Weight Calculations-Shipment Palling Basics-Preparing and loading
Containers-Types of container services- FCL-Consolidation –LCL-Advanced Scientific
shipment Planning-Container de- stuffing.
Module 5 Documentation:(7 Hours)
Documentation- Bill of Lading basics –MBL – HBL – CY – CFS-Advanced learning in Bill
of Lading-Sea Way Bill – Combined transport – MTO-Multimodal Transport Document

165
(MTD) – Invoicing-Release of cargo – Cross Trade & Documentation-Conditions of Contract
– Managing Key Accounts-Trade Lane Development – Consortium.

References:
1. John F. Wilson – Carriage of goods by Sea – Harlow: Longman.
2. J. R. Whittaker – Containerization – Hemisphere; Wiley.
3. B. N. Metaxas- The economics of tramp Shipping- Athlone Press.
4. Edna Bonacich and Jake B Wilson-Getting the goods: Ports, Labor and Logistics
Revolution - Coenell University Press.
5. Alan Rushton Phil Croucher & Peter Baker –Logistics and Distribution
Management-CILT.

166
 MAINTENANCE MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2330B 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the basic concepts of maintenance management.
CO2: Predict the maintainability using various parameters.
CO3: Suggest replacement decisions based on equipment conditions.
CO4: Apply the various maintenance strategies to solve efficiency issues.
CO5: Examine the modern techniques in maintenance management.

SYLLABUS

Module 1 Introduction to Maintenance Management:(6 Hours)

Concept of Maintenance. Objectives and functions of Maintenance. Types, Maintenance
Strategies - Organization for Maintenance. Cost of maintenance. Five Zero Concept. TPM.
Module 2 Time to Failure Analysis:(7 Hours)
Bath Tub Curve. MTTR, MTBF, MTTF. Useful Life – Survival Curves. Failure Time
distributions (Poisson, Exponential, and Normal) - Maintainability Prediction – Design for
Maintainability – Availability.
Module 3 Replacement Decision:(6 Hours)
Overhaul and repair – meaning and Difference-Optimal overhaul – Repair policies for
equipment subject to break down – Group replacement. Optimal interval between preventive
replacements of equipment subject to break down. Overall Equipment Effectiveness -
Measuring Equipment Effectiveness.
Module 4 Maintenance Policies:(6 Hours)
Fixed Time Maintenance. Condition based Maintenance Operate to failure. Opportunity
Maintenance – Design out maintenance. Maintenance management: issues and strategies –
Preventive and break down maintenance.

167
Module 5 Recent Techniques:(5 Hours)
Reliability Centered Maintenance (RCM). Philosophy and implementation – Signature
Analysis – CMMS. Concept of Tero-technology –Reengineering Maintenance process. Best
practices in maintenance done in global companies. Augmented reality for training and remote
maintenance-IoT - wireless sensor networks and automated data collection in maintenance.
References:
1. Mishtra RC and Pathak K, Maintenance Engineering and Management, PHI,
2005.
2. Sushil Kumar Srivatsava, Industrial Maintenance Management, S Chand and
Company, 2005.
3. Jardine AK, Maintenance, Replacement and Reliability, Pitman Publishing.
4. Kelly and Harris MJ, Management of Industrial Maintenance, Butterworth and
Company Limited.
5. Levit Joel, The handbook of Maintenance Management, Industrial Press New York.

168
 SERVICE OPERATIONS MANAGEMENT

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
IV PBA2330C 3 40 60 30 Elective

Course Outcomes
On successful completion of the course, the students will be able to:
CO1: Discuss the different service strategies in operations.

CO2: Apply service design concepts to develop new services.

CO3: Examine the supply demand gap for effective capacity decisions.
CO4: Apply service quality models for quality improvement.
CO5: Examine service operations in various industry sectors.

SYLLABUS
Module 1Introduction:(5 Hours)
Importance and role in economy of service sector, Nature of the Service Sector,
Characteristics of services, Classifications, Types of Service & Service Processes, Service
Encounter, Service experience, Service Strategy formulation, Basic and Integrative elements
of Strategic service.
Module 2 Service Design, Development and Automation:(6 Hours)
Designing New Service – New Service development process, Tools for decision making in
new service design, Designing the Service layout strategies, Product Layout, Process Layout,
Office layout, Technology: Its impact on services and their management, Service delivery
system, Service Blueprinting, Service Delivery – Service processes, Service people, Resource
utilization, Network technology and information, off shoring and Outsourcing Services.
Module 3 Managing Capacity and Demand:(6 Hours)
Operating the Service System- Managing Demand, Nature and pattern of Service demand,
Strategies for influencing Demand, Yield management, Managing Supply, Capacity,
Components of Capacity, Strategies for Management of Supply- Overbooking, allocating
capacity- Static, Nested and Dynamic Methods, Methods to reduce stock outs, shrinkages and
inventory inaccuracy, Managing Waiting Lines –Queuing systems, psychology of waiting;
Managing for growth- expansion strategies, franchising, globalization.
Module 4 Service Quality:(7 Hours)
Service Quality, Dimensions of Service Quality, Measuring Service Quality – SERVQUAL-
SERVPERF, Walk-through Audit, Reinforcing Service Quality through Service Recovery and
Service Guarantee, Measurement and Methods to increase Service Productivity, Basic

169
Understanding of Data Envelopment Analysis and Scoring System, quality tools,
benchmarking, Quality improvement programs.
Module 5 Case Studies in Service Operations Management:(6 Hours)
Travel and tourism sector – Hotel, Airline, IT and communication sector – Information
technology, Telecom services, Healthcare sector – Hospital, Medical Transcription, Financial
Services sector – Insurance, Banking, Portfolio services, Educational services – Education,
Training.

References:
1. Successful Service Operations, Richard D Metters. Cengage Learning India Private
Ltd.
2. Service Operations Management – The total experience, DavidParker.
3. Service Management: Operations, Strategy, and Information Technology.
4. James A. Fitzsimmons, Mona J. Fitzsimmons – McGrawHill.
5. Robert Johnston, Graham Clark, “Service operations management: improving
service delivery”, Pearson Education, Third Edition.

170
 WAREHOUSE MANAGEMENT

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2330D 3 40 60 30 Elective

Course Outcomes
After the completion of the syllabus, the students were able to:
CO 1: Prepare a freight flow design in transportation.

CO 2: Design a warehouse management system for a firm.

CO 3: Design a layout for efficient warehouse storage.
CO 4: Analyze various provisions for warehouse automation.
CO 5: Measure warehouse efficiency using suitable model.

SYLLABUS
Module 1 Warehouse Operations:(7 Hours)
Receiving, put away, Order-picking, checking and packing, Shipping. -Cross Docking
Operations, Freight flow, design, trailer management.
Module 2 Warehouse Management System:(5 Hours)
Stock locator system, Supply chain execution system, Storage and handling equipment, Pallet-
storage, Bin shelving or static rack, Gravity flow rack, Conveyor-Sortation equipment’s.
Module 3 Layout of a Warehouse:(6 Hours)
Layout of a unit-load area – Labour, location of shipping and receiving. Space- layout and
carton – pick-from-pallet area, sortation, Layout of a piece- pick-from-carton area, Fast-pick
area- Estimating restocks, Quantity of stocks in Fast pick area, Size of the fast pick area,
Multiple fast-pick areas.
Module 4 Order Picking and Automation:(6 Hours)
Order- picking – Pick-path – The problem of pick-path optimization, Heuristic method of
generating short pick paths, pick-path optimization, Flow and balance - piece-picking by
“bucket brigade”. Order – assembly of bucket brigades, Automation warehouse- Carousels –
In Air Crane, AS/RS, HPT, Material Handling Equipment (MHE) – HPT, Pallet Jacks, BOPT,
Stacker, Reach Truck, Fort Lift, Electricity Table.

171
Module 5 Warehouse Performance Management:(6 Hours)
Measuring warehouse efficiency, activity profiling, ABC analysis, statistical analysis-
visualization. Benchmarking, performance measurement, ratio based benchmarking, aggregate
benchmarking.
References:
1. John J Bartholdi III & Steven T Hackman – Warehouse Distribution Science – Release
0.89, 1998, Revised August20 2011.
2. Arnold Tony. J. R, Chapman N. Stephen, Ramkrishnan R. V –Introduction to
Materials Management – Fifth Edition, Pearson Education.
3. P. Gopalakrishnan, Suderashan M – An Integrated approach to Materials
Management-Prentice Hall of India, New Delhi.
4. Mishra Rajendra- Materials Management- Excel Books, First Edition, New Delhi,
2012.
5. James A Topkins, Jerry D Smith Ware House Management Handbook, Second
Edition.

172
IT ELECTIVES

173
 AI FOR BUSINESS

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
IV PBA2331A 3 40 60 30 Elective

At the end of this course, students will be able to

CO 1: Summarise concepts of AI and its applications.
CO 2: Understand the fundamentals of Natural Language Processing.
CO 3: Understand the fundamentals of Natural Language Generation.
CO 4: Learn the fundamentals of search and data mining as AI processes.
CO 5: Learn the new trends in artificial intelligence.

SYLLABUS
Module 1 Introduction:(7 Hours)
Introduction to AI - Supervised vs unsupervised learning - Applications of AI in business,
Business challenges and opportunities to deployment of AI - Machine learning - Deep
learning - Deployment of AI solutions within your organization.
Module 2 Overview to Natural language processing (NLP):(6 Hours)
Natural language processing (NLP) - NLP pipeline - text to data - Applications of NLP -
Overfitting - Evaluation metrics. Decision trees - support vector machines - BOW - TD-IDF -
High dimensionality - Linear classifiers - Business challenges and opportunities to
deployment of NLP - Opportunities for deployment of NLP within your organization,
Convolution Neural Networks.
Module 3 Introduction to natural language generation (NLG):(5 Hours)
Over view, Turing test, Difficulties in applying NLG, Application of NLG, Knowledge
structures and rules. Rules vs learning, Concept maps – web of data, Business challenges and
opportunities for deployment of NLG, Opportunities for deployment of NLG within your
organization.
Module 4 Fundamentals of Search and Data Mining as AI Processes:(6 Hours)
Search and recommendation systems, Internet search, page rank, knowledge graph, Ethical
implications and responsibilities. Applications of data mining, Personalization, Micro-
segmentation, unsupervised learning, Evaluation metrics, K-means clustering.
Customer database, Business challenges and opportunities for deployment of data mining,
Opportunities for deployment of data mining within your organization.

174
Module 5 Trends in Artificial Intelligence:(6 Hours)
Computer vision - Applications. Facial recognition. Driverless cars, Medical imaging,
Reinforcement learning, Augmentation vs automation. AI heat map, AI canvas, mixed reality,
IoT, AI as a service, Ethics of AI deployment.

References:
1. Stuart Russell and Peter Norvig, Artificial Intelligence – A Modern Approach (3rd
Edition).
2. James V Stone, Artificial Intelligence Engines: A Tutorial Introduction to the
Mathematics of Deep Learning.
3. Denis Rothman, Artificial Intelligence by Example.
4. Chandra S.S.V, Artificial Intelligence and Machine Learning.
5. Tom Taulli, Artificial Intelligence Basics: A Non-Technical Introduction.
6. Neil Wilkins, Artificial Intelligence: An Essential Beginner’s Guide to AI, Machine
Learning, Robotics, The Internet of Things, Neural Networks, Deep Learning,
Reinforcement Learning and Our Future.
7. Deepak Khemani, A First Course in Artificial Intelligence.
8. Mariya Yao, Adelyn Zhou, Marlene Jia, Applied Artificial Intelligence: A Handbook
for Business Leaders.

175
 CYBER SECURITY

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
IV PBA2331B 3 40 60 30 Elective

Course Outcome
Upon finishing the syllabus, the students are able to:
CO 1: Understand the different Security Threats and Vulnerability.
CO 2: Identify the security services and mechanisms.
CO 3: Identify various system security mechanisms.
CO 4: Recognize the various network security techniques.
CO 5: Identify various Cyber Laws and Standards.

SYLLABUS
Module 1 Overview of Security Threats and Vulnerability:(5 Hours)
Overview of Security Threats -Types of attacks on Confidentiality, Integrity and Availability.
Vulnerability and Threats, Malware- Viruses, Worms, Trojan horses.
Module 2 Information Security Concepts:(6 Hours)
Information security issues, goals, Security Services and Mechanisms. Introduction to
Cryptography - Network security model, Cryptographic systems, Cryptanalysis,
Steganography. Types of Cryptography - Symmetric key and Asymmetric Key Cryptography,
Encryption and Decryption Techniques.
Module 3 System Security:(6 Hours)
Desktop Security, Programming Bugs and Malicious code, Database Security, Operating
System Security - Designing Secure Operating Systems, Disaster Recovery, Digital Signature.
Module 4 Network Security:(6 Hours)
Network Security Model, Network Security Threats, Firewalls - Overview, Types, Features,
User Management, Intrusion Detection System and Intrusion Prevention System. Email
security- PGP and SMIME, Web Security - Web authentication, Injection Flaws.
Module 5 Cyber Laws and Standards:(7 Hours)
ISO 27001, Cyber Law (Information Technology Act, 2000), International Standards
maintained for Cyber Security – International law for Cyber Security, Security Audit,
Investigation by Investing Agency, Cyber Security Solutions, Computer Forensics.

176
References
1. John Robertson, Ahmad Diab, Ericsson Marin, Eric Nunes, VivinPaliath, Jana
Shakarian, Paulo Shakarian, DarkWeb Cyber Threat Intelligence Mining Cambridge
University Press, 2017.
2. Dr. Farooq Ahmad, Cyber Law in India, Allahbad Law Agency- Faridabad.
3. J.P. Sharma, SunainaKanojia, Cyber Laws.
4. Harish Chander , Cyber Laws and IT Protection.
5. William Stallings, “Cryptography and Network Security”, Pearson Education/PHI,
2006.
6. Gupta Sarika, “Information and Cyber Security”, Khanna Publishing House, Delhi.
7. Nina Godbole, “Information System Security”, Wiley.
8. Bothra Harsh, “Hacking”, Khanna Publishing House, Delhi.
9. The basic of Hacking and Penetration testing, second edition on ethical hacking and
penetration by Patrick Engebretson.
10. The web application hackers handbook and LAB manual by Wiley.

177
 SOFTWARE PROJECT MANAGEMENT

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
IV PBA2331C 3 40 60 30 Elective

Course Outcome
After completing the course, the students shall be able to:
CO 1: Understand the conventional methods of software management.
CO 2: Apply various models in the development process of a software.
CO 3: Analyze the progress of a software project plan though various modeling methods.
CO 4: Evaluate a software development team.
CO 5: Formulate the design and implement information system with effectiveness and
efficiency.
SYLLABUS
Module 1Introduction: (5 Hours)
Software engineering and management: Functions of management, need for software
management, Conventional software management, Evolution of software Economics,
Improving software Economics, conventional and modern software engineering.
Module 2 Software Development as a Process:(6 Hours)
Building the software development team - Team building as a process, The Apollo syndrome,
Management Styles. A maturity model for software project management, Process of team
building. Developing and maintaining project plan – Software development plan, using the
work break down structure, optimizing the project plan using the design structure matrix, risk
management.
Module 3 Management Methods and Technology:(6 Hours)
Selecting a software development life cycle model – the software quality life cycle, modeling
process, life cycle models, selecting a software development life cycle. Modeling the target
system – requirements modeling methods, requirements analysis using self-interaction
matrices, Real-time systems. Estimating project size, cost and schedule – costing and sizing
software projects, software lifecycle management, 3D function point method, cost variance
method. Tracking the software project plan – tracking schemes, Earned Value Management
(EVM), precedence diagramming for cost and schedule control, tracking remedial action.

178
Module 4 Managing Software Professionals:(7 Hours)
Improving team performance – basics, relative importance of 169 workplaces, models of
motivation, managing high performance teams. Evaluating software development team –
classic techniques for valuating individuals. Strategy Based Evaluation methods (SEM), the
SEM process, traditional performance evaluation methods, evaluating the software
development team.
Module 5 Future of Software Management:(6 Hours)
Modern project profiles, Next generation software economics. Modern process transitions
Agile, SCRUM approaches of project management, Reactive programming, Micro services,
Quantum Computing, Server less / lambda.

References:
1. Lawrence J Peters. Getting results from software development teams, Microsoft Press.
2. Walker Royce Software Project Management, Addison-Wesley.
3. Sanjay Mohapatra, Software Project Management, Cengage Learning.

179
 DATA MINING

Semester Course Credits Marks Instructional Type of

Code Hours Course
CA SEA
IV PBA2331D 3 40 60 30 Elective

Course Outcome
Upon finishing the syllabus, the students are able to:
CO 1: Understand the different data warehouse architectures and models.
CO 2: Identify the use of data mining in different business applications.
CO 3: Analyze various clustering techniques for data mining.
CO 4: Recognize the various data mining techniques.
CO 5: Identify Advanced Mining Techniques.

SYLLABUS
Module 1 Introduction to Data Warehousing:(6 Hours)
Data Warehousing - Data Warehouse Architecture Fundamentals, Approaches to
Architecture- Top-down, Bottom-up, Data Warehouse Design, Technical and Business Meta
Data- Meta Data Process, On-line Transaction Processing (OLTP), Online Analytical
Processing (OLAP) Architecture.
Module 2 Business Context of Data Mining:(7 Hours)
Data Mining for Process Improvement- Data Mining as a Research Tool, Data Mining for
Marketing, Data Mining for Customer Relationship Management.
Module 3 Classification and Clustering:(6 Hours)
Clustering Paradigms- K-means Clustering Algorithm- Hierarchical Clustering-Categorical
Clustering Algorithm.
Module 4 Data Mining and Tools of Datamining:(6 Hours)
Data Mining- Architectural Aspects of Data Mining-Data Mining Techniques- Data Mining
Issues and Challenges. Datamining tools - Decision Trees-Neural Networks-Genetic
Algorithms - Rough Sets - Fuzzy Logic.
Module 5 Advanced Mining Techniques:(5 Hours)
Web Mining- Web Content Mining - Web Usage Mining - Mining for e-Business - Text
Mining.

180
REFERENCES
1. Jaiwei Ham and Micheline Kamber, Data Mining concepts and techniques, Kaufmann
Publishers.
2. Arun K Pujari, Data Mining Techniques, University Press.
3. W. H. Inmon, Wiley, Building the Data Warehouse, Dreamtech India Pvt. Ltd.
4. Sam Anahory and Dennis Murray, Data Warehousing in the Real World, Pearson
Education Asia.
5. Margaret H Dunham, Data Mining Introductory and advanced topics, Pearson
Education.

181
 VIVA VOCE II

Course Marks Instructional Type of

Semester Code Credits
CA SEA Hours Course

IV PBA2332 2 - 100 - Core

Course Outcomes
The students shall be able to:
CO 1: Illustrate the integrated understanding of the knowledge gathered from the various
courses in the third and fourth semester.
CO 2: Demonstrate current knowledge about the industry.
CO 3: Assimilate information from different domains and show capability to apply it to
managerial decision making.
CO 4: Demonstrate professional communication skills.
CO 5: Demonstrate their ability to reflect, synthesize and think critically.

Course Description
At the end of fourth semester there shall be a Viva Voce which encompasses all the courses
covered during the first and second semester. The objective of this assessment is to examine
the ability of student in applying the concepts in a business situation. The Viva Voce shall be
evaluated by a panel of two faculty members of the department.
Parameters for Evaluation
Ability to analyse a business case and apply the business principals to solve:50 Marks
Industry knowledge & current affairs: 25 Marks
Communication skill: 25 Marks
Total: 100 Marks

182
 INTERNSHIP
Course Marks Instructional Type of
Semester Code Credits
CA SEA Hours Course
PBA2333 Audit
IV - - - -
Course

Course Outcome
Students will be able
CO 1: To provide the participants elements of experiential learning pertaining to managerial
functions.
CO 2: To provide short term training on managerial skills and application of management
concepts.
CO 3: To analyze an industry by using standard procedure and understand the status of the
business.
CO 4: To expose the MBA participants to the business world and make them understand how
various managerial functions are performed in an organization.
CO 5: To develop work habits and attitudes necessary for job success.
Course Description
At the end of the fourth semester, all students need to undertake an internship as an Audit
Course (pass/fail) for a period of 4 weeks. They can select any reputed National or
International organization, where they can get practical experience in various functional areas
of Management. The organizations either from manufacturing or services sectors may be
selected by the students for internship. PSUs, Organizations in Co-operative Sector, SMEs,
Private and Public Limited firms may be selected.
Guidelines for Report Submission and Evaluation
 The candidates shall submit weekly working reports of Internship through e-mail to
the Faculty Guide.
 The Report shall be assessed as part of continuous evaluation. A separate rubric for
evaluating the internship report shall be decided in the department council and the
same shall be communicated to students.
 The Internship Reports shall be typed in “Times New Roman” font by using 12 font
size with 1.5 spacing. All chapter headings shall be in font size 14 in bold. All main
headings shall be in font size 12 in bold and all sub-headings are to be in 12 font size.
The cover page of the Report shall be in white with color / black & white printing with
college emblem.
 The candidates are required to submit a soft copy of draft reports to the Faculty Guide
within the stipulated date. Faculty Guide, after corrections and suggested changes,
shall direct the candidates to submit the Report in the prescribed format as a PDF File.
 The candidates are also required to take one hard copy of the Internship Report with
the completion certificates from the Organization and the College. The hard copy of
the Report has to be signed by the Faculty Guide, and the Director.
 Internship report submission and qualifying the Viva Voce is a mandatory requirement
for obtaining the MBA Degree.

183
 D. ANNEXURE I
MODEL QUESTIONS

184
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2301 Principles of Management (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A In the recently held board meeting of a software development company, the top
management has raised few concerns that the company is facing. There is a huge
increase in the number of customer complaints. Clients are complaining about the
deterioration of quality in the product as well as service.Competitors are coming up
with superior products and service. There is a lack of continuity as the employee
turnover is very high. There is no cooperation among the team members and inter
team conflicts are also on the rise.
Please enact the role of the representative of Behavioral school of thought as well
as systems school of thought and write down five suggestions each for improving
the performance of the company. (CO1:12 Mark)
OR
I.B Identify 3 job titles in different levels from an industry of your choice and elaborate
how managerial roles and skills vary in all the three levels. (CO1: 12Marks)
BUNCH II
II.A You have just been assigned to work with a strategy team in an aviation
company to predict issues and opportunities that might be expected for the next 2
years. Which planning tools will you adopt for prediction? (CO2: 12Marks)
OR
II.B Entrepreneurs must be strategic thinkers in order to develop the plans and
objectives necessary to start a business that will last. Imagine you are starting
restaurant business in Kuttikkanam . Prepare a short-term plan as well as a long
term plan for the firm. (CO2: 12Marks)
BUNCH III
III.A A company has four major divisions – Production, Personnel, Finance, and
Marketing. Each division is headed by a divisional manager designated by the
general manager. Each general manager reports to the managing director who in turn
reports to the chief executive officer of the company. The company has spread its
offices in different geographical areas – south, east, north, and west. The managers
of southern and eastern regions have further diversified their operations into
consumer and industrial use of its products while the other two regions meet only
industrial demand for their products.
1. Prepare an organization chart for this organisation.

185
 2. Describe the basis for preparing this chart. (CO3: 12Marks)
OR
III.B Pick a business that you are familiar with, and draw their existing organizational
chart. Construct an alternative organizational chart and comment on why it may be
more effective than the current organizational structure and what risks that new
structure may have. (CO3: 12Marks)
BUNCH IV
IV.A Ritesh is Vice President (finance) in a company having more than 5,000 employees
on its rolls. He had been working as a finance manager in a multinational company.
He is highly ambitious, bold, and courageous in his approach. He is result-oriented
and practical in his approach. He does not respect rules and formalities and moves
in a direct manner adopting shortcuts. He seeks a high degree of compliance with
orders and instructions given by him. The use of rationality and intellect is on the
low side and his decisions are based on intuition. But in this new company, most of
the middle-level managers are equipped with knowledge of modern management.
They are unhappy with the working style of the vice president of finance.
a. Analyze the leadership style is being used by Ritesh and how is different
from other styles of management?
b. Give suggestions to improve the working style being followed by Ritesh
(CO4: 12Marks)

OR
IV.B XYZ limited company has recently diversified its business into the insurance sector.
Committed, motivated, and capable employees are very instrumental to the success
of any organization in this sector. XYZ limited plans to recruit high quality
employees and agents and exercise effective direction to capture the market.
Formulate an appropriate supervision model for the company to lead and motivate
its employees and agents effectively. (CO4: 12Marks)
BUNCH V
V.A Esha is the production Manager of Kens Toy manufacturing company and she has
noticed that the customer rejection of the product is more. What are some of the
control mechanisms Esha can adopt in the organization in order to reduce similar
issues in the future? (CO5: 12Marks)

OR
V.B Savita has been assigned the job of a production controller. She knows this is a
tough job but she also realises the importance of it. Her daily routine is to send an
alarm to the manufacturing department about the deviations in the number of units
produced so that the target of the day could be achieved. This helps the whole
department to focus on its main plan of action. If you are Savitha how will you
apply the control techniques to ensure the productivity of the organization
(CO5: 12Marks)

186
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2302 Business Communication (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Meera went to Japan with a dream of expanding her business overseas. She
expressed to me how challenging and frustrating it was to get things done on
time and to get feedback from her local team. She said she would ask her
Japanese staff to do certain tasks and they would always agree only to disappoint
her by not meeting her expectations and deadlines. When I asked Meera about
her interactions with staff outside of work, she said that she refused to mix work
with pleasure. She normally grabbed lunch alone and ate it at her desk so that she
could continue working. After listening to Meera, it was clear to me that she had
no idea how different her American cultural behaviors were from the Japanese
and how it was deterring her from launching a successful business in Japan. After
12 months, Meera quits the job and returned to San Francisco.
1. Analyse whether cross-cultural barriers are a serious concern among
working employees
2. If you were in Meera's position, how would you have solved this issue
(CO1:12 Marks)
OR
I.B You are a senior executive in an MNC, that has offices in major cities of the world
like Bombay, London, New York, Beijing, Jakarta, Tokyo, and many others. The
organization manufactures and distributes electronic gadgets to local and
international clients, The number of customers to whom it caters is more than 1
million. The workforce of the MNC is 5000 employees worldwide. The head
office is based in Tokyo. Serving such a massive clientele, the organization is
facing several communication challenges, including:
A. Ineffective use of social media such as blogs, wikis, and social
networks to support teams in sharing ideas, building knowledge bases,
and task management.
B. Lack of quality feedback from clients on ways to improve product quality and
service delivery
C. Misunderstandings and lack of trust based upon intercultural
communication issues in differentcontexts.
Your manager has asked you to develop strategies and plans to improve
communication at all levels. Q1. Discuss elaborately the communication barriers
that they are facing.
Q2. To overcome these barriers, what strategies will you undertake in order to

187
 improve organizational communication? (CO1:12 Marks)
BUNCH II
II.A Mr.Kiran is the executive trainee of IFC Company, an Indian conglomerate
company headquartered in Kolkata. ITC has a diversified presence across
industries such as FMCG, hotels, software, packaging, paperboards, specialty
papers, and agribusiness. The annual meeting was planned and Mr.Kiran was
made in charge of taking the presentation on last year's sales report and the
upcoming plans of the company. As a senior sales executive, how can you
guide him in preparing for the presentation? (CO2:12 Marks)

OR
II.B Ms.Sera John, Manager of S&S Company enters the meeting hall. As soon as
the discussion started, her subordinates were exhibiting the following body
language:
 Nose touching
 Rubbing the back of the ear Neck scratch
 Listener begins to use their hand to support their head
 Drumming the fingers on the table

Was the communication between the manager and the subordinates effective or
not? Substantiate your views. (CO2:12 Marks)
BUNCH III
III.A Write any two of the following letters
a) Write a Job Acceptance letter with reference to the appointment
letter for the post of anAccountant.
b) Draft a letter of resignation addressed to the Manager, Shivaji Cotton Mills.
c) Write a Sales letter to promote the sale of a Washing Machine.
d) Write a letter of inquiry to wholesale readymade garment showrooms
asking for their price list,catalog, and other information. (CO3:12 Marks)
OR
III.B Draft the minutes of the meeting held by the management of a school, to
discuss disciplinary issues. Also as the staff secretary, prepare the agenda for
the next meeting to be conducted to discuss the management fest scheduled
for the next month. (CO3:12 Marks)

BUNCH IV
IV.A A major bus mishap that left several people seriously injured took place at
Nicholas Road, Nungambakkam, Chennai. Luckily no life was lost. Collect the
information from the eyewitnesses and write a report to ‘The Nungambakkam
Times’. You are a press reporter. (CO4:12 Marks)

188
 OR
IV.B As the marketing chief of Raymond Garments, you visited Europe to explore the
possibility of entering the European market. You found that the company’s
garments were criticized for dull colors and a limited range of sizes. Write the
executive report to the company’s directors, recommending the changes to be
made in the product design to enable entry into European markets.
(CO4:12 Marks)
BUNCH V
V.A You are an MBA student at Mary College. You are supposed to prepare a job
application for the jobdescription and other details sent by the company.
Sales executive -Strive Fitness
About Strive Fitness
With five locations around the Midlands, Strive Fitness is focused on making
people happier and healthier. We cater to people of all ages and will be able to
find the gym membership that’s right for you. Whether you’re looking to lose
weight or simply be more active, our team at Strive Fitness can help.
About the role
We are looking for an engaging sales executive to help grow memberships across
our gyms. You will report to the sales manager and take responsibility for locating
prospective clients and bringing them into the Strive Fitness family.
Responsibilities
 Generating new sales opportunities by approaching walk-ins, cold
calling, and networking Contacting prospective customers who have
sent inquiries, and converting them to members Conducting gym tours
for prospective members and suggesting suitable membership options
Delivering consistent levels of new member sign-ups to the gym.
 Organizing open-day events where members of the public can
tour the gym facilities Preparing regular reports for the sales
manager summarising progress against KPIs Working closely
with the marketing and events teams to leverage existing
opportunities
Location & commitments
Permanent, full-time position based in Strive office Flexible working hours
based on client meetings Travel required across our five sites
Candidate requirements
 Proven experience in a customer-facing role – preferably sales aligned
Friendly and outgoing personality
 Interest in the health and fitness industry
 Driver’s license and access to own transport beneficial
If you have a passion for the fitness industry and want to help more people achieve

189
 their personal wellness goals, send your resume and cover letter to Jane Martin at
[email protected] (CO5:12 Marks)

OR
V.B Respond to the following advertisement as an applicant.

”Required Marketing Executives for a computer software company. Minimum 2

years of sales/marketing experience. Knowledge of computer programming is
essential. Good command of English. Must be willing to travel extensively.”
(CO5:12 Marks)

190
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2303 Economics for Managers (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A “The health protocols such as physical distancing, wearing of face mask or
washing of hands are not adhered to by the community at large, consumers that
leave their home are more likely to contract COVID-19 or other types of
transmittable diseases (World Health Organization, 2020). However, these covid
protocols have somehow helped the food delivery business. Meal delivery
services saw massive growth for ordering food to eat at home to keep serving
customers”.
a. Illustrate how the firms addressed the concept of ‘ends and scarce means
and basic economic questions during the pandemic.
b. Develop a plan for one meal delivery firm focusing on the requirement of the
factors of production. (CO1:12 Marks)
OR
I.B “XYC restaurant is a reputed firm that started its functioning in 2000. They were
enjoying a decent level of profit for several years. However, last two years, the
firm experienced just a mere margin of profit to cover its operating expenses. The
Management has decided to undergo it meticulously to understand what went
wrong”.
a. Illustrate the application of Managerial Economics. Elaborate the Marginal
and Incremental Principles in the given scenario?
b. Prepare with the possible reasons for the low margin Profit of XYC
restaurant and provide suggestions to improve. (CO1:12 Marks)
BUNCH II
II.A “Fuel prices continue to soar across India as petrol price in the national capital
clocked Rs 93.31 per litre, while it touched Rs 101.52 per litre in Mumbai”
(Economic Times, 2021).
a. Illustrate the functioning of the fuel market with an Equilibrium price of
101.52 per litre and explainthe concepts of surplus and shortage
b. Critically Examine the price elasticity of the necessity good petrol in
response to the automobile demand. (CO2:12 Marks)
OR
II.B “Leading AC manufacturers such as - Voltas, Daikin, LG, Panasonic, Haier, Blue
Star and Samsung are betting on high double-digit growth this year even as they
are firming up plans to increase prices of residential air conditioners by 5 to 8%

191
 before the crucial summer season starts and continuance of work from home.”
(Livemint, 2021). Conversely, the manufacturer with lower costs of production
will always be able to produce more and supply more of a product than those with
higher costs.
a. Establish the relationship between the supply of a commodity & the cost of
producing a commodity. Sketch the elements of cost considered while
selling room Air Conditioners.
b. Illustrate how producers determine surplus from selling room Air
Conditioners. (CO2:12 Marks)

BUNCH III
III.A “The process of manufacturing rubber tyres is complex and capital-intensive. As
a result, facilities that produce rubber tyres tend to be specialized and produce
only tyres”. (Bradley, 2000). MNN company manufactures tyres. However,
they unable to control the input combination and cost of production
a. Apply the production function theory and exemplify the law of
returns to scale in the givenscenario.
b. Illustrate how the producer secure producer’s equilibrium with the least
cost combination. (CO3:12 Marks)
OR
III.B In a production function, the relative importance of labour and capital to a specific
business is describedbroadly in terms of their "intensity".
a. Critically examine the labour-intensive and capital-intensive methods
of production in Farm Business.
b. Demonstrate the least-cost combination of labour and capital in the
production process which helps the firm for profit maximisation in
mechanised farming. (CO3:12 Marks)
BUNCH IV
IV.A “The all-India average retail price of tomato has been on the rise from the end of
September 2021 due to unseasonal rains. As on November 25, the average price
of tomato was Rs 67/kg which is 63 per cent higher than that of last year,”
(Business Standard, 2021).
a. Illustrate how Agriculture Industry is considered as a perfect competition
market structure?
b. Demonstrate how Price, Output and Profit are determined under this market
structure in the short run considering the unpredictable seasonal variations.
(CO4:12 Marks)

OR
IV.B “The theory of perfect competition under the market structure assumes
homogeneity of products in the market, but diversity, heterogeneity or
differentiation of the products is now the rule rather than the exception.”
(Smith, 1995).

192
 a. Differentiate the market structure characteristics and examine the relevance
of “free entry and exitof firms”.
b. Use appropriate examples and narrate the concept of homogenous and
differentiated products inthe industry. (CO4:12 Marks)
BUNCH V
V.A “Unlike many other countries, we opted for a series of medium-sized packages
during the pandemic so that we could calibrate and target our response according
to an evolving situation. Once the health situation stabilised, and the lockdown
was being slowly lifted, we switched to ramping up Government spending so as
to revive domestic demand…….” (Union Budget- Feb 2021)
a. Sketch the type of government policy initiative for reviving the Indian
economy.
b.Demonstrate government spending stimulates economic growth in the current
economic scenario. (CO5:12 Marks)
OR
V.B “The Monetary Policy Committee (MPC) have suggested that the rate panel
may increase the repurchase rate (repo rate) by almost 25-35 basis points (bps).
In an urgency to moderate further increase in general price level in the coming
months and slip below six per cent by the end of the fiscal year” (Economic
Times, 2022)

a. Discuss the type of Monetary policy used in the given scenario.

b. Demonstrate how it stimulates the economic stability in our country.
(CO5:12 Marks)

193
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2304 Accounting for Managers (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Imagine you are running a pet shop in a town. Identify at least 10 transactions and
post them into ledger and prepare final accounts. (There should be transactions
related to all the account heads including Assets, Liabilities, Capital, Income &
Expense) (CO1:12 Marks)
OR
I.B From the following, prepare final accounts after
considering the adjustments: Dr. Cr.
Particulars Rs. Particulars Rs.
Purchases ₹ 16,000 Sales ₹ 30,000
Wages ₹ 6,500 Capital ₹ 10,655
Discount ₹ 1,300 Loan & Interest ₹ 3,050
Sundry
Salaries ₹ 2,000 Creditors ₹ 2,100
Travelling expense
₹ 500
Carriage inward
₹ 275
Insurance ₹ 150
Commission ₹ 325
Rent & Rate ₹ 500
Cash in hand ₹ 25
Cash at bank ₹ 2,725
Repairs ₹ 300
Sundry
expenses ₹ 55
Mortgage
interest ₹ 150
Building ₹ 4,000
Machinery ₹ 1,500
Horse & Cart ₹ 500
Opening Stock ₹ 5,750
Sundry Debtors ₹ 3,250
₹ 45,805.00 ₹45,805.00
Adjustments:

194
  Rent & rate unexpired Rs. 30
 Depreciation on building Rs. 2.5%, machinery 5 %, horse & carts at
7.5%Bad debts amounting to Rs. 150
 Liability for insurance Rs. 20
 Discount on debtors & creditors a t2.5% (CO1:12 Marks)
BUNCH II
II.A Prepare a comparative income statement and comparative balance sheet using
imaginary figures. After the preparation, you are also required to interpret the
changes that happened to the figures whichcan either be increase or decrease.
(CO2:12 Marks)
OR
II.B The income statements of a concern is given for the year ending on 31st Dec 2020
and 2021.Prepare acomparative income statement and interprets the changes.
Particulars 2020(Rs 2021(Rs
in.000) in.000)
Net sales 785 900
Cost of goods sold 450 500
Operating expenses

General and 70 72
administrative expenses

80 90
Selling expenses
Non-Operating Expenses

Interest paid 25 30

Income-tax 70 80

(CO2:12 Marks)

BUNCH III
III.A Comment on the liquidity and solvency position of PPX Ltd. using the following
balance sheet:
Liabilities Rs. Assets Rs.
Equity Capital ₹ 6,00,000 Plant ₹ 5,50,000
General Reserve ₹ 40,000 Land ₹ 1,20,000
Preference capital ₹ 1,50,000 Building ₹ 50,000
Debentures ₹ 1,00,000 Stock ₹ 50,000
Long term loans ₹ 50,000 Bills recievable ₹ 45,000
Bank Overdraft ₹ 12,000 Motor car ₹ 57,000
Rent Outstanding ₹ 1,000 Cash in hand ₹ 34,000
Short term loan ₹ 13,000 Cash at bank ₹ 44,500

195
 Creditors ₹ 16,000 Prepaid insurance ₹ 15,500
Bills payable ₹ 15,500 Short term investment ₹ 34,000
Salary O/S ₹ 2,500
₹ 10,00,000 ₹ 10,00,000

EBIT = Rs. 6,50,000 (CO3:12 Marks)

OR
III.B There are two balance sheet given pertaining to two companies. You are
required to analyze the liquidity position of both companies and suggest which
company would perform better in the short run.
Liabilities Rs. Assets Rs.
₹
Creditors 10,000 Sundry Debtors ₹ 25,000
₹
Bills Payable 5,000 Stock ₹ 50,000
Bank ₹
Overdraft 50,000 Prepaid Insurance ₹ 30,000
Salaries ₹
Outstanding 10,000 Prepaid Wages ₹ 45,000
₹
Creditors 3,500 Bills receivable ₹ 15,000
Accounts ₹ Commission earned but
Payable 6,500 not received ₹ 5,000
Proposed ₹ ₹
Dividend 30,000 Furniture 1,50,000
₹
Equity capital 40,000 Plant ₹ 85,000
Long term ₹
loans 1,00,000 Land ₹ 50,000
Preference ₹
Capital 2,00,000

₹ ₹
4,55,000 4,55,000

Liabilities Rs. Assets Rs.

₹
Creditors 40,000 Sundry Debtors ₹ 25,000
₹
Bills Payable 7,000 Stock ₹ 50,000
Bank ₹
Overdraft 40,000 Prepaid Insurance ₹ 30,000
Salaries ₹
Outstanding 15,000 Prepaid Wages ₹ 45,000

196
 ₹
Creditors 5,000 Bills receivable ₹ 15,000
Accounts ₹ Commission earned but
Payable 10,000 not received ₹ 5,000
Proposed ₹ ₹
Dividend 1,50,000 Furniture 4,00,000
₹ ₹
Equity capital 3,50,000 Plant 2,00,000
Long term ₹ ₹
loans 4,00,000 Land 2,80,000
Preference ₹
Capital 33,000

₹ ₹
10,50,000 10,50,000
(CO3:12 Marks)

BUNCH IV
IV.A From the following data calculate:
a. Material cost variance
b. Material price variance
c. Material usage variance

Product Standard Standard Actual Actual price

Quantity(Units) Price Quantity(Units)
A 1,100 2.20 1,200 2.50
B 1,600 3.50 1,500 4.00
C 2,200 3.60 2,500 4.00
(CO4:12 Marks)
OR
IV.B You are working as a cost accountant in a company. You are required to do a
presentation on CVP analysis by comparing sales and profit of a company for
two years. The analysis should include PV ratio, Fixed cost, Breakeven point,
Profit at a given level of sales & sales to earn a required profit. Youhave to place
values to find out each item. (CO4:12 Marks)
BUNCH V
V.A Prepare a Flexible Budget using the following information at 80% capacity & 100 %
capacity
 Production at 50 % Capacity = 5000 units
 Raw materials = Rs. 80 per unit
 Direct labour = Rs. 50 per unit
 Direct expenses = Rs. 15 per unit
 Factory expenses = Rs. 50000 (50% fixed)
 Administration expenses= Rs.60000 (60% variable) (CO5:12 Marks)

197
 OR
V.B You are appointed as the finance and cost accountant in a company where the
levels of production changes from time to time. You are required to prepare a
proforma flexible budget to accommodate costs at 70% & 90% capacity using
imaginary figures. (It should contain direct material, direct labour, direct expenses,
fixed and variable factory & administration overheads). (CO5:12 Marks)

198
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2305 Quantitative Techniques for Decision Making (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A . During the 10 weeks of a session, the mark obtained by two candidates,
Ramesh and Suresh, takingthe Computer programme course are given below:

Ramesh 58 59 60 54 65 66 52 75 69
Suresh 87 89 78 71 73 84 65 66 56

(i) Who is the better scorer – Ramesh or Suresh?

(ii) Who is more consistent? (CO1:12 Marks)

OR
I.B The shareholders Research Centre of India has conducted recently a research-
study on price behavior of three leading industrial shares, A , B and C for the
period of 1979 to 1985, the results of which published as follows in its
Quarterly Journal:
Share Average Standard Current Selling
Price deviation price
A 18.2 5.4 36.00
B 22.5 4.5 34.75
C 24.0 6.0 39.00
(a) Which share in your opinion, appears to be more stable in value?

(b) If you are the holder of all the three shares, which one would you like to
dispose of at present, and why? (CO1:12 Marks)
BUNCH II
II.A Three members have been nominated for the office of president of a private
club. The probability that Mr. Ram will be elected is 0.30, that Shyam will be
elected is 0.50 and that Mr. Hari will be elected is
0.20. Should they be elected, the probabilities for an increase in membership fees of
the club are 0.80,
0.10 and 0.40 for Ram, Shyam and Hari respectively. If someone is delaying
his decision to join the club for several weeks, fearing an increase in the
membership fee. Estimate the probability that Mr. Hari was elected president
of the club. (CO2:12 Marks)
OR

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II.B A man wants to marry a girl having qualities: white complexion- the probability
of getting such a girl is one in twenty; handsome dowry- the probability of
getting this is one in fifty; westernized manners and etiquettes – the probability
here is one in hundred. Estimate the probability of his getting married to such a
girl when the possession of these three attributes is independent
(CO2:12 Marks)
BUNCH III
III.A In an intelligence test administered to 1000 students, the average score was
42 and the standard deviation was 24. Estimate
a. The number of students exceeding a score of 50
b. The number of students lying between30 and54(CO3:12 Marks)

OR
III.B The mean and standard deviation of the wages of 6000 workers engaged in a
factory are Rs 1200 and Rs 400 respectively. Assuming the distribution to be
normally distributed, estimate
i. Percentage of workers getting wages above RS 1600
ii. Number of workers getting wages between Rs 600 and Rs 900
CO3:12 Marks)
BUNCH IV
IV.A Below are given the gain in weights in kg of cows fed on two diets X and Y
Diet 25 32 30 32 24 14 32
X
Diet 24 34 22 30 42 31 40 30 32
Y
Test at 5% level, whether the two diets differ as regards their effect on mean
increase in weights. (CO4:12 Marks)
OR
IV.B A certain type of pesticide is packed into bags by a machine. A random sample
of 10 bags is drawn and their contents are found to weigh ( in kgs) as follows:
50,49,52,44,45,48,46,45,49,45. Test if the average packing can be taken to be
50 Kg. (CO4:12 Marks)
BUNCH V
V.A In 1996 a firm began downsizing in order to reduce its costs. One of the results
of these cost-cutting measures has been a decline in the percentage of private
industry jobs that are managerial. The following data show the percentage of
females who are mangers from 2013 to 2020.
Year : 2013 2014 2015 2016 2017
2018 2019 2020
Percentage: 6.7 5.3 4.3 6.1 5.6
7.9 5.8 6.1
(a). Develop a linear trend by the method of least squares

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 (b). Estimate the percentage of females who will be managers in 2024

(CO5:12 Marks)

OR
V.B Estimate Spearmans Rank Correlation Coefficient between advertisement
cost and sales from the following data
Advertisem 39 65 62 90 82 75 25 98 3
ent 6
Cost
Sales 47 53 58 86 62 68 60 91 51
(CO5:12 Marks

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 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2306 Legal Environment of Business (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A A agrees to a sum of Rs 500000 to construct for B a building, according to plans
and specifications. When A has completed half the work he threatens to quit
unless B agrees to pay him an additional Rs 50000. B so promises. A completes
the work and asks for the additional sum. Analyze the case and list out the
essential elements of offer and acceptance and enumerate the Modes of
Revocation of offer and acceptance (Sec 6). (CO1:12 Marks)
OR
I.B Tomin, a wine merchant, contracts to sell Suvin five dozen bottles of a particular
brand of champagne. At the time of the contract Tomins whole stock of wine had
been destroyed by fire, but he was not aware of this fact. Legal termination of the
contractual relationship between the parties always will give benefits. Analyze the
case and give legal advice to Suvin and Tomin based on sec (56, 39,62,63,37 and
38) for legal termination of contract. (CO1:12 Marks)
BUNCH II
II.A Adarsh agrees to buy a car from Rakesh by paying 200000 in cash and
100000 through EMI. Is it a valid contract of Sale? CO2:12 Marks)
OR
II.B Anamika agrees to buy a laptop from the shopkeeper by paying 30000 as cash
and 10000 through anexchange. Is it a valid contract of Sale? (CO2:12 Marks)
BUNCH III
III.A A cheque is drawn, payable at 50, Lucknow Road, Kanpur but does not
contain the name of the drawee. B who resides at 50, Lucknow Road, Kanpur
accepts the cheques. Is it a valid check? A cheque as “a bill of exchange drawn
on a specified banker and not expressed to be payable otherwise than on
demand.” Analyze the case and draw a specimen copy of the cheque and list out
the essential elements of valid cheques. CO3:12 Marks)
OR
III.B Mr. Sundar, a businessman in one of the metros, issued a cheque for Rs 100000,

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 in favor of Mr. Mohan a minor, who in turn endorsed in favor of Kumar, who in
turn endorsed in favor of Ratha. When the cheque was presented for payment, it
was dishonored by the banker. Analyze the case and identify the fundamental
legal liability of Mr.Sundar and Banker in this case. (CO3:12 Marks)
BUNCH IV
IV.A Veera, Meera, and Dheera started a cloth business in Bangalore on 1 st January

2019, for a period of five years. The business resulted in a loss of Rs 1000000 in
the first year, Rs 1500000 in the second year, and Rs 2000000 in the third year.
Veera, Meera, and Dheerawish to windup the company. Judge the case and
imagine you are a legal liquidator of a company, suggest the legal advice to Veera,
Meera,and Dheera. (CO4:12 Marks)
OR
IV.B Ram is a businessman who is aiming to start his business as a partnership with

Murali. Advise him the basic legal requirements to register the company as a
private ltd company. (CO4:12 Marks)
BUNCH V
V.A X’ company uses a trademark which is very similar to the Trade Marks of ‘Y’
company and starts selling its products successfully. The revenue of the ‘Y’
company has also decreased. What can ‘Y’ company do? State the remedies that
‘Y’ company can get from ‘X’ company. Investigate the case and recommend
company ‘Y’ about intellectual property registration. (CO5:12 Marks)
OR
V.B Akash, a reputed manufacturer of consumer goods advertised a scheme called
“Hidden treasure prize offer”, where prize coupons were placed inside some of
the bottles of the product, by which purchasers of the bottles, wherein coupons
are placed would get prizes. Analyze the case based on Sec 2 (1) (r) of the
consumer protection act and argue for unfair trade practice. (CO5:12 Marks)

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 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2307 Environmental Business Management (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Prepare the material for an environmental awareness program to teach the high
school students about the different environmental issues faced by Kerala and
solutions for them. (CO1:12 Marks)
OR
I.B On land, wild animals are being hunted to extinction for bushmeat, ivory, or
"medicinal" products. At sea, huge industrial fishing boats equipped with bottom-
trawling or purse-seine nets clean out entire fish populations. The loss and
destruction of habitat are also major factors contributing to a wave of extinction -
unprecedented in that it is caused by a single species: humans. The IUCN's Red
List of threatened and endangered species continues to grow. What are the
actions that can be taken by the government to stop the extinction of endangered
species? (CO1:12 Marks)
BUNCH II
II.A Prepare an environmental management system for the state of Kerala for
addressing the pressing issues related to the environment. (CO2:12 Marks)
OR
II.B India has urbanized (the shifting of the rural people to urban areas for better
living opportunities) at an unprecedented rate in the last 2 decades. This is
resulting in many environmental issues. If you were given a chance to solve this
negative impact of urbanization on the environment, how will you achieve it?
(CO2:12 Marks)
BUNCH III
III.A If you are an adviser to the finance minister of India, prepare a report for the
protection of the environment while keeping in mind the importance of
development for the country. (CO3:12 Marks)
OR
III.B Monorail Project in Thiruvananthapuram is a single-rail mass transit project of the
Government of Kerala having a route length of 28.4 km, connecting the towns of
Kazhakoottam and Balaramapuram in the Thiruvananthapuram district. Monorail
is a rail-based transportation system based on a single rail, which acts as its sole
support and guideway. What are the measures that can be taken by the
government to analyze how much environmental destruction will be caused by

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 this project and how to mitigate the impact? What are the steps that need to be
followed by the government/concerned agencies to prepare the impact report?
(CO3:12 Marks)
BUNCH IV
IV.A Prepare a plan to make your future business a green one. (CO4:12 Marks)
OR
IV.B Imagine you are attending an entrepreneurship business idea competition based
on the topic “green and sustainable business”. What idea will you be
presenting? Explain how that particular idea is environment-friendly. How it
will solve environmental issues. (CO4:12 Marks)
BUNCH V
V.A Imagine a very influential spiritual organization is constructing buildings inside the
buffer zone of a forest violating all the environmental laws and destroying the
environment. As a responsible citizen, what are the measures you would take to
protect the environment from these illegal constructions? (CO5:12 Marks)

OR
V.B Imagine your best friend is starting a new plastic plates and cups factory in
which the waste materials are dumped into the nearby river and the emission
from the factory is polluting the air.
1. What might be the various consequences of the environmental pollution caused
by this factory?
2. As an environmentalist, how will you convince your friend of the legal issues
involved in this?
3. What are the various actions your friend could take to make his factory and
products more environment friendly? (CO5:12 Marks)

205
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
First Semester
PBA2308 Organizational Behaviour (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Kerala Rubber Factory is a Tyre manufacturer that produces a wide range of
tyres. It specializes in two wheeler tyres, four wheeler tyres, and OTR tyres.
About 1200 employees are working in the organization in three different shifts.
Employees who exhibit positive and desirable traits usually get more career
growth and development opportunities. But management identified that some of
the employees having negative attitudes required more motivation and training.
So they have decided to analyze individual behaviour in the workplace. You are
instructed to help the management to identify the factors influencing employees’
behaviour at Kerala Rubber Factory. (CO1:12 Marks)
OR
I.B CEO of PGC Consultancy Services is worried about the ineffective training
provided to employees. Immediately after the training, PGC recorded an increase
of 25 % in employee performance. But, within a span of 3 months, they detected a
decrease of 25 % in employee performance.CEO has instructed the HR Head to
solve the issue. If you are the HR Head of the organization, how will you
manage the situation from the perspective of learning? (CO1:12 Marks)
BUNCH II
II.A Employees of PRK industries are not allowed to use smart phones inside the
organization, even during lunch breaks. Employees of SRK Industries used to
criticize the mobile policy of the management. In spite of the high salary, the HR
Department of PRK industries is struggling to attain the targets through employee
performance. If you are the HR Head of the organization, how will you manage
the situationfrom the perspective of motivation? (CO2:12 Marks)
OR
II.B Sharma Narang joined Apex Computers in November after a successful stint at
Zen Computers, where he had worked as an assistant programmer. Sharma felt
that Apex offered better career prospects, as it was growing much faster than
Zen, which was a relatively small company. Sharma joined as a Senior
Programmer at Apex, with a handsome pay hike. He joined Aparna Mehta's
five- member team. While she was efficient at what she did and extremely
intelligent, she had neither the time nor the inclination to groom her
subordinates. Sharma found himself thinking of Suresh, his old boss, and of
how he had been such a positive influence.

206
 a. What, according to you, were the reasons for Sharma's
disillusionment? Answer the question using Maslow's Hierarchy of
Needs.
b. What should Sharma do to resolve his situation? What can a team
leader do to ensure high levels of motivation among his/her team
members? (CO2:12 Marks)

BUNCH III
III.A Sipro is an Indian multinational information technology services and consulting
company with its headquarters in Mumbai. Mr. Raghu is the team leader for
project A and Ms. Reenu is the team Leader of Project B in this organization. Mr.
Raghu makes all the decisions on behalf of the team without taking any input or
suggestions from them. He holds all authority and responsibility. But Ms. Reenu
makes decisions based on the input received from team members and she holds
the final responsibility to make the decision. Analyze the various leadership style
followed by Mr.Raghu and Ms.Reenu and also identify how their styles affect the
employees. (CO3:12 Marks)
OR
III.B PCL Ltd. is one of the leading FMCG companies in India. The sales Head
used to fix very high targets without any discussion with subordinates. PCL is
used to terminate the services of sales professionals, those who are not able to
attain the targets. PCL is struggling due to high attrition. If you are the HR Head
of the organization, how will you manage the situation from the perspective of
leadership? ( CO3:12 Marks)
BUNCH IV
IV.A KPR Jewelers is facing issues related to lack of coordination among
their employees. Management is planning to terminate the services of few
employees due to problems such as heated arguments in the presence of
customers. How will you avoid such issues by applying team-building
techniques? (CO4:12 Marks)
OR
IV.B GM – HR of a software company in Bangalore is facing difficulties in getting
information from HR Managers working in other companies. When he is in need
of some information regarding the previous employment history of an applicant,
he used to get professional help from outside agencies at a cost.
Analyze the situation and help the GM –HR to handle the situation from the
perspective of groups. (CO4:12 Marks)
BUNCH V
V.A A considerable percentage of employees of PGR Ltd. are thinking about

207
 resigning from the organization due to the mismatch between their
understanding of PGR before and after joining the organization. You are
required to solve the issue from the perspective of culture. (CO5:12 Marks)

OR
V.B KPC Ltd.’s productivity is declining due to the ill performance of employees.
Employees are arguing that management is not concerned about employees’
careers. KPC Ltd is struggling due to decreasing profit and high attrition. You
are required to solve the issue by developing a positive organizational culture.
(CO5:12 Marks)

208
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2309 Financial Management (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A ABC Company is considering an investment in a new project that is expected to
generate cash flows of Rs.50, 000 per year for the next 5 years. The company's
required rate of return is 8%. What is the present value of this investment, and
should the company invest in this project? (CO1:12 Marks)
OR
I.B Mr. G has invested Rs.175,000 in a Post office savings scheme for a period of
15 years at a time preference rate of 12 percent and advise him how much amount
Mr. G will get at the end of the majorityperiod. (CO1:12 Marks)
BUNCH II
II.A A company has two alternative proposals. The details are as follows

Proposal I Proposal II
Automatic Machine Ordinary Machine
Cost of the machine Rs. 2,20,000 Rs. 60,000
Estimated life 5½ years 8 years
Estimated sales p.a. Rs. 1,50,000 Rs. 1,50,000
Costs : Material 50,000 50,000
Labour 12,000 60,000
Variable Overheads 24,000 20,000
Compute the profitability of the proposals under the ARR method. (CO2:12 Marks)
OR
II.B Calculate the accounting rate of return for Projects A and B from the following
information:

Particulars Project A Project B

Investments Rs. 30,000 40,000
Expected Life 5 years 6 years
Projected Net Income after Interest,
Depreciation, and taxes

209
 Years Project A Project B Rs.
Rs.
1 3,000 6,000
2 3,000 6,000
3 3,000 5,000
4 2,000 3,000
5 1,000 2,000
6 Nil 1,000
Total 12,000 23,000

If the required rate of return is 10 percent, which project should be undertaken? and
why? (CO2:12 Marks)
BUNCH III
III.A Blue sky Ltd has an EBIT of Rs.2,00, 000.the cost of debt is 10% and the
outstanding debt is Rs.9,00, 000.the overall capitalization rate(ko) is 12.5%.
Calculate the total value of the firm(v)and equity capitalization rate(ke).
(CO3:12 Marks)
OR
III.B SNP India P Ltd. earned a profit of Rs.20 lakhs before providing interest and
tax. The companycapital structure is as follows:
(i) 4, 00,000 Equity shares of Rs.10 each and its market capitalization rate is
16%.
(ii) 25,000, 14% secured redeemable debentures of Rs.150 each.
You are required to calculate the value of the firm under the NI approach.
Also, calculate the overall cost of capital of the firm.
(CO3:12 Marks)

BUNCH IV
IV.A The present share capital of A Ltd consists of 1000 shares selling at Rs. 100
each. The company is contemplating a dividend of Rs. 10 per share at the end of
the current financial year. The company belongs to a risk class for which the
appropriate capitalization rate is 20%. The company expects to have a net
income of Rs. 25000. What will be the price of the share at the end of the year if
(i) the dividend is not declared (ii) if the dividend is declared? Assume the
company pays the dividend and has to make a new investment of Rs. 48000 in the
coming period, how many new shares are to be issued to finance the investment
program. Use MM approach of dividend (CO4:12 Marks)
OR
IV.B Zoho is a company having a share capital of Rs.10 lakhs of Rs.10 each. It

210
 distributed a current dividend of 20% per annum. The annual growth rate in
dividends expected is 2%. The expected rate of return on its equity capital is 15%.
Calculate the price of the share by applying the Gordon growth model.
(CO4:12 Marks)
BUNCH V
V.A Moon and Star Ltd has credit sales amounting to Rs.15,00, 000. the sale price
per unit is Rs.50.the variable cost is Rs.40 per unit. While the average cost per
unit is Rs.32.the average age of receivable of the firm is 75 days.

The firm is considering tightening its credit policy.it will result in a fall in sales to
Rs.12,00,000 and the average age of accounts receivable to 45 days.
Assume 365 days in a year required rate of return is 20%, suggest to the
management should the firm tighten its credit policy?
(CO5:12 Marks)

OR
V.B Following is the data related to the cost sheet of a company. Prepare a statement
showing the working capital needed to finance a level of activity of 70,000 units
of output.
Elements of cost Rs.
Raw materials 52.
Direct labour 19.50
Overheads 39.50
Total cost 111
Profit 19
Selling price 130

i. Average raw materials in stock –one month

ii. Average materials in the process –Half a month
iii. Finished goods stock –one month
iv. Credit allowed by suppliers –one month
v. Credit allowed to debtors –two months
vi. Time lag in payment of wages –one month
vii. Overheads-one month
viii. Cash balance is expected to be Rs.1,20,000. (CO5:12 Marks)

211
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2310 Marketing Management (Core Course)
Time: Three Hours Maximum Marks: 60

Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Pioma Industries Ltd. (Pioma) is perhaps not a familiar name for the average
Indian consumer. However, Pioma's brand 'Rasna' is very well known. In fact, the
name Rasna is almost a generic name for soft drink concentrates (SDC), a segment
that had been created and nurtured by the company in the Indian beverages market.
Rasna's extremely popular advertisements with the tagline, 'I love you Rasna,' had
become an integral part of the Indian advertising folklore. How can Rasna further
maximize customer value? (CO1:12 Marks)
OR
I.B The aim of marketing is to meet and satisfy target customers’ needs and wants
better than competitors. Marketers must have a thorough understanding of how
consumers think, feel, and act and offer clear value to each and every target
consumer. Successful marketing requires that companies fully connect with their
customers. As the marketing manager of a leading automobile brand in India,
how can you maximize customer value by adopting a holistic marketing approach?
(CO1:12 Marks)
BUNCH II
II.A Select any product/service that belongs to a habitual buying situation and
critically analyze the consumer behavior associated with the product.
(CO2:12 Marks)
OR
II.B Studying consumer behaviour enables marketing researchers to predict how
consumers will react to promotional messages and to understand why they make
the purchase decision they do. Marketers realized that if they know more about
the consumer decision-making criteria, they can design marketing strategies and
promotional messages that will influence consumers more effectively. Take any
product or service of your choice and analyze the consumer behavior associated
with it. (CO2:12 Marks)
BUNCH III
III.A How will you decide on the pricing strategy for a health supplement which
boost immunity in the context of COVID 19 pandemic? (CO3:12 Marks)

212
 OR
III.B Daily Fresh is a store selling food products. The results of a customer survey
showed that most people preferred organically grown food products. Hence, the
store started to look for suppliers specializing in organic food products. As the
marketing manager of the store, design a pricing strategy for the firm.
(CO3:12 Marks)
BUNCH IV
IV.A Compuage is a technology products & services distribution company in India
& wants to expand to SAARC nations. Compuage’s products and solutions
complement all the IT and mobility needs like Hardware, Software, Networking,
Data Management, Storage, and Smart Phones. Compuage wants to cater dynamic
requirements of all Consumers, SOHO, SMB, Mid-size, Large Enterprises, and
Government organizations through online and offline resellers and system
integrators. Design an appropriate distribution plan for Compuage for their
expansion to SAARC nations and outreach in the market? (CO4:12 Marks)
OR
IV.B Ingram Micro India Pvt Ltd is a computer accessories distribution company in
India. They want a nationwide presence, at nearly 40+ locations. Most brands
rely on Ingram to enhance sales and reach out to consumers in an appropriate
way. Its consumers on the IT side also want healthy growth. The growth of its
consumer business will be benefitting players such as Lenovo, HP, Dell, Acer,
etc. Design an appropriate distribution plan to ensure maximum profit for
Ingram Micro India Pvt Ltd? (CO4:12 Marks)
BUNCH V
V.A Conversion Media helps innovative companies generate more traffic, leads, and
revenue by creating & distributing world-class content. They believe that
marketing has undergone a fundamental change in the past few years. Traditional
“Buy Now” advertising messages just don’t work anymore. Instead, brands need
to meet their prospects where they’re at and provide educational & entertaining
content that guides them through the journey toward becoming a customer. As the
marketing head conduct an audit on the new marketing strategies to be adopted
to enhance the revenue & customer base? (CO5:12 Marks)
OR
V.B The story of Starbucks Company started in the early 1970s when 3 academics
– English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon
Bowker – opened a store called Starbucks Coffee, Tea, and Spice in Pikes Place
Market in downtown Seattle. This sophisticated coffee culture was customized
rapidly for wider audiences. The company remained very small up to the 1980s
with only four stores in the Seattle area. The Starbucks experience involved the
possibility of multiple choice; different types of coffee, different types of
roasting, different brews, and multiple combinations with, cocoa, and other
flavors. Critically audit & review Starbuck Coffee Company`s marketing
environment,objectives, strategies, and activities. (CO5:12 Marks)

213
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2311 Human Resource Management (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Radhika opens a jewelry showroom in Jaipur after completing a course in
jewelry designing. She has employed 100 employees in her showroom. For
greater productivity, she divides the work into small tasks and each employee is
trained to perform his/her specialized job. The salespersons are allowed to close a
deal with a buyer by giving a maximum of 10% discount, whereas the decision
to give any further discount rests with Radhika as the final authority. In the
earlier days of starting the business, 20 of her employees were asked to put in
extra hours of work. In return, she had promised to give them a special incentive
within a year. Therefore, after six months when the business was doing well,
she awarded a cash bonus to each of these employees to honor her commitment.
However, when it comes to setting conflicts among her employees, she tends to
be more biased towards her female employees. Rathika appointed you as HR
manager and expected to create a strategic human resource model. Develop the
new HR strategy for the jewelry showroom and design a Strategic human
resource management process. (CO1:12 Marks)
OR
I.B Hinduja groups a leading enterprise in processed food chains, which is currently
carrying a production capacity of 75 % carrying a workforce of 650 employees
(55% of them being unskilled) is currently looking at attaining 100% efficiency
in light of increased demand for their products in the market. At the same time,
there are a number of issues reported by the chain members pertaining to product
quality, pricing, product delivery, etc. The organization in light of these issues
intends to completely automate their process and adopted quality standards,
which requires them to go for restructure their manpower, which can help them
to achieve their set objectives by delivering optimal value to their stakeholders.
Develop a strategic human resource management process for assessing the
efficiency of existing manpower in business transformation. (CO1:12 Marks)
BUNCH II
II.A A large, well known Candian company had found full depreciation of the
equipment which was used to make specialized automobile companies for north-
American automobile producers. Although the equipment had been well
maintained and worked well, it required to be handled by a large number of

214
 labourers. The result was the high labour costs that made the company’s brake
assemblies, manufacturer, and related products unprofitable. A decision was
made to replace the equipment with more highly automated, numerically
controlled machine tools. Since the economic value of the old equipment
exceeded its value as scrap, the equipment was shipped to the company’s
Brazilian operations, where labour costs were considerably lower. Upon arrival
and after the setting up of a new facility, the company received numerous
profitable orders from Brazil’s rapidly growing automobile industry. Though the
labour hours per product remained about the same the lower Brazilian labour rates
allowed the new facility to be profitable. Soon a second shift was added and with
it problems began. The equipment began to experience a growing “downtime”
because of machine failures and quality, particularly on part dimensions-
declined dramatically. At a staff meeting, the Brazilian plant manager met his
staff, including several industrial engineers who had been trained in Canada and
the United States. The engineers argued that the problems were almost certainly
caused by maintenance since the machinery had worked well in Canada and
initially in Brazil. The HR director agreed that it was perhaps the question of
maintenance of the old machinery but he also noted that many of the on-machine
instructions and maintenance manuals had not been translated into Portuguese. He
also observed that the Problems began after the Second shift was hired. Analyze
the issue and Since the Canadian workers had considerable experience with the
equipment but the workers, particularly on second shelf
in Brazil, had very little experience, what implications do you see for the job
design and job analysis? (CO2:12 Marks)

OR
II.B ABC Ltd, a manufacturing company, introduced the CNC manufacturing
technology in its organization for manufacturing plastic products from PVC
balls. The news about the change in technology from labor-intensive machines to
automation spread throughout the company. Surely it will create dissatisfaction
among employees. Human resource can replace machines but the soulless
machines never compensate human being ate of talent and skills. Effective
human resource planning can fulfill and meet any demand of the organization in
terms of policy and technology implementation. Formulate and design an HR
planning process for the employee satisfaction and organizational demand of ABC
Ltd. (CO2:12 Marks)

BUNCH III
III.A Framley Engineering Ltd, designs, develops, manufactures, and sells high-
quality specialized electronic goods using technology that has been created in-

215
 house. The director of engineering was generally satisfied with the performance
and commitment of his engineers but felt that there was still scope to improve
their levels of engagement. He asked the head of HR to advise him on how the
conventional performance appraisal scheme could be developed to provide more
focused support to the achievement of business objectives by ensuring that the
people driving the performance of the company, the engineers, could become
even more engaged than they already were. The existing performance appraisal
scheme involved setting objectives and reviewing performance against them at an
annual appraisal meeting. There was no formal performance and development
agreement, and the scheme tended to focus on the performance rating that was
used to inform performance pay decisions. The HR department using traditional
method of performance appraisals like ranking and grading. Review how the
performance appraisal system could be modified to increase the engagement of
engineers and help drive the business forward and create an effective performance
appraisal process toFramley Engineering Ltd. (CO3:12 Marks)
OR
III.B KTS Ltd. is a textile chain in India. They are struggling due to customer
complaints related to staff behavior. CEO has instructed the HR Department to
intervene for solving the issue from the perspective of training with a focus on
improving the staff behavior. If you are the HR Head how will you manage the
situation. (CO3:12 Marks)
BUNCH IV
IV.A KTK Ltd. is a home appliances manufacturer in India.
They are facing issues in fixing variable pay component of employees. CEO has
instructed the HR Head to design an attractive blend of variable pay components.
As the HR Manager, you are required to manage the situation. (CO4:12 Marks)

OR
IV.B Mr. Kapur (execuitve) had joined the SJ Company in 1970 immediately after
his graduation, after an initial period of three months of smart work; he was
allotted with good authority and responsibility to the newly created territory of
South Delhi. During the period 1970-80, Kapur was always successful in
achieving the sales quota fixed for the year. In 1980, Mr. Arora (manager), a
young man, joined the company and he too after 3 months of smart work in
Faridabad, was given a new territory of Faridabad. During the year 1981, Mr.
Arora who was employed on an initial salary of Rs. 500 per month received a pay
pocket of Rs. 1,000 which consisted of his salary (Rs. 500) and commission of
Rs. 500 (since he achieved a sales target of 200 percent). Mr. Kapur's

216
 emoluments (profit from the employment) for the same year, however, worked
out to Rs. 950 only since he was just able to achieve the target fixed for the year.
The moment Kapur came to know about Arora's emoluments, he wrote a small
note to the Branch Manager requesting him for an interview immediately. The
Branch manager called for Mr. Kapur straightaway. Mr. Kapur expressed that his
view no longer possible for him to continue with this company any further
because of poor incentive plans between executives and managers. Evaluate the
case and suggest incentive plans separately for executives and managers.

(CO4:12 Marks)
BUNCH V
V.A Ravichandran worked in a public sector organization. He was briefed
regarding operations of the pivot lathe in the metro shop and was told to operate
in the northerly direction. Ravichandran tried to operate it from the Southern
direction and was injured. There was a safety guard on the machine which
workers had been told not to remove. According to the management,
Ravichanren disregarded instructions and removed the safety guard. It was
clearly displayed on the notice board that before starting the machine, workmen
should satisfy themselves that guards are fixed. In this case, Ravichanren was
met with an accident while performing his duty and injured his hand. As per the
HR policy system, all accident expenses the organization supposes to take.
Because of the lack of concentration the Ravichanren organization is not ready to
take responsibility. Ravichanren approached the employee union to resolve the
issue and the case become under the collective bargaining of all the employees.
Analyze the case and elucidate the problem, and causes and examine the
collective settlement procedure and formation. (CO5:12 Marks)
OR
V.B An employee of PSR Ltd. has slapped a Marketing Manager during a
conversation. CEO is interested in terminating that employee. You are required to
advice the CEO regarding the issue from the perspective of HR. (CO5:12 Marks)

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 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2312 Operations Management (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A TEENZ Pvt Ltd Company has been selling toys for the last 25 years. Due to the
rise of competitors, the demand for their products started decreasing in the last 3
years. Lot many toys remained as dead stock in their warehouse and they suffered
a great loss. What new strategies they should focus on to get rid of this situation?
(CO1:12 Marks)
OR
I.B A textile manufacturer operating in a highly competitive marketplace wants to
gain a competitive advantage over its competitors. List any three operations
strategy areas that would allow him to gain a competitive edge over other
manufacturers. (CO1:12 Marks)
BUNCH II
II.A Prepare an MRP table for the data given below: Item: Product Y

Safety Stock-10 units

Lot Size-FOQ=50 Units
Lead Time -2Weeks
130 units are scheduled to arrive in week 1
On Hand Inventory: 20 units
Gross requirement: Week 1-300 units, Week 2-300 units, Week 3-600 units, Week
4-800 units, Week 5-250 units, Week 6-300 units, Week 7-450 units, Week 8-700
units, Week 9-200 units (CO2:12 Marks)
OR
II.B Prepare an MRP table for the data given below: Item: Drawer

Safety Stock-10 units Lot Size- FOQ=80 UnitsLead Time-1 week

120 units are scheduled to arrive in week 1On Hand Inventory:20 units
Gross requirement: Week 2-300 units, Week 3-600 units, Week 4-700 units, Week 5-
200 units, Week 6-
500 units, Week 7-500 units, Week 8-650 units (CO2:12 Marks)

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 BUNCH III
III.A India Mining Machinery and Allied Tools Mfg. Co. Ltd. is a well-established
manufacturer in the field of mining machinery and high-grade tough tools,
generally used in exploratory drilling and mining industries. It is also a large
supplier to rail and road industries and other heavy industries including
shipping. The management of the company recently approved a composite
vendor-rating plan, under which the three most essential features, viz. quality,
service, and price would form the basis for vendor selection.
Based on your viewpoint which vendor rating method will you choose and
which among the three features should be given more importance while rating the
vendors? (CO3:12 Marks)
OR
III.B A company sells 10,000 units of product per year at a constant rate. The ordering
cost for the company is $100 per order, and the carrying cost is $2 per unit per year.
What is the EOQ for this company? Find out the length of the order cycle and the
total annual cost. (CO3:12 Marks)

BUNCH IV
IV.A Parle-G records its best-ever sales in 82 years of life during COVID-19 lockdown.”
Analyze critical factors responsible for achieving this success. What will be the
potential supply chain enabler consideration for achieving this success?
(CO4:12 Marks)
OR
IV.B Apple has topped Supply Chain Top 25 list for eight years now. CEO Tim
Cook has focused on sustainability, strengthening relationships with strategic
suppliers, and streamlining inventory management by cutting down on
warehousing to limit overstocking. Notably, Tim Cook was a CPO before
becoming Apple’s CEO. Apple purchases components and materials from all
over the world before sending them to China for assembly. From China,
products are shipped directly to customers. Despite its reputation for an
“unbreakable” supply chain, Apple has reportedly suffered some setbacks to the
iPhone 12 release due to the COVID-19 pandemic. What measures you would
suggest guarding against the supply chain disruptions during this kind of
pandemic by designing an alternate model? (CO4:12 Marks)

BUNCH V
V.A ABC Manufacturing is a company that produces electronic components for
various industries. Recently,they have been experiencing a high rate of defects in
their products, which is leading to customer complaints and lost business. The
company decides to implement a quality control program. As the operations
manager of the company, implement various quality control techniques.
(CO5:12 Marks)

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 OR
V.B This is the review by a customer with Ginger Hotel Surat.
As a property, the first impression of Ginger is very ordinary and minimalistic.
What stood out was the eagerness of the staff to help. Some bug in the online
booking meant that the hotel system did not show up my confirmed booking for
the first evening I arrived with my family. The hotel had already made
arrangements to put us in a nearby 5-star hotel for that night, at no extra cost, just
so the customer does not suffer. Loved the attitude. they even arranged for the car
to take us to the TGB. And our baggage was picked up from the TGB and
brought to Ginger by them the next day. Special mention of the Sales Manager
who met us on arrival and made all the arrangements. Coming back to the
property itself, it is very average. The rooms are a reasonable size. Had enough
space to accommodate an extra mattress. The quality of the mattress needs a
facelift though. The only restaurant serves decent food. My son did find strands of
hair in the food a couple of times. Maybe a hygiene check in the kitchen is
required. The restaurant serving staff could do with some training I thought.
Appear blank to most requests. Not sure if Surat is not a coffee place, but I
seriously missed one cup of quality coffee throughout the week I stayed there. So
much that I just gave up trying after a couple of days.
How do you think the Six sigma concept can be applied in this context to make it
a great hotel? (CO5:12 Marks)

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 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2313 Operations Research (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A A manufacturer can manufacture two products P and Q from two raw materials A
and B. Each unit of P requires 2 units of Raw Material A and 3 units of Raw
Material B. Each unit of Q requires 5 units of Raw Material A and 4 units of Raw
Material B. The availability of raw material A is restricted to 10,000 units while
that of B to 15,000 units. Estimate a suitable product mix by the graphical
method by assuming the profit of P is Rs. 5 per unit and that of Q is 16 per unit
(CO1:12 Marks)
OR
I.B A firm makes two types of furniture: chairs and tables. The contributions for each
product as calculated by accounting are Rs20.00 per chair and Rs30.00 per table.
Both products are processed on three machines M1, M2 and M3. The time
required by each product and the total time available per week in each machine
are as follows.
Machine Chair Table Available
hours
M1 3 3 36
M2 5 2 50
M3 2 6 60

Apply the simplex method to estimate the number of chairs and tables the
manufacturer should produce to get maximum profit? (CO1:12 Marks)
BUNCH II
II.A A company has three factories at Amethi, Baghpat, and Gwalior that have a
production capacity of 5,000, 6,000 and 2500 tones, respectively. Four
distribution centers at Allahabad, Bombay, Kolkata and Delhi, require 6,000
tones, 4,000 tones, 2000 tones and 1500 tones, respectively, of the product. The
transportation costs per ton from different factories to different centers are given
below:

Distribution centers

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 Factories Allahabad Bombay Kolkata Delh
i
Amethi 3 2 7 6
Baghpat 7 5 2 3
Gwalior 2 5 4 5

Suggest an optimum transportation schedule and find the minimum cost of

transportation (CO2:12 Marks)

OR
II.B A manufacturing company has three factories F1, F2 and F3 with monthly
manufacturing capacities of 7,000, 4,000 and 10,000 units of a product. The
product is to be supplied to seven stores. The manufacturing costs of these
factories are slightly different but the important factor is the shipping cost from
each factory to a particular store. The following table gives the factory
capacities, store requirements and unit cost in rupees of shipping from each
factory to each store.
S1 S2 S3 S4 S5 S6 S7 Factory
Capacity
Factory
F1 5 6 4 3 7 5 4 7,000
F2 9 4 3 4 3 2 1 4,000
F3 8 4 2 5 4 8 3 10,000
Store 8 4 2 5 4 8 3
demand

Work out a transportation plan to minimize the transportation cost?

(CO2:12 Marks)

BUNCH III
In a job shop operation, five jobs may be performed on any of four machines. The
hours required for each job on each machine are presented in the following table:

Machine 1 2 3 4

Job

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 A 13 14 16 10
B 12 13 15 12
C 11 12 12 9
D 16 16 18 14
E 10 12 13 12

The plant foreman would like to assign the jobs so that the total time is
minimized. Find the optimal solution? Which job will be left unassigned?
(CO3:12 Marks)
OR
III.A A computer centre has got 4 expert programmers. The centre needs 4 programs
to be developed. The head of the computer centre after carefully studying the
programs, estimated the time in minutes required by respective experts
programmer as follows
Programs
A B C D
1 120 100 80 90
2 80 90 110 70
3 110 140 120 100
4 90 90 80 90
Experts

Does the manager want to use the assignment technique to solve the problem?

(CO3:12 Marks)

BUNCH IV
IV.A A project schedule has the following characteristics
Activity 1-2 1-3 2-4 3-4 3-5 4-9 5-9 5-7 6-8 7-8 8-10 9-10
Time 4 1 1 1 6 5 4 8 1 2 5 7

a. Construct the network diagram

b. Estimate the project duration
c. Estimate free float and independent float for each activity (CO4:12 Marks)
OR
IV.B A small project network is composed of seven activities whose time estimates are
listed in the following table. Activities are identified by their beginning (i) and
ending(j) node numbers
Activity Estimated Duration
i j Optimistic Most likely Pessimistic

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 1 2 1 1 7
1 3 1 4 7
1 4 2 2 8
2 5 1 1 1
3 5 2 5 14
4 6 3 6 15
5 6 3 6 15

a. Draw the project network and identify a path through it

b. Estimate the expected duration and variance for each activity
c. Estimate the probability that the project will be completed at least 4 days
earlier than expected? (CO4:12 Marks)
BUNCH V
V.A The research department of Hindustan lever has recommended to the marketing
department to launch a shampoo of three different types. The marketing manager
has to decide one of the types of shampoo to be launched under the following
estimated payoffs for various levels of sales.
Type of Shampoo Estimated Levels of sales
15,000 10,000 5,000
Egg Shampoo 30 10 10
Clinic Shampoo 40 15 5
Deluxe Shampoo 55 20 3

What will be the marketing manager’s decision if (i) Maximin (2) Minimax
(3) maximax (4) Laplace criterion is followed. (CO5:12 Marks)
OR
V B. Apply the graphical method to obtain the optimal strategies for both players
and the value of the game for a two-person zero-sum game whose payoff matrix is given
as follows

Pla
yer
B
B1 B2
A1 1 -3
A2 3 5

224
 A3 -1 6
A4 4 1
Player A
A5 2 2
A6 -5 0

(CO5:12 Marks)

225
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Regular Examinations
Second Semester
PBA2314 Management Information System (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Shiprocket is a leading supply chain management company in India. The new
manager of the ship rocket is insisting on installing a GPS tracker on every
shipment. Explain how collecting data from the GPS tracker can benefit the
shiprocket to increase their profit and to offer better services to the customers.
(CO1:12 Marks)
OR
I.B Quality of education can build or tarnish a country. There is a worldwide concern
that learning outcomes have not kept pace with the expansion of education. What
might be the reasons for the lack of quality of education? How does collecting
education data improve the quality of education in India? What data can be
collected to increase the quality of education? What data should be shared with
teachers, parents, students, HODs, state authorities, and national authorities?
What information can the data provide and how can it be used? What might be the
challenges of collecting these data and how can we minimize the challenges?
(CO1:12 Marks)
BUNCH II
II.A A government agency wants an information system that can manage citizen
services, public safety, and emergency response. The system should also provide
real-time data on infrastructure and public health. Design an appropriate
information system for this government agency (CO2:12 Marks)
OR
II.B An e-commerce company wants an information system that can manage their
website, orders, and inventory. The system should also provide real-time data
on sales, revenue, and customer feedback. Design an appropriate information
system for this e-commerce company. (CO2:12 Marks)
BUNCH III
III.A Many employees struggle to advance their careers and reach their professional
goals. Design an expert system/decision support system that can provide
personalized career advice and help employees reach their career goals. Who will
be the expert in this system? Explain the working of the system.(CO3:12 Marks)

226
 OR
III.B Mr. X is the most experienced and the best heart surgeon in the world. But in a
car accident, he died. Now the hospital where he worked is in trouble because
no one can replace his expertise. Design an expert system to avoid a similar issue
in the future. Explain the working of the system. (CO3:12 Marks)
BUNCH IV
IV.A Social engineering attacks, such as phishing, can be used to obtain login
credentials for social media accounts. How can companies protect themselves
from these attacks? (CO4:12 Marks)
OR
IV.B A small business has experienced a malware attack that caused data loss and
system downtime. As a cyber-security consultant, how will you prevent similar
attacks from causing further damage and disrupting business operations?
(CO4:12 Marks)
BUNCH V
V.A Farmers in Kerala are facing lots of issues related to crop yields, quality,
labor, etc. Using proper diagrams, explain how the application of artificial
intelligence can bring some positive change in the farming sector.
(CO5:12 Marks)
OR
V.B Small and medium-sized businesses are constantly looking for new technology
to create a workforce that is more productive, more efficient, and more
innovative. It’s no secret that enterprise tech is the most sought-after company
asset in today’s business environment. The right technology can vastly improve
a company’s overall efficiency and performance in the market, as well as
improve employee productivity, communication, collaboration, morale, and
engagement company-wide. Apply the latest AI initiatives for improving the
efficiency of the organization. (CO5:12 Marks)

227
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2315 Business Research Methods (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A A marketing manager wants an attractive packing for brand of toothpaste. The
research advisor is suggesting a research using and experimental research design,
the marketing manager wonders whether a research is required for this, and if so,
is an experimental research design suitable for this purpose. How would you
advice the marketing manager? (CO1:12 Marks)
OR
I.B A research team is interested in understanding the impact of the implementation
of a new school program on student academic performance. The program is
designed to help students develop problem-solving and critical thinking skills,
and is being implemented in three schools. Identify a research design and
sampling design for doing this study.(CO1:12 Marks)
BUNCH II
II.A A study was recently conducted to examine the effect of a new type of exercise
program on improving overall physical health. To test the effectiveness of the
program, a group of 100 people were recruited to participate in the study. The
participants were randomly divided into two groups; a control group and an
experimental group. The control group was instructed to continue their current
exercise regimen while the experimental group was instructed to begin
participating in the new exercise program. At the end of the study, the researchers
measured the physical health of each participant by taking a variety of
Health - related tests. Identify the variables involved in this study and propose
hypotheses also. (CO2:12 Marks)
OR
II.B Medilab Ltd is a pharmaceutical company that manufactures medicines. During
the Covid time, they were interested to conduct research on the medicinal impacts
on human health after vaccination. Advice them with the best research design and
the sampling method to be followed. (CO2:12 Marks)
BUNCH III
III.A A local ice cream store is interested in understanding the purchasing habits of its
customers. The store decides to conduct a research using 500 customers who
have visited the store in the past month. Develop a Sampling design and Data
collection tool appropriate for the study. (CO3:12 Marks)

228
 OR
III.B Develop a questionnaire on a research topic of your interest that must include
demographic questions and Likert scale questions. (CO3:12 Marks)

229
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Second Semester
PBA2316 Entrepreneurship Development (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Mr. Rahul and Mr. Sarath are your friends. When three of you were sitting together,
Mr. Rahul was talking to Mr. Sarath that only rich people can start a business of
their own. Do you agree with the statement? If no, defend your arguments critically
by entrepreneur's quality to generate innovative business solutions for social
progress. (CO1:12 Marks)
OR
I.B James is employed in HDFC Bank. He got placed in the company as a part of
campus recruitment. He is very unhappy about his current job since there is a lot of
pressure. Mr. Thomas is a person who is very creative and likes to take risk. What
advice you would give to Mr. James considering all these factors.(CO1:12 Marks)
BUNCH II
II.A Elma vision is a leading advertising firm that offers reels, adds and video promotions
for the leading brand. They are also into product designing. Renju is a women
entrepreneur who needs to design her boutique as a traditional shop. Prepare a
protype for her as you are one among the designer of Elma Vision(CO2:12 Marks)
OR
II.B Goutham associates requires to conduct a study on the influence of competitive
advantage towards business. They are planning to launch a new application that will
give more reliable information to the company relating to the customers usage and
adoption towards the services. Advice them with the feasibility of the idea
(CO2:12 Marks)
BUNCH III
III.A Create a business plan and market fit pyramid for Voltas Air Conditioner.
(CO3:12 Marks)
OR
III.B Prepare a content rich business plan for a clothing store which is ideated by you.
(CO3:12 Marks)
BUNCH IV
IV.A Help Mr. Anil to register his umbrella manufacturing company in Kerala which
has 4 branches in Bihar, Orissa and Delhi. (CO4:12 Marks)
OR

230
IV.B Altaf started a small coir unit whose annual turnover is 47 crores. He started
the business in 2020 February. He has not registered the unit anywhere. What
will be your recommendation to Altaf? Briefly, take him through the process of
registration. (CO4:12 Marks)
BUNCH V
V.A Prepare a business canvas for Dell computers (CO5:12 Marks)
OR
V.B The following are various business who have approached you to guide them
in growing. Suggest suitable strategy / strategies for their expansion:
a. Cera Bath ware: Planning to reach new target markets. Existing sales in the
existing market have reached saturation.
b. Bjyu’s Learning App: Current products are highly competitive.
c. Bismi: Only have physical stores right now
You are also required to prepare a business model canvas for any one out of the
three companies. (CO5:12 Marks)

231
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Examinations
Third Semester
PBA2318 Business Analytics (Core Course)
Time: Three Hours Maximum Marks: 60

Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A Develop one model using analytical techniques that use free public health data and
Google Maps to create visual data that allows for faster identification and efficient
analysis of healthcare information and can be used in tracking the spread of chronic
disease. (CO1:12 Marks)
OR
I.B A company has data about the condition of the traffic on different roads, collected
through cameras kept beside the road, at entry and exit points of the city, and GPS
devices placed in the vehicle (Ola, Uber cab, etc.). All such data are to be analyzed
to recommend jam-free or less jam way, less time taking ways. The have approached
you to build a smart traffic system and reduction in fuel consumption in the city.
Discuss the different analytical techniques that can be used to achieve the same.
(CO1:12 Marks)
BUNCH II
II.A We use on-demand streaming services for watching sports, television, movies, and even
live events, among other things. The end-users benefit from affordable services even
though providers use expensive hardware and software in their processes. That’s
possible by fragmenting the service so that anyone can afford it. Develop a model for
companies to avoid costly infrastructure investments and easily access their data.
(CO2:12 Marks)
OR
II.B Supply chain management is all about accurate forecasting where further decisions
regarding logistics and production can be taken. One of the most important parts of the
supply chain is the very first step and which is to find and procure the best suppliers.
Apply suitable analytical tools and develop a model to help in finding low-cost and
high-quality supply partners. (CO2:12 Marks)

BUNCH III
III.A BOB recently established a new policy of linking savings account interest rates to
Repo rates, and the auditor of the BOB wants to conduct an independent analysis of the
decisions taken by the bank regarding interest rate changes and whether those have
been changed whenever there have been changes in the Repo rate. Following is the
summary of the Repo rate and Bank’s savings account interest rate that prevailed in

232
 those months are given below. The auditor of BOB has approached you to conduct an
analysis and provide a presentation on the same in the next meeting. Apply various
predictive analysis tools to determine whether Bank’s rate changed as and when the
Repo rate was changed.
Repo Bank's
Month Rate Rate
JAN 6.25 4.03
FEB 6.5 4.02
MAR 6.5 4.04
APR 6 4.04
MAY 6.25 4.03
JUN 6.25 4.03
(CO3:12 Marks)
OR
III.B Customer churn has always been a difficult metric to understand for SaaS
(Software as a Service) companies. Most churn applications tell you how many
customers churned last month and how much money was lost. But they fail to find
correlations to tell you what kinds of customers are likely to churn. Create an
Artificial Intelligence system to help product managers to forecast and mitigate
churn with much more precision. (CO3:12 Marks)
BUNCH IV
IV.A In January 2019, Gillette launched a social media campaign aiming at a modern
interpretation of manhood. The short film posted exclusively on YouTube depicted
several cases of men struggling with traditional masculinity that Gillette itself used
to glorify: the fear to show their emotions, sexual harassment, and bullying others.
Then the film shows several examples of positive masculinity, such as standing up
for others, caring for your loved ones, and so on. The campaign was clearly inspired
by the #Me-too movement.From the above scenario design a social media campaign
model and apply tools and techniques in web analytics to predict what is the end
result. (CO4:12 Marks)
OR
IV.B Every company should strive to be driven by data. That’s not a controversial
statement. As organizations and technologies have become more sophisticated,
we’ve been able to tap into the kinds of insights that wouldn’t have even been
imaginable 15 years ago. Those insights drive real business value, whether you’re
proactively increasing customer retention, engagement, or satisfaction, or creating
new products or services that solve problems your customers didn’t even know they
had. According to the 2022 Sprout Social Index, 60% of businesses are using
social data weekly, across their businesses. Develop a social media analytics tool
that will help you to flabbergast your competitors who are using the above data to
their advantage. (CO4:12 Marks)
BUNCH V
V.A Many of the applications on your mobile phone, especially google, are tracking
your location using the GPS in your phone. How collecting the location of
customers can help companies to become more competitive? How can they earn

233
 more profit using location tracking? How can customers benefit from sharing the
data? (CO5:12 Marks)
OR
V.B In the wake of the COVID-19 pandemic, dancing has become a popular activity for
individuals and companies to advocate for preventive measures amid the ongoing
crisis. Seeing this led the consumer- packaged goods company Procter & Gamble
(P&G) to come up with their own campaign to promote dancing as a safe way to
stay connected and have fun. P&G partnered up with TikTok influencer Charli D’
Amelio to launch the #DistanceDance campaign. Apply various techniques of data-
driven decision- making from the accumulated data to encourage people to stay at
home and stay connected. (CO5:12 Marks)

234
 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Examinations
Third Semester
PBA2319 Business Ethics and Corporate Governance (Core Course)
Time: Three Hours Maximum Marks: 60
Answer one question each from the following five bunches. Each question
carries 12 Marks.

BUNCH I
I.A Nurses face more and more ethical dilemmas during their practice nowadays,
especially when they are taking care of the patient at end of life stage. This case let
demonstrates an ethical dilemma when nursing staff is taking care of an end-stage
aggressive prostate cancer patient Mr. Green who expressed suicide thoughts to one
of the nurses and ask that nurse keep it secret. The nursing staff should tell other
health care team members about the patient's suicide attempt without the patient's
consent? Analyze the case and justify the possibility of an ethical dilemma in this
situation. (CO1:12 Marks)

OR
I.B A manufacturing company provides jobs for many people in a small town
where employment is not easy to find. The company has stayed in the town even
though it could find cheaper workers elsewhere, because workers are loyal to the
company due to the jobs it provides. Over the years, the company has developed a
reputation in the town for taking care of its employees and being a responsible
corporate citizen. The manufacturing process used by the company produces a by-
product that for years has flown into the town river. The by-product has been
considered harmless but some people who live near the river have reported illnesses.
Analyze the case and illustrate the required essential characteristics of business ethics
to be followed in this case. (CO1:12 Marks)

BUNCH II
II.A Caroline is girls who always think of making everyone happy by showcasing
greater care and support during the time of depression and stress. She runs a care
home where the people can have counseling and meditation. Her aim is to provide
maximum happiness and care to the people needed. Analyse the situation in the case
of Caroline and what type of ethical theory is applicable here. (CO2:12 Marks)

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 OR
II.B As a utilitarian justification for capital punishment, the reform theory
recommends the reform of society at large through the elimination of threatening
individuals in the community. Comment (CO2:12Marks)

BUNCH III
III.A Global solutions is a leading marketing firm that introduced
marketing campaigns worldwide for promoting baby products. During the
campaign, they claimed that all the products sold through the brand are safe and
certified. Through the marketing campaign brochure, Mrs.Meera bought baby food
from the same brand. After the use, Meera found that the baby suffers from severe
stomach ache and irritation. She consulted a physician, and the physician stipulated
to discontinue the use of the new baby food. She approached Global solutions and
reported the issue, but the firm rejected the complaint and stated that the brand's
products are safe to consume. Consider the case and evaluate the ethical issue in the
marketing of the product. (CO3:12 Marks)
OR
III.B The Punjab National Bank fraud case isabout the fraudulent letter of
undertaking worth Rs. 14,356.84 crore (US$ 2.1 billion) that was issued by the
Punjab National Bank at its branch office at Brady House in Fort, Mumbai, making
the bank liable for the amount. This fraud was masterminded by jeweler and
designer Nirav Modi in collusion with two PNB officials. After discovering the
fraud, PNB filed a complaint with the CBI wherein it was alleged that Nirav, Ami
Modi, Nishal Modi and Mehul Choksi, committed the offence of cheating PNB and
causing a huge financial loss. The Enforcement Directorate has begun attaching
assets of the accused and is seeking to immediate confiscation under the Fugitive
Economic Offenders Ordinance. Evaluate the ethical issues in the above case.
(CO3:12 Marks)
BUNCH IV
IV.A JSW Steel Limited believes in creating value for all its stakeholders
through quality products, consistent growth and CSR initiatives. In FY 2020-21,
the company spent an amount of Rs. 78.32 crores towards CSR expenditure, and an
additional Rs. 86.49 crores was transferred to the unspent CSR account.The
Company carries out its social and out of fence environment initiatives through JSW
Foundation. Through the Foundation, JSW Steel has deployed a strategic inclusive
development approach that encompasses preserving and building drinking water
resources, building better sanitation facilities, conserving environment, providing
health and nutrition amenities, providing quality education, creating platforms for
skill-building and livelihoods, promoting sports and art, culture and heritage.

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Comment on the role of sustainability in the business. (CO4:12 Marks)
OR
IV.B Nirwana is a production company that produces short videos against
drug abuse. Most of the videos are highly viewed by the youngsters and the reach
of the video was too good. Evaluate the role of Nirwana in bring social
awareness as a CSR initiative (CO4:12 Marks)
BUNCH V
V.A “Corporate governance is concerned with holding the balance between
economic and social goals and between individual and communal goals. The
governance framework is there to encourage the efficient use of resources and
equally to require accountability for the stewardship of those resources. The aim
is to align as nearly as possible the interests of individuals, corporations and
society.” (Sir Adrian Cadbury, UK, Commission Report: Corporate Governance
1992). Analyse the role of Corporate governance from the above statement
(CO5:12 Marks)
OR
V.B A steward protects and maximizes shareholders wealth through firm
Performance. Stewards are company executives and managers working for the
shareholders, protects and make profits for the shareholders. Analyze the role of
stewardship theory in corporate governance. (CO5:12 Marks)

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 MARIAN COLLEGE KUTTIKKANAM (AUTONOMOUS)
MBA Degree Regular Examinations
Fourth Semester
PBA2326 Strategic Management (Core Course)
Time: Three Hours Maximum Marks: 60

Answer one question each from the following five bunches. Each question carries 12
Marks.
BUNCH I
I.A ABC Limited is a startup that specializes in producing eco-friendly cleaning
products for households. The company has been in operation for six years and has
seen a steady increase in sales. However, the management team decided to
expand their market share and increase profitability. Consider yourself as the
CEO of the organization and examine the situation and suggest a suitable
strategic management process through which the company can attain its
objective. (CO1:12 Marks)
OR
I.B Xion Corporation is a leading automobile manufacturer that operates in several
countries around the world. The company has been in business for over 50 years
and has a strong reputation for producing high-quality cars that are both stylish
and affordable. In recent years, however, the company has faced increasing
competition from newer and more innovative companies in the automobile
industry. To overcome the competition and gain a competitive advantage the
company has appointed new talents in the organization. Mr. Mahesh is appointed
as the General Manager of the organization. In your opinion how he can examine
the strategic management process of the organization to increase the profitability
of the organization? (CO1:12 Marks)
BUNCH II
II.A Wings Corporation is a multinational technology company that specializes in
software development, cloud computing, and digital services. The company is
headquartered in UAE and has operations in over 30 countries. Assist the
management to evaluate the external business environment and to suggest the
core competencies which help the organization to gain a competitive advantage.
(CO2:12 Marks)
OR
II.B Hill Palace Restaurant Chain is a fast-casual dining chain with multiple
locations across the country. The company has been in business for over 10 years
and has a good reputation for providing high- quality food and customer service.
The restaurant industry is highly competitive because new restaurants are
constantly opening up and existing ones are expanding their operations. This

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 makes it challenging for hill palace to stand out and attract customers. However,
the company's management team is concerned about the future of the business.
You are instructed to evaluate the business environment and identify the core
competencies and strategies needed to gain a competitive advantage. (CO2:12
Marks)
BUNCH III
III.A Ram Kumar is a successful CEO of Alliance Telecommunications
headquartered in Madras. The company has been experiencing a high rate of
employee turnover in its various departments. The company operates in a highly
competitive market and faces numerous challenges, including changing customer
demands, rising costs, and intense competition from domestic and international
competitors. To address these challenges, the company's management team has
decided to adopt certain strategies to improve its performance and
competitiveness. Analyze the situation and examine the levels and types of
strategies the organization can adopt to gain success. (CO3:12 Marks)
OR
III.B Odon is a multinational corporation that operates in a variety of industries,
including technology, energy, and healthcare. The company has a long history
of successful acquisitions and diversification, but in recent years, its growth has
slowed and its stock price has stagnated. The CEO has asked the strategy team
to identify new growth opportunities and improve the overall performance.
Assist the strategy team to analyze the situation and examine the levels and
types of strategies required to improve the organizational performance.
(CO3:12 Marks)
BUNCH IV
IV.A Best Bakery is a medium-sized bakery chain with locations in several cities. The
bakery offers a variety of baked goods, including bread, pastries, cakes, and
cookies. Best Bakery has invested in new technology, such as automated
production lines and advanced ovens, to improve production efficiency and
product quality. Now the company has started its operations in Gulf countries
also. How will you analyze the factors involved in strategy implementation and
control to compete with the competitors and gain a competitive advantage?
(CO4:12 Marks)

OR
IV.B Cellon Retail is a well-known retail company that operates multiple stores across
the country. Despite having a loyal customer base, the company has been
struggling to retain customers and increase sales. To address these challenges, the
company has decided to implement a new customer service strategy aimed at
improving the customer experience, increasing customer loyalty, and ultimately

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 driving sales. As the top manager of the organization, how would you go about
implementing the new customer service strategy? Analyze the factors involved in
strategy implementation and control. (CO4:12 Marks)
BUNCH V
V.A KCN is a cement manufacturing organization headquartered in Madurai. The
company focused on reducing its environmental impact in every aspect of its
business, from product design and manufacturing to packaging and shipping.
They believe that environmental sustainability and social responsibility will
improve their financial performance. Appraise the recent strategies adopted by the
organization to build sustainability. (CO5:12 Marks)
OR
V.B Balmia cements CSR strategy has helped them to build strong relationships with
their stakeholders, including customers, employees, and suppliers. Appraise the
current strategies adopted by the organization and discuss how they will benefit
the organization to achieve long-term growth.(CO5:12 Marks)

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