Department of Business Management

2 Year Full Time Master of Business Administration (2019 – 20)

(Approved by AICTE, New Delhi)
Programme Structure

M. B. A. Programme (2 Years, Full-time Program)

Department of Business Management. Tripura Universityoffers 2 year full time Masters in

Business Administration (M.B.A.) program under different areas of specialization. The
present intake capacity is of 60 seats. The pedagogical approach is mixed mode teaching
including classroom teaching, case based teaching with hands-on exposure to modern
computer based solutions. The students are required to undertake research work, practical
and field work guided by the faculty mentors.The proposed curriculum is evolved through
an intense and thoughtful analysis of contemporary curricula and a positive estimate of
student’s learning requirements. A combination of technical skills, value orientation and in
depth understanding of the concepts under a contextual framework have been considered
so that the students can select from a wide range of electives besides core papers which in
turn will enhance employment opportunities at the completion of the program. Further, the
programme begins with a two weeks orientation programme which will facilitate in
developing a contextual orientation in the young minds.

The MBA course curriculum combines a sound conceptual grounding in Basic Economics,
Quantitative Techniques, Management Principles, Basic Accounting and Operations
Management with specialization in Marketing, Finance, Human Resource Management and
Systems Management. The first two semesters of the programme consist of compulsory
courses aimed to provide a solid foundation in basic concepts and analytical tools. Optional
papers are placed in the third and fourth semester allowing students to specialize in the area
of their choices. Further the students are required to opt for three courses under CBCS where
one compulsory subject will be computer fundamentals.

Students are required to go through compulsory eight to ten weeks summer training at the
end of second semester. At the end of the third semester students are required to submit
dissertation on their minor project in their areas of specialization. Medium of instruction is
English and the classes are held generally from Monday to Friday every week starting from
10 a.m. to 5 p.m. Students failing to maintain a minimum attendance of overall 75% will be
debarred from appearing in the examination.
Overall Structure

Max. : 3 Credit Distribution

Duration Min. : 2 Years
Years
Total Credits 94 Semester I, II, III, IV @ 26credits each
including oneSummer Internship Programme
CBCS Courses: 10
is of 4 credits.
Grand Total 104

Orientation Programme

Duration 2 weeks
Subject No. of lectures
PRINCIPLES OF MANAGEMENT 10

BUSINESS MATHEMATICS 10

MS OFFICE BASICS 10

ENGLISH PROFICENCY 10

BASICS OF ACCOUNTING 10

BASICS OF ECONOMICS 10

All students will have to attend the orientation programme and appear in a comprehensive
examination. Qualifying in the examination based on orientation programme is a mandatory
requirement to attend regular classes. A separate certificate of passing the examination
would be issued to the qualified students by the department.

Modules

17 modules of 3 credits each

1. Core Module:
3 module of 2 credits each
2. CBCS courses 2 modules with 4 credits each and 2 module with 2 credits each
3. Elective Specialization streams - Dual Specializations:
Module Elective Specialization I - 4 modules (12 credits)
 Elective Specialization II – 4 modules (12 credits)
Industry Analysis (Semester I) - 2 credits and Dissertation on
4. Research Structural Analysis of Industry (Semester IV) – 2 credits. Evaluated
Module through Project report/ Dissertation with viva voce
by an internal examiner.
Summer Training (Semester II) for 8-10 weeks that carries 4 credits
5.Industrial and Out Station Industry Visit & Project of 2 weeks that carries 3
Training credits.(Evaluated by a panel of internal and at least one external
experts)

List of Courses

General Courses Semester I

COURSE
SUBJECT CREDIT L-T-P
CODE
BMG 701 C MANAGERIAL ECONOMICS 3 3-0-0
BMG 702 C STATISTICS AND QUANATITATIVE TECHNIQUES 3 3-0-0
FINANCIAL REPORTING, STATEMENTS
BMG 703 C 3 3-0-0
&ANALYSIS
BMG 704 C VALUES ETHICS & CSR 3 3-0-0
BMG 705 C MARKETING MANAGEMENT 3 3-0-0
BMG 706 C ORGANIZATIONAL BEHAVIOUR 3 3-0-0
BMG 707 C BUSINESS COMMUNICATION 3 3-0-0
BMG 708 C BUSINESS DECISION MAKING USING EXCEL 3 3-0-0
BMG 709 C PROJECT: INDUSTRY ANALYSIS 2 0-0-0

General Courses Semester II

COURSE
SUBJECT CREDIT L-T-P
CODE
BMG 801 C BUSUNESS RESEARCH METHODS 3 3-0-0
BMG 802 C COST AND MANAGEMENT ACCOUNTING 3 3-0-0
BMG 803 C PRODUCTION AND OPERATION MANAGEMENT 3 3-0-0
BMG 804 C MANAGEMENT INFORMATION SYSTEM 3 3-0-0
BMG 805 C E-BUSINESS STRATEGY 3 3-0-0
BMG 806 C BUSINESS LAW 3 3-0-0
BMG 807 C HUMAN RESOURCE MANAGEMENT 3 3-0-0
COMPUTER SKILL II 4 4-0-0
Summer Internship Programme

COURSE
SUBJECT CREDIT LTP
CODE
Summer Internship Project (Industry)(6 – 8
BMG 808 C 4 0-0-0
weeks)

General Courses Semester III

COURSE
SUBJECT CREDIT LTP
CODE
BMG 901 C FINANCIAL MANAGEMENT 3 3-0-0
BMG 902 C BUSINESS ENVIRONMENT 3 3-0-0
OUTSTATION INDUSTRY VISIT &PROJECT
BMG 903 C 3 0-0-0
(MAJOR)

Core Specialization Modules Semester - III

COURSE
CODE SUBJECT CREDIT LTP
MARKETING SPECIALIZATION
BMG 904 C
CONSUMER BEHAVIOUR 3 3-0-0
BMG 905 C
SALES AND DISTRIBUTION MANAGEMENT 3 3-0-0
AND
HUMAN RESOURCE MANAGEMENT SPECIALIZATION
HUMAN RESOURCE PLANNING &
BMG 906 C 3 3-0-0
DEVELOPMENT
BMG 907 C COMPENSATION & REWARD MANAGEMENT 3 3-0-0
OR
FINANCE SPELIALIZATION
BMG 908 C FINANCIAL MARKETS AND SERVICES 3 3-0-0
MANAGING BANKS & FINANCIAL
BMG 909 C INSTITUTIONS 3 3-0-0

OR
SYSTEMS SPELIALIZATION
BMG910 C BUSINESS INTELLIGENCE 3 3-0-0
BMG911 C ENTERPRISE DIGITAL INFRASTRUCTURE 3 3-0-0

Choice Based Credit System (CBCS) Course - II

 Students are required to pick any one subject from the list below and one
subject from other department of 4 credits

List of subjects

COURSE
SUBJECT CREDIT LTP
CODE
2 2-0-0
BMG 912 E SERVICES MARKETING
2 2-0-0
BMG 913 E RETAIL MARKETING
2 2-0-0
BMG 914 E LEADERSHIP AND TEAM BUILDING
2 2-0-0
BMG 915 E PROJECT MANAGEMENT
2 2-0-0
BMG 916 E CORPORATE TAXATION
STRATEGIC HUMAN RESOURCE 2 2-0-0
BMG 917 E MANAGEMENT

General Courses Semester IV

COURSE
SUBJECT CREDIT LTP
CODE
BMG 1001 C STRATEGIC MANAGEMENT 3 3-0-0

INNOVATION &ENTERPRENUERSHIP
BMG 1002 C 3 3-0-0
DEVELOPMENT

BMG 1003 C DISSERTATION: STRUCTURAL ANALYSIS OF

2 0-0-0
INDUSTRY

Core Specialization Modules Semester - IV

COURSE
SUBJECT CREDIT LTP
CODE
MARKETING SPECIALIZATION
INTEGRATED MARKETING
BMG 1004 C COMMUNICATIONS 3 3-0-0

BMG 1005 C PRODUCT& BRAND MANAGEMENT

3 3-0-0
AND
HUMAN RESOURCE MANAGEMENT SPECIALIZATION
 BMG 1006 C INDUSTRIAL RELATIONS & LABOUR LAW
3 3-0-0
ORGANIZATIONAL DEVELOPMENT &
BMG 1007 C
CHANGE MANAGEMENT 3 3-0-0

OR
FINANCE SPELIALIZATION
SECURITY ANALYSIS AND PORTFOLIO
BMG 1008 C
MANAGEMENT 3 3-0-0

BMG 1009 C INTERNATIONAL FINANCIAL MANAGEMENT

3 3-0-0
OR
SYSTEMS SPELIALIZATION
WEB ANALYTICS
BMG1010 C 3 3-0-0
MODELLING & ANALYSIS WITH
BMG1011 C SPREADSHEETS 3 0-0-3

Choice Based Credit System (CBCS) Course - IV

Students are required to pick any one subject from the list below

List of subjects

COURSE
CODE SUBJECT CREDIT LTP
BMG 1012 E INTERNATIONAL MARKETING 2 2-0-0
BMG 1013 E DIGITAL MARKETING 2 2-0-0
BMG 1014 E B2B MARKETING 2 2-0-0
BMG 1015 E NEGOTIATIONS AND COUNCELING 2 2-0-0
COMPETENCY MAPPING AND 2 2-0-0
BMG 1016 E PERFORMANCE MANAGEMENT
BMG 1017 E INDIAN FINANCIAL SYSTEM 2 2-0-0
BMG 1018 E ADVANCE FINANCIAL MANAGEMENT 2 2-0-0
FINANCIAL DERIVATIVES & RISK
BMG 1019 E 2 2-0-0
MANAGEMENT
CROSS CULTURAL AND INTERNATIONAL
BMG 1020 E 2 2-0-0
HUMAN RESOURCE MANAGEMENT
Note: All course mentioned in the syllabus could be offered subject to availability of faculty members
within the Department and fulfillment of minimum number of students for a specialization course to
be offered.
 BMG 701 C Managerial Economics L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Basic knowledge of Business & Mathematics
Co-requisites

Course Background and Learning Objectives:

The objective of this course is to make students understand the following,

• How markets work; supply, demand and market equilibrium

• Elasticity of supply and demand, taxes and subsidies
• Production of goods and services, measures of productivity
• Making investment decisions
• Opportunity costs, different cost concepts, planning for the future
• Pricing and selling decisions with different types of competitive pressures
• Problems with markets and what we can do about it

Text Books:

1. Christopher R. Thomas & S. Charles Maurice: Managerial Economics: Concepts and

Applications, 8e, Tata McGraw-Hill

Reference Books:

1. Branson, William H, “Macroeconomic Theory and Policy”, 3rd Edition, Harper and Row.
2. Dominick Salvator : Managerial Economics in Global Economy, 4e, Thomson.
3. Dominick Salvatore: Managerial Economics: Principles and Worldwide Applications, 6th
Edition, Adapted Version, Oxford University Press.
4. H. Craig Petersen, W. Chris Lewis &Sudhir K. Jain: Managerial Economics, 4e, Pearson
Education.
5. Koutsoyiannis: Modern Microeconomics, ELBS
6. Mankiw, N Gregory, “Macroeconomics”, 6th Edition, Worth Publishers.
7. Mark Hircshey : Managerial Economics, 10e, Thomson.
8. Michael R. Baye: Managerial Economics and Business Strategy, McGraw-Hill
9. N. Gregory Mankiw: Principles of Microeconomics, 4e, Thomson: South-Western.
10. W. Bruce Allen, Keith Weigelt, Neil Doherty and Edwin Mansfield: Managerial Economics:
Theory, Applications and Cases, 7th Edition, W.W. Norton & Company.

Course Content:

Unit I: Theory of Consumer Behaviour and Demand 6 lectures

Theory of consumer behaviour - Introduction, ICC, Engel curve, Elasticity of demand and
supply, PCC, Substitution and Income effects, Classification of goods.

Unit II – Theory of Production and Cost 6 lectures

Theory of production – Concepts of production and Optimal input proportions, Theory of Cost –
concepts of cost and shapes of cost curves.

Unit III – Theory of the Firm and Market organization 6 lectures

Market structure including demand and cost analysis under Perfect competition, Monopoly,
Monopolistic competition and Oligopoly.Role of Innovations in markets.

Unit IV – Investment Decisions 6 lectures

Business Fixed Investment: the neoclassical approach, the rental price of capital, the cost of
capital, the determinants of investment, taxes and investment, the stock market and tobin’s q.
Inventory Investment: reasons for holding inventories, the accelerator model of inventories,
inventories and the real interest rate.

Unit V - Managerial Applications/Case Studies 6 lectures

Specific case studies relating to Indian markets (Industry as well as Productwise).

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
 Business Statistics and Quantitative
BMG 702 C L T P C
Techniques
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Basic knowledge of Central Tendency
Co-requisites

Course Background and Learning Objectives:

H.G. Wells’ statement that “statistical thinking will one day be as necessary as the ability to read
and write” is valid in the context of today’s competitive business environment where many
organizations find themselves data-rich but information-poor. Thus, for decision-makers, it is
important to develop the ability to extract meaningful information from raw data to make better
decisions. It is possible only through the careful analysis of data guided by statistical thinking. To
a manager of a power station, statistics are the amounts of pollution being released into the
atmosphere. To a Food and Drug Administrator statistics is the likely percentage of undesirable
effects in the general population using the new prostrate drug. To the student taking this course,
statistics are the grades on your quizzes and final exam in the course. Each of these people is using
the word correctly, yet each person uses it in a different way.All of them are using statistics to
help them make decisions.Helping you learn why statistics is important and how to use it in your
personal and professional life is the main purpose of this course.

The learning goals and objectives of this course for students to pursue management education are:

1. The course aims to help studentsto get the feel of statistics: what it is, how and when to
apply statistical techniques to decision-making situations, and how to interpret the results.

2. The course shall help students to shed their fear of using statistical techniques in decision
making. This course attempts to combine the students’ power to logically model and
analyze diverse decision making scenarios through solving variousstatistical based
problems.

3. The course will help students to understand about the fundamental quantitative methods to
evaluate various decision alternatives (strategies or courses of action) in order to arrive at
an optimal decision.
Text Books:

1. Richard I. Levin & David S. Rubin “Statistics for Management”, 7thEdition, Pearson
(ISBN 81-7758-584-3)
2. Bernard W. Taylor III “ Introduction to Management Science”, 9th Edition, Person (ISBN
978-81-317-2071-4)

Reference Books:

1. J. K. Sharma “ Quantitative Methods: Theory and Applications” 2nd Edition, Macmillan

(ISBN 978-0230-32871-6)
2. J. K. Sharma, “Business Statistics”, 2nd Edition Pearson (ISBN 81-7758-654-8)

Course Content:

Unit I: Probability and Probability Distribution 6 lectures hours

Basic Terminology in Probability, Three Types of Probability, Probability Rules, Probabilities under
conditions of Statistical Independence and Dependence, Bayes’ Theorem, Discrete Probability
distributions, Binomial & Poisson distributions, Continuous Probability Distribution: Normal Distribution

Unit II: Regression and Correlation _ 6 lectures hours

Estimation using Regression Line, Correlation Analysis, Multiple Regression and Correlation
analysis, Modeling Techniques, Non parametric Methods
Unit III:Time Series and Forecasting 6 lectures hours

Variations in Time Series, Trend Analysis, Cyclical Variation, Seasonal Variation, Irregular
Variation, Time Series Analysis in Forecasting
Unit IV: Index Numbers 6 lectures hours

Unweighted Aggregates Index, Weighted Aggregates Index, Average of Relatives Methods,

Quantity and Value Indices, Issues in Constructing and Using Index Numbers
Unit V: Linear Programming and Decision Trees 6 lectures hours

Graphical and Simplex Method, Game Theory, Transportation Problem, Assignment Problem,
PERT, CPM,Decision Trees, Queuing Analysis.

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
BMG 703 C Financial Reporting, Statement & L T P C
Analysis
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

The objective of this course is to provide the conceptual background and develop understanding
of financial accounting by helping the learners read, understand, analyze and interpret financial
statements so as to assess the financial performance of a company from the information contained
in financial reports.
Upon successful completion of this course, the student would be able to:
1. Understand the role of accounting as the basis for business decision-making
2. Understand the accounting processes that underlie financial statements
3. Understand the objectives and uses of financial analysis
4. Understand the needs of different users of financial accounting reports
5. Select appropriate accounting information from financial statements and use it
effectively for decision-making
6. Understand the general benefits and limitations of accounting statements
7. Use accounting information as a basis for decision-making based on the analysis and
interpretation of data from financial statements
8. Understand how policy decisions can impact financial statements and decision-making

Text Book
1. Maheshwari S.N &Maheshwari S K – A text book of Accounting for Management
(Vikas, 10th Edition)

Suggested Readings
1. Narayanswamy, R: Financial Accounting: A Managerial Perspective. 3e, Phi India.
2. Ambrish Gupta - Financial Accounting: A Managerial Perspective (Prentice Hall,
4th Edition)
3. B. Banerjee-Financial Accounting(Excel Books)

Course content

Unit 1: Introduction 6 Lecture Hours

Accounting concepts, conventions and principles; Accounting Equation, Accounting principles

and standards; Objectives of Accounting, Understand the conceptual framework of Financial
Accounting, Understand role of financial Accounting in financial analysis, Comprehend
information structure of company's annual report, Understand role of Indian AS, IFRS and US
GAAP.

Unit 2: Mechanics Of Accounting 6 Lecture Hours

Double entry system of accounting, journalizing of transactions; ledger posting and trial balance,
preparation of final accounts, Profit & Loss Account, Profit & Loss Appropriation account and
Balance Sheet, Policies related with depreciation, inventory and intangible assets like copyright,
trademark, patents and goodwill.

Unit 3: Analysis of Financial statement 6 Lecture Hours

Ratio Analysis- solvency ratios, profitability ratios, activity ratios, liquidity ratios, market
capitalization ratios; Common Size Statement; Comparative Balance Sheet and Trend Analysis of
manufacturing, service & banking organizations.

Unit 4: Fund Flow Statement Analysis 6 Lecture Hours

Meaning, important of fund flow statements, Advantages and disadvantages of Fund flow
statements, Concept of Gross and Net Working Capital, Preparation of Schedule of Changes in
Working Capital, Preparation of Funds Flow Statement and its analysis.

Unit 5: Cash Flow Statement Analysis 6 Lecture Hours

Meaning of Cash Flow, importance of Cash Flow,Various cash and non-cash transactions, flow of
cash, difference between cash flow and fund flow Advantage and Disadvantages, preparation of
Cash Flow Statement and its analysis.

Evaluation Theory
Component Internal SEE (Session Ending
Examination)
Marks 30 70
Total Marks 100
BMG 704C Values, Ethics & Corporate L T P C
Social Responsibility(CSR)
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Knowledge of Principles and Practices of Management
Co-requisites

Course Background and Learning Objectives:

Values, Ethics and Corporate Social responsibility (CSR) seek to familiarize students with basic
understanding of values, skills, ethical principles for taking the human journey upward. Students
will learn about the ethical theories and their applications in the various streams of management.
Furthermore, this course also imparts the knowledge of corporate governance and importance of
corporate social responsibility.
The learning goals and objectives of this course are:
1. Students will demonstrate understanding of the ethical principles in general or in application
of specialized knowledge in other areas.
2. Create knowledge about values, disvalues and five-pillar model in particular to take the
human journey upward.
3. Develop understanding of corporate governance, importance and implementation of
corporate social responsibility across organizations.
Text Book:
1. Business Ethics, Richard T. De George, Pearson Education.
2. Management by Values, S.K.Chakroborty, Oxford University Press.
3. Corporate Responsibility - A critical introduction, Michael Blowfield& Alan Murray,
Oxford University Press.

Reference Books:
1. Corporate Governance, Christine A. Mallin, Oxford University Press.
2. Business Ethics - An Indian Perspective, P.S.Bajaj& Raj Agraval, Biztantra Publication.
Course Content:
Unit I: Human Values for Management 7 hours
Management: A function for skills and values, the role of skills, the roll of values, Human
journey from disvalues to human values, Human values and other values.Management
thinking from the wisdom literature of India, Some Indian ethos for wisdom Management:
The Guna Dynamics, The Art and Science of work, The moral law of cause and effect, The
giving model of inspiration, The lower self and the higher self.

Unit II: Introduction to Ethics 5 hours

Ethics, Wisdom, Sequential and Holistic Ethical inquiry, Ethical approach to
business.Business ethics and ethics in business, Triple bottom line
agenda,Institutionalising Ethics.

Unit III: Major Ethical Theories 6 hours

Action based theories-Egoism, Utilitarianism,Deontology, Care Ethics, Virtue based
theories

Unit III: Application areas of Values and Ethics 5 hours

Ethical issues in Marketing Management, Financial Management, Human Resource
Management, Operations Management and IT/Systems.
Unit V: Corporate Governance and CSR 7 hours
Aspects of Corporate Governance, Owners and Stakeholders, Directors and Board
Structure, Corporate Governance in India.
Introduction ofcorporate social responsibility, Managing and implementing corporate
social responsibility, corporatesocial responsibility and Corporate Governance, Future of
Corporate social responsibility.

Theory
Evaluation

Component Internal SEE

Marks 30 70
Total Marks 100
BMG 705C Marketing Management L T P C
Version 1.01 Date of Approval: 1 1 1 3
Prerequisite Basic understanding of principles of management
Total Credits 3

Course Background and Learning Objectives:

This Course introduces the subject of marketing management to the MBA First Year students. This
is a basic course and will cover the understanding of marketingmanagement as asocial process, as
an organizational function and as a strategic tool for organization. Concepts such as environment
analysis, consumer analysis, segmentation, targeting and positioning, marketing mix, market
structure and competition analysis are included to make students aware of the broad framework of
marketing which will be the prerequisite for the second part of the course that will be confined on
understanding and analysing marketing as a strategic tool.

The learning goals and objectives of this course for students to pursue management education are:

1. Demonstrate an understanding of basic concepts of marketing and apply in marketing

issues. Understand the marketing challenges.

2. Understand the Marketing environment and interactions.

3. Understand the expectations of customers and know how to apply this knowledge into
genuine value for customers.

4. Use marketing information and research to identify marketing opportunities and/or solve
marketing problems.

5. Demonstrate an understanding of consumer behaviour, buying decision process and factors

affecting the process and apply this knowledge for finding the factors to boost sales for the
organizations.

6. Describe a range of common strategies for use with each of the various marketing mix tools:
product, pricing, promotion, and distribution.

7. Determine and identify a firm's present or potential market segments. To understand the
base for marketing segmentation.
 8. Demonstrate an understanding for dealing with competitive challenges.

9. Demonstrate an understanding and application of marketing management tools and

techniques

10. Understand the issues and challenges associated with marketing control.

11. Understand various issues related to ethical application of marketing tools and techniques.

Text Book:
1. Kotler and Keller,Marketing Management, 15thEdition, Pearson Education.

Reference Books:
1. Ramaswamy and Namakumari,Marketing Management
2. Baines, Fill and page, Marketing Management
3. Tapan K. Panda, Marketing Management
Course Content:
Unit I: Introduction to Marketing and Marketing Environment 6 lectures hours
Introduction to Marketing: Meaning, relevance and core concepts: needs, wants, demand,
market, customer, market etc., Scope of marketing and new age marketing challenges, Evolution
of Marketing: Production, product, selling, marketing, societal, relationship and holistic
marketing concept, Introduction to marketing mix elements: Product, price, place, and
promotion, In-class exercise based on marketing mix elements, Marketing Ethics and Social
Responsibilities of Marketing, Analysing Marketing Environment: Task environment, Macro
Environment- political, social, economic, technological, legal and other factors, Scanning
Marketing Environment: SWOT and PESTLE analysis, Marketing Planning Process.
Unit II: Consumer Markets and Consumer Buyer Behaviour 4 lectures hours
Characteristics affecting consumer behaviour: Cultural, social, personal and psychological
factors, Models of Consumer Behaviour, Buyer decision process and stages in the adoption
process, consumer research, Business Markets: Market structure and demand, nature of buying
centre/unit and types of decisions, Business buyer behaviour, types of buying situations,
participants in buying process, factors influencing buyer and decision making process, Case
Discussion (To be announced in the class as the syllabus progresses).
UnitIII: Identifying Market Segments and Targets 4 lectures hours
Market Segmentation: Segment Marketing, Niche Marketing, Local Marketing, Individual
Marketing, Consumer Market Segmentation Bases, Business Market Segmentation Bases, Market
Targeting, Market Fragmentation and Consolidation, Market Targeting and Positioning.Case
Discussion, Quiz 2
Unit IV: Analysing Competition and Creating Competitive Advantage 4 lectures hours
Analyzing Market Structure and Competition, Competitor Analysis: Identifying competitors,
assessing competitors and selecting competitors to attack and avoid,Competitive Strategies:
Market Leader, challenger, market follower and niche marketer strategies, Case discussion(To be
announced in the class as the syllabus progresses).
Unit V: Marketing Tools and their Applications 12 lectures hours
Product as a marketing tool:
Product Classification and Levels, Product Life Cycle and associated marketing strategies, New
Product Development Process, Product Co-creation, New Product Adoption Process, Product Mix
and related marketing strategies, Understanding Brand, Branding Strategies, Brand Equity,
Packaging and Labelling, Brand Positioning. Case Studies (Cases to be notified in the Class).
Pricing as a marketing tool:
Product Cost and Pricing, Factors Affecting Pricing Decisions, Setting Price of an Offering,
Various Pricing Methods,Case Studies (Cases to be notified in the Class).
Channel as a marketing tool:
Understanding Marketing Channel, Marketing Channel Types and Functions, Channel Levels,
Channel Design Decisions, B2B, B2C and Service Channel Design, Channel Management: issues
and challenges, Logistics, Case studies (Cases to be notified in the Class).
Communication as a marketing tool:
Understanding Integrated Marketing Communications, Communication Process Models,
Developing Effective Marketing Communication, Marketing Communication Mix,
Implementation of Communication Tools: Advertising, Sales Promotion, Personal Selling, Direct
Marketing, Event management, ATL and BTL Promotion, Co-Creation of Communications, Case
Studies (Cases to be Notified in the Class).
Evaluation Theory
Component Internal End Semester Examination
Marks 30 70
Total Marks 100
* Lecture hour 16, 32 and 40 will be the first, second and third periodic assessment of the
students.

*after completion of the course, an assessment will be carried out covering the complete course.
 BMG 706 C Organizational Behaviour L T P C

Version 1.0 Date of Approval 3 0 0 3

Prerequisite Principles of Management

Co-requisites

Course background and learning objectives:

An organization is a consciously coordinated social unit, composed of a group of people that functions on
a relatively continuous basis to achieve a common goal or set of goals. In order to be able to implement
the principles behind any organizational behaviour, one needs to understand how it will help the
organization, and what are the goals that the organization hopes to achieve by doing this.Organizational
behaviour studies help us understand why employees behave the way they do, and also thereby predict
how they are going to behave in the future.

The learning goals and objectives of this course for students to pursue management education are:

1. Provide an understanding of human behaviour in organizations - how people influence organizational

events and how events within an organization influence people’s motivation and emotional stability

2. Understand how to develop good leaders: Organizational behaviour patterns help in predicting who
among the employees have the potential to become leaders. They also teach us how to mold these
employees so that their leadership potential is utilized to its fullest.

3. Develop a good team: An organization is only as good as the weakest member of its team. It is essential
that all members of the team work in coordination and are motivated to work together to achieve the best
results. The teamwork theories of organizational behaviour are an essential tool in the hands of any
manager.

All this leads us to the most important goal of achieving the highest productivity in realizing the visions
and goals of any organization. If implemented well, the organizational behaviour principles help in
motivating all the members to do their best. The levels of motivation can be the difference between a good
and a bad result.

Text book:

1. S. P. Robbins : Organizational Behaviour, Pearson education,

Reference books:

1. UdaiPareek: Understanding OrgaizationalBehaviour, Oxford.

2. ArchanaTyagi : Organizational Behaviour, Excell Books.

3. MadhukarShukla : Understanding Organizations – Organizational Theory &Practice in India, Prentice
Hall

Unit I 6 hr

Definition and history of organizational behavior, nature or organizational behavior , Importance of OB,
Field of OB, Contributing Disciplines, Applications in Industry.Challenges of OB, Management and
Organizational Behavior- , management functions, skills needed by good managers,Foundations of individual
behavior: Personality– Meaning of Personality, Determinants of Personality,

Unit II 6 hr

Theories of Personality, Measurement of Personality and types of personality (the Myers-Briggs Type
Indicator), The Process of Perception – Process and Principles, Nature and Importance, Factors Influencing
Perception, managing perception, Learning – Concepts and Principles, Theories of Learning, Types-
Reinforcement, Punishment, Learning about Self,Emotions and Moods in the Workplace- Differences between
mood and emotion, the role of emotion in the workplace, emotional intelligence. Definition of values, types,attitude
and cognitive dissonance and how they influence workplace behavior, major job attitudes, job satisfaction.. Ethics
in work place

Unit III 6 hr

Motivation-Work Motivation – Approaches to Work Motivation, Theories of Motivation – content

theories and process theories; Maslow’s Hierarchy of Need Theory,Alderfer’s ERG Theory, Herzberg’s
Motivation-Hygiene Theory, McClelland’s Achievement – Motivation Theory, Vroom’s Expectancy
Theory, Porter and Lawler Expectancy Model,employee empowerment.

Unit IV 6 hr

Group and Interpersonal behavior - group dynamics - why groups form, types, Stages of Development
,decision making / styles, strategies for improving decision making teams - types of teams,Power - sources
of power, effective use of power. Politics- forces creating political behaviour. Conflict – Sources,process,
types and strategies to resolve conflict. Leadership - styles, Skills and Influence Processes, Leadership and
Power,Examples of Effective Organizational Leadership in India

Unit V 6 hr

Organizational Culture : Culture and its Characteristics, Types of Cultures, Western and Oriental
Organization Cultures, Indian Organization Culture, Culture Change, Organizational Change and
Development: Organizational Change Process, OD Models, OD Interventions, Resistance toChange

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
BMG 707C Business Communication L T P C
2 1 0 3

Course Background and Learning Objectives:

This 3 credit program of Business Communication is designed to prepare the students to fill the
business-related communications role in a virtual or traditional environment. The course offers the
student an integrated education, combining studies of both business and communication in a global
context. It prepares students for the communication and management challenges of businesses by
emphasizing leadership, innovation, entrepreneurship, and effective communication. This program
provides a solid foundation in the various aspects of business communication and all the four
LSRW skills which will help the students to perform and excel in their professional field. Apart
from these the course will enable the students to develop their competency to communicate with
confidence in the modern workplace and improve their range and accuracy in communication.
Daily lives are increasingly influenced by advancements in technology, and the demand for skilled
communicators in these fields continues to grow. One of the fundamentals of today's successful
businesses is effective communication both internally and externally, face-to-face, across the
country, or around the globe. Mastering both fundamental and virtual communication skills will
provide a competitive edge in the Information Age. The need for good business communication
skills in an increasingly competitive global business environment will peak demand for these
workers in organizations of all types and sizes.

The learning goals and objectives of this course for students to pursue management education
are:

1. To improve reading and comprehension skills of students.[Sub-goal: 1.1, 1.2, 1.4]

2. To enable the students to develop and enhance skills for drafting clear, concise, audience
centric business documents. [Sub-goal: 1.2, 1.3]

Text Book:
1. Business Correspondence & Report Writing : Sharma & Mohan : Tata Mcgraw Hill.
2. Developing Communication Skills : Krishna Mohan &Meera Banerjee : Mcmillan.

Reference Books:
1. Williams, Krizan, Logan, Merrier: Communicating in Business. 8e, Cengage Learning, New
Delhi.
2. Boove, C.L., Thill, J.V., and Chaturvedi, M., (2010) Business Communication Today,
Pearson Education.
3. Ober, Scott: Contemporary Business Communication (2009), Biztantra Publications, New
Delhi.
4. Buisness Communication Today :Bovee& Hill : Pearson Education.

Course Content:

Unit I: Importance and Benefits of Business Communication 7 lecture hours

Elements and process of Communication; non-verbal communication; barriers to communication;
ways to overcome barriers; Importance of the course for Managers , Role of Communication;
defining communication; classification of communication; the purpose of communication: to
inform; to persuade, The process of Communication: The linear concept of communication; the
Shanon- Weaver Model; the two way communication process. The elements of communication,
The seven C’s of communication.

Unit II: Effective Presentation 5 lecture hours

Meaning and Importance of Presentation; Why Presentation is a difficult Job ?Steps towards
Mastering the Art of Oral Presentation.

Unit III: Effective Business Writing 5 lecture hours

Planning and Organizing Business Messages; & Composing the message, Business Letters;
Memorandums; E-mails, Good news & Neutral messages; Bad news messages; Persuasive written
messages, Crafting Resume/Biodata

Unit IV: Listening and Feedback 5 lecture hours

Effective Listening, Importance of Listening in Organizations, Listening Process, Types of
Listening, Listening Barriers, How to overcome the Barriers.

Unit V: Business Reports & Proposals 5 lecture hours

Memorandum and Letter reports: informational & analytical, Structure and style of business
reports, Kinds of Proposals; structure of Proposals, Sample Business Proposals, Submission of a
brief report/proposal.

Unit VI: Business Communication & the Ethical Context 3 lecture hours
Background to Ethical Context; Influences on Personal Ethics Communication and Ethical Issues.
BMG 708 C Business Decision Making using Excel L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Basic knowledge of MS Excel
Co-requisites

Course Background and Learning Objectives:

Spreadsheet programs allow users to develop a number of documents that can be used for both
professional and personal use. Users can store data, perform calculations, and display values or
figures graphically. A spreadsheet may be used to calculate the earnings of business products for
the year, or it simply may be used to keep track of monthly bills. This course is aimed at beginners
and is intended to provide the basics skills to operate Ms Excel. Any small and medium
organization irrespective of their size and volume of transaction requiresummarizing, reporting
and analyzing data. For more advanced needs like decision making building analytical models for
understanding the effect on profit of various inputs, reduction of cost and management operation
everything becomes easy and efficient by incorporating spreadsheet applications. Use of
spreadsheets in businesses has evolved from mere book keeping to a functionally rich platform for
quantitative business modeling and decision support systems.

The learning goals and objectives of this course for students to pursue management education are:

1. The course aims to align students learning to Analytics and Entrepreneurial Thinking. This
course is about blending techniques from various fields to create decision models primarily
using Spreadsheet Solutions and equip future decision makers with hands on tools to
achieve their goals.
2. The course shall help students to shed their fear of numbers and become power users of
spreadsheet applications. This course attempts to combine the students’ power to logically
model and analyze diverse decision making scenarios with spreadsheet based solution
procedures.

Text Book:

1. BalakrishnanNagraj, Render Barry and M.Stain Jr. Ralph,“Managerial Decision Modelling

With Spreadsheets”, Second Edition, Pearson (ISBN 978-81-317-1485-0)

Reference Books:

1. Winston L. Wayne, “Excel 2010, Data Analysis and Business Modelling”, PHI Learning
(ISBN 978-81-203-4359-0)
 2. Walkenbach John, “Microsoft Excel 2007-Bible”, Wiley Publishing Inc. (ISBN 978-0-
470-04403-2)

Course Content:

Unit I: Significance of Spreadsheets in decision making 6 lectures hours

Overview of following functions: SUM, SUMIF, AVERAGE, AVERAGEIF, LEFT, RIGHT,
MID, TRIM, LEN, FIND, SEARCH, REPT, CONCATENATE, REPLACE, VALUE, UPPER,
LOWER, CHAR, Handling Dates in Excel, DATEVALUE, TODAY,
WORKDAYNETWORKDAYSYEAR, MONTH, DATE, DATEIF functions. Handling Date and
Time simultaneously, NOW, TIME, TIMEVALUE.

Unit II: Using Built - in Functions 6 lectures hours

Significance of Spreadsheets in decision making, Creating Range Names, Name Manager,
Vlookup, Hlookup, Lookup, Syntax of Index Function table, Syntax of Match Function,
Unit III:Using financial and other functions 6 lecture hours

Excel NPV function, NPV with irregular intervals, IRR of cash flows, Unique IRR, MIRR, FV,
PV, CUMPRINC, CUMIPMT, Resolving Circular References,
Unit IV: Using formulas and other functions 6 lecture hours

Handling Multidimensional Formulas, problem solving using IF statements

Unit V: Data Summarizing using Histograms & Using Pivot Tables and Slicers 6 lecture
hours

Making charts and graphs, Types of histograms: symmetric, positively skewed, negatively
skewed, multiple peaks, and its interpretation.

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
BMG 709 C Project: Industry Analysis L T P C
Version 1.01 Date of Approval 0 2 2

Objective:

Students would be guided by faculty members to visit any local industry/ organization for one day to
provide them an exposure of how industry/organization functions. After the end of the visit students
need to prepare a report highlighting the important points they have observed during the visit in the
respective industry/organization. Students need to submit the report for evaluation and subsequent
presentation.
BMG 801C Business Research Methods L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Basic knowledge of Statistics
Co-requisites

Course Background and Learning Objectives:

The objective of this course is to familiarize students with basic research techniques, which are,
expected to be implemented during on the job training (OJT).The course is designed to provide an
intensive use of Statistical Package for the Social Science (SPSS). The course focuses on the
analysis of business problems, understanding of appropriate research designs, learning statistical
techniques, report writing and presentation.

The learning goals and objectives of this course for students to pursue management education are:

1. The course aims to help studentsto apply qualitative and quantitative techniques for a
research project and identify business problem.

2. The course shall help students to apply a broad understanding of issues specific to
undertaking business research and use SPSS.

Text Books:

1. Zikmund, Babin, Adhikari and Griffin, “ Business Research Methods”, Eighth Edition,
CENGAGE Learning

Reference Books:

1. Paul E. Green, Donald Tull, and Gerald Albaum “ Research for Marketing Decision”
2. NareshMalhotra, SatyaBushan Dash, “Marketing Research- An Applied
Orientation”,Pearson, 6th Edition

Course Content:

Unit I: Understanding and Overview of Research 6 lectures hours

Applied and Basic Business Research, A Summary of Scientific Method of Research, Scope and
Limitations of Research, Determining when to Conduct Research, Benefits versus Costs, Different Stages
of Research
Unit II: Types of Research and Research Design Formulation_ 6 lectures hours
Exploratory, Descriptive and Causal Research. Qualitative and Quantitative Research, Defining
the Research Objectives, Research Questions and Hypotheses, Research Design Formulation,
Description of Research Proposal, Qualitative and Quantitative Research, Experimental design.
Unit III:Types of Data, Types of Variables and Measurement Scales 6 lectures hours

Advantages and disadvantages of Primary and Secondary data, Classifying Survey Research
Methods, Errors in Survey Research,Different kinds of scale, Structured and Unstructured
questionnaires.
Unit IV: Instrument Design, Reliability & Validity 6 lectures hours

Internal Validity, External Validity, Content Validity, Construct Validity, Criterion Validity,
Convergent Validity, Discriminant Validity.
Unit V: Sampling and Hypotheses 6 lectures hours

Probability sampling techniques, Non-Probability sampling techniques, Point Estimates, Interval

Estimates, Confidence Intervals, One- Sample Tests, Two Sample Tests, Chi- Square as a Test for
Independence, Analysis of Variance, Solving Case Studies and use of SPSS

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
BMG 802C Cost And Management L T P C
Accounting
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Financing and accounting have assumed much importance in today’s competitive world of business
wherein corporate organizations have to show the true and fair view of their financial position.
Thus, the application of accounting in the business sector has become an indispensable factor.
Company secretary has to provide the complete and accurate information about the financial
operations of the company to management for decision making. This emphasizes that the books of
accounts are to be maintain accurately, up-to-date and as per the norms.
The subject of Cost and Management Accounting is very important and useful for optimum
utilization of existing recourses. These are branches of accounting and had been developed due to
limitation of financial accounting. It as an indispensable discipline for corporate management, as
the information collected and presented to management based on cost and management Accounting
Techniques helps management to solve not only specific problems but also guides them in decision
making. Keeping ion view the importance of the subjects, various topics on cost and management
accounting have been prescribed in the syllabus of MBA within the objective of acquainting the
students with the basic concepts used in cost accounting and management Accounting having a
bearing on managerial decision-making.

Learning Objectives

1. To apply various management accounting techniques to all types of organizations for planning,
decision making and control purposes in practical situations.
2. To familiarize Contemporary Issues in Management Accounting.

TEXT READINGS:
1. Pandey I M - Management Accounting (VikasPublicating House)

REFERENCE READINGS:

1. Jawaharlal-Cost Accounting ( McGraw Hill )

2. Noreen- Managerial Accounting for Managers ( McGraw Hill )
3. Khan and Jain - Management Accounting (Tata McGraw-Hill, 2000)
Course Content:
Unit I: Introduction 6 lecture hours
Evolution, meaning, objectives and scope; concepts of cost, classification and elements of
cost, cost sheet; method and techniques of costing; role of cost accountant in decision making;
Relationship of cost accounting, financial accounting, management accounting and financial
management.

Unit II: Marginal Costing 6 lecture hours

Evolution, meaning, objectives and scope; tools and techniques of management accounting;; role of
management accountant in decision making.
Marginal Costing versus Absorption Costing, Cost-Volume-Profit Analysis and P/V Ratio
Analysis and their implications, Concept and uses of Contribution & Breakeven Point and their analysis
forvarious types of decision-making like single product pricing, multi product pricing, replacement, sales
etc.
Unit III: Differential costing and Incremental Costing: 6 lecture hours
Materials Control- Concept and Techniques; Methods of pricing of Material: FIFO, LIFO, Simple
Average, Weighted Average; Inventory Management: Techniques of fixing of minimum, maximum and
reorder level, EOQ, Labour Cost: Meaning and Calcification of Labour cost, Halsey Premium plan,
Rowan Plan
Unit IV: Standard Costing and Decision Making 6 lecture hours
Meaning, Advantages, Limitations and Applications, Break even analysis, Cost- Volume Profit Analysis,
P/V Ratios and its Significant, Margin of safety, Absorption Costing,
Concept of standard costs, establishing various cost standards, Concepts Decision Making: Activity
Based Costing, Cost Management, TargetCosting & Life Cycle cost: concept, strategies and applications.
Unit V: Budgeting 6 lecture hours
Concept of Budget, Budgeting and Budgetary Control, Types of Budget, Preparation of Cash Budget, Sales
Budget, Production Budget, Materials Budget, Capital Expenditure Budget and Master Budget, Advantages
and Limitations of Budgetary Control.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 803 C Production & Operations L T P C
Management
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Knowledge of Statistics & Quantitative techniques
Co-requisites

Course Background and Learning Objectives:

The intent of production and operations management course is to provide students with an
understanding of the analysis, decision making and implementation issues of managing the
operational aspects of any organization. There must be a strategy for managing and executing
the operational aspects of an organization. Decisions such as process, location, layout,
capacity, inventory, distribution and quality assurance must be in place. We must effectively
address the management of technologies and human resources. The course will have a
comprehensive and systematic coverage of manufacturing operations.

The intent of the course is to provide students with the concepts and tools necessary to
effectively manage manufacturing operations of an organization.

Furthermore, this course also provides basic knowledge of Total quality management (TQM)
six-sigma, Lean and Maintenance Management for mainly controlling the operations. TQM
consists of organization-wide efforts to install and make permanent a climate in which an
organization continuously improves its ability to deliver high-quality products and services to
customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily
on the previously-developed tools and techniques of quality control. TQM enjoyed widespread
attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean
manufacturing, and Sigma. This paper also includes the conceptual details of process
Improvement through Six Sigma. TQM is a discipline for stating how to control and manage
the quality parameters in a project within a certain timeframe, usually with defined stages, and
with designated resources.

The learning goals and objectives of this course for students to pursue management education
are:

1. To obtain an overview of the successful Operations Management function

a. Introduction and Formulating Strategy

b. Implementing Strategy: Designing manufacturing processes and service

systems

c. Production Planning: Forecasting, Managing Capacity: Matching Supply &

demand
 d. Inventory Planning & control

2. To develop basic understanding Total Quality Management (TQM), Six-

Sigma, Lean and Maintenance Management.

Text Book:

1. Operations Management: Theory & Practice, B. Mahadevan, Pearson Education.

2. Introduction to Materials Management, J.R.Tony Arnold, Stephen N.Chapman,
R.V.Ramakrishnan, Pearson Education.
3. Statistics for Management, Levin, R.I. & Rubin, D.S., PHI, Pearson.
4. Supply Chain Management: Strategy, Planning, and Operation (5th Edition), Peter
Meindl and Sunil Chopra.

Reference Books:

1. Operations Management for Competitive Advantage, Chase-Jacobs-Aquilano, TMH.

2. Production & Operations Management (2nd Edn), KanishkaBedi, Oxford University
Press.
3. Production Operations Management (2nd Edn), K. Aswathappa, Himalaya Publishing
House.

Unit I: Operations Management: Trends and Issues 4 lecture hours

Introduction to Operations management, Manufacturing trends in India, Operations
management: A System perspective, Operations management functions, Challenges in
operations management.
Supply chain fundamentals
Unit II: Design of Manufacturing Processes and Service Systems 7 lecture hours
Determinants of Process Characteristics in Operations, Types of Processes and
operations Systems, The Process-product matrix, Layout Planning, Types of layouts,
Design of Layouts, Design of Service System.
Unit-III: Production Planning 10 lecture hours
Forecasting as a Planning tool, Methods for Forecasting, Aggregate Production
Planning (APP), MRP (Material Requirement Planning), Capacity Requirement
Planning (CRP).
The Need for Scheduling, The Loading of Machines, Scheduling of Flow shops,
Scheduling of Job shops.
Globalization of operations, Factors Affecting Location Decisions, Location Planning
Methods.
 Unit-IV: Inventory Planning and Control 5 lecture hours

Inventory Planning for independent Demand Items, Types of inventory, Inventory

Costs, Inventory Control for Deterministic Demand Items, Handling uncertainty in
Demand, Inventory control systems, Inventory Planning.
Unit V: TQM, Six-Sigma, Lean and Maintenance Management 4 lecture hours
Total Quality Management, Quality management tools, Design of quality assurance
systems, The Six-Sigma approach to Quality Control Management, Process Control
Fundamentals, Setting up a process Control System, Six sigma and the process
capability.
Lean management, Just in Time (JIT). Maintenance
management, Equipment Life cycles.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 804C Management Information System L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Management Information Systems (MIS) not only include software systems, but the entire set of
business processes and resources that are used to pull together information from functional or
tactical systems. Data is then presented in a user-friendly and timely manner so that mid and upper-
level managers can use it to take the right actions. The entire system is designed so that the
company will meet its strategic and tactical goals. Organizations have multiple functional systems.
These usually include sales systems, call center systems, financial systems, inventory systems,
logistic systems and more. MIS combines information from multiple systems. This helps
management staffers better understand their own departments' contributions. In many cases, the
combination of data, such as sales figurescombined with available inventory, help the manager
take the appropriate action in order to meet the customer's needs. The primary function of MIS is
to help a manager take an action, answer a question or ask the right question. The questions or
actions should directly relate to tactical or strategic goals. A sales manager who uses projections
from the financial systems to compare with actual sales from the sales system can better gauge
whether goals will be met. If the target is not going to be met, then the manager and his group can
review their past actions and make necessary changes in order to increase sales and meet goals.
This course is intended to develop understanding of use of technology tools in business decision
making and reporting techniques to increase data visualization.

The learning goals and objectives of this course for students to pursue management education are:

1. To acquaint students with the understanding of role played by information system in

organization.

2. To highlight the use of technology for achieving critical edge to survive in global era.

3. To acquaint students with use of technology with respect to different functional area.

4. To make students familiar with the effective decision making by the use of information
technology.

5. Define general data management concepts and terms, highlighting the advantages and
disadvantages of the database approach to data management.

6. Define the terms communications and telecommunications and describe the

 components of a
telecommunications system.

7. Identify and describe Internet, intranet, and extranet and discuss how organizations are using
them.

8. To give students hands on experience on MS Excel.

Text Book:
1. James A. O’Brian, George M Marakas, Ramesh Behl, Management Information Systems:
9th Ed. McGraw- Hill.
Reference Books:

1. Laudon&Laudon, Management Information System: Managing the Digital Firm,

8th Ed., Pearson Education.
2. Davis && Olson, MIS: Conceptual Foundations, Structure and Development TMH.

Course Content:
Unit I: Foundation of Information 6 lectures hours
Real world information system, Components of Information System, Competing with
Information Technology, Fundamentals of strategic advantage.

Unit II: Information Technology Infrastructure 6 lectures hours

IT Infrastructure, Emerging Technology, Foundation of Business Intelligence, Databases and
Information management, Data Mining and data warehousing, Telecommunications, the Internet,
and Wireless Technology, Securing Information Systems.
Unit III: Key System Applications for the Digital Age 6 lectures hours
Achieving Operational Excellence, Achieving Customer Intimacy (IT based CRM), E-
Commerce, Digital Markets & Digital Goods, E-SCM and E-Retailing, Enhancing Decision
Making(DSS).
Unit IV:Building and Managing Systems 6 lectures hours
Building and managing information Systems, Project management, Sales force
management using sales cloud platform, Security & ethical challenges.Case Study
discussion (To be announced in the class as the syllabus progresses).
UnitV: Data visualization using Excel 6 lectures
hours Importance of data visualization, Utilizing MS Excel features for data preparation ,
Reporting techniques and MS Excel lab.Application simple arithmetic operations, Control
structures, Scenario building, Pivot Tables during Case Study discussion (To be announced in
the class as the syllabus progresses

Evaluation Practical Examination

Component Internal Semester End Examination
Marks 30 70
Total Marks 100
 BMG 805C E-Business Strategy L T P C
Version 1.0 Date of Approval 3 0 0 3
Prerequisite Knowledge of MIS and fundamentals of information technology and
elementary exposure to internet browsing.
Co-requisites
Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100

Course Background and Learning Objectives:

Given the competitive business forces operating in the global arena, e-business operations
attract a paradigm shift from traditional brick and mortar to brick & click business domain.
The richness in standard transactional and operating procedures has contributed significantly
in enhancing the scope of e-business both in product and service sector. The growing
importance of electronic business to a company’s growth, development and survival cannot be
ignored in light of the current dynamism in the technological environment.

The learning goals and objectives of this course for students to pursue management education are:

1. To understand the need of the transition from traditional business to electronic business.

2. To understand how electronic business is conducted and managed, its major

opportunities, limitations, issues and risks.

Text Book:
1. KalakotaRavi &Robinson Marcia, E-Business 2.0, Roadmap for Success, 2nd Ed, Pearson
Education.

Reference Books:
2. Reynolds Jonathan, E-Business: A Management Perspective, Oxford.
3. Chaffey Davey, E-Business and E-Commerce Management, 3rd Ed, Pearson,.
4. BhaskarBharat, Electronic Commerce Framework, Technologies and Applications,3rd edition,
TMH,.
5. Bajaj Kamlesh,E-Commerce – The cutting edge of business, TMH

Course Content:
Unit I: Introduction to e-business8 lecture hours
Module I: Introduction to E-Business and Spotting E-Business Trends
The purpose of this module is to acquaint students with basic concepts of the E-Business and
different e-business models and to analyse the present trends of e-business from perspectives of

consumers, marketers and other stake holders.

Defining need of e-commerce and brief history, Shifting to e-business from e-commerce
framework, Types of business model, Case: Pepperfry (Class Discussion), Case: Aramshop (Class
discussion), Trends Driving e-business, Customer oriented trends, Organizational trends,
Employee Megatrends, Case: Facebook ( Class Discussion), Case: Amazon(Class discussion).

Unit II: Digitizing the E-Business Design 8 lecture hours

This module discusses standard pricing rules under different assumptions about the structure of
the market in which the firm operates. It also examines certain pricing practices such as mark-up
pricing, multiple product pricing, etc.
Unit III: Structural foundation of e-business 8 lecture hours
E-business patterns: the structural foundation (click and brick pattern, portal pattern, e-market
maker pattern), Case: Intuit.com (Class Discussion), Case: IRCTC (Class discussion), Interlocking
layers of e-business. Self diagnosis, Operational, Service and continuous innovation excellence
models
Unit IV: Strategy formulation for e-business design 8lecture hours
This module focuses on e-business strategies and their potential impact of profitability. Besides
theory this modules undertakes hands on training of one CRM application i.e., Salesforce sales
cloud and a lab demonstration of Google analytics which showcase the application of e-business
strategies in business simulated in a lab environment
Unit V: New Era of cross functional applications 8 lecture hours
The new era of cross functional integrated applications, Problems caused by lack of integration
Case: Yebhi.com (Class Discussion), Case: Flipkart (Class discussion), Roadmap to move a
company into e-business, E- Supply chain architecture, E - CRM architecture, Tactical e-Project
management, Tactical e-Development process, Adoption management, E-government initiatives,
Measuring effectiveness of e-governance.
BMG 806 C Business Law L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

This course is designed to enhance the legal literacy of MBA students by developing a body of
legal knowledge and honing legal instincts that will help business leaders attain a competitive edge
and promote long-term success. Building on the basic legal concepts, the course will refine
students' understanding of how law affects all aspects of business, and develops a deeper
appreciation of how legal systems operate and how to operate within the boundaries of legal
systems. In this course, students will gain a sense of when and how the legal system may affect
them in a business setting, particularly in the areas of Contract law, Sales of goods act, Company
act and government regulation of business. Students will also discuss situations involving choices
that may reach beyond the requirements of the law. When the students study they will explore how
such situations arise and how they might be solved or even prevented.

The learning goals and objectives of this course for students to pursue management
education are:
1. To provide a general understanding of India Legal System.
2. To familiarize the students with the understanding and provisions of the important
business laws, the knowledge of which is essential for modern Business.
3. Impact of law on different business decision.
Unit-I
1. LAW & INDIAN CONTRACT ACT, 1872: (8Lectures)
Definitions, Sources, Scope, Need, Objectives of Business Law, Introduction, essentials of a
valid contract, classification of contract according to their enforceability, formation and
performance, offer and acceptances, legality of object and, consideration, capacity to contract,
Free consent- coercion, undue influence, void, voidable, unenforceable and illegal Agreements,
discharge of contract termination of contract, Remedies for Breach of Contract- Remedies,
Damages, Indemnity, Guarantee.
Unit-II
2. SALE OF GOODS ACT, 1930: (8Lectures)
Formation of contracts of sale, goods and their classification, Price, Conditions and Warranties,
Doctrine of Caveat Emptor, Transfer of Property in goods, Performance of the contract of sale,
Unpaid seller and his rights, Sale by auction, hire purchase agreement , Sales and agreement to
sale, Earnest money, Rules Regarding Delivery, The Right of Re- sale.
Unit-III
3. NEGOTIABLE INSTRUMENT ACT, 1881: (8Lectures)
Definitions and features of different types of negotiable instruments ( Promissory note, Bill of
Exchange & Cheque), Parties to a negotiable instrument and their capacity, holder and holder in
Due course, crossing of a cheque, types of crossing , Banker and Customer, negotiation, Dishonor
and discharge of negotiable instrument.
Unit-IV
4. COMPANIES ACT, 1956: (8Lectures)
Defination, Nature and kind of companies, formation & essential features of company. Contents,
Procedures for allegation, prospectus, Memorandum of Association and Article Of Association,
Share Capital, Debentures, borrowing powers, minimum subscription, Company meeting, Rights
of Share- holders, Company Management, winding up of company.
Unit-V
5. THE LAW OF INSURANCES & LAWS RELATING TO PATENTS, TRADE MARKS
AND COPYRIGHTS:
(8Lectures)
Principles of Insurance, Life Insurance, Martine Insurances, Fire and other insurances, a general
idea.
SUGGESTED BOOKS:
1. Commercial & Industrial Law Dr.N.D.Kapoor. S.chand and sons.
2. Company Law Taxman.
3. Business Law P.S.H Pillai, Bagavathi. S.chand and co. ltd.
4. Business Law Bulchandani. Himalaya Publishing Ltd.
5. Business Law S .N.Maheshwari. Himalaya Publishing Ltd.
6. Commercial Laws Sen & Mitra. The World Press,
Kolkata. Along with Business Law

Evaluation Theory
Component Internal END semester examination
Marks 30 70
Total Marks 100
BMG 807C Human Resource Management L T P C
2 1 0 3

Course Content:

Unit I: Introduction to Human Resource Management 5 lecture hours

Evolution of Human Resource Management; Modern Human Resource Management;
Motivation and Human Resource Management; Objectives and Importance of Human
Resource Management; Human resource Management and Personnel Management; Line and
Staff Responsibility.

Unit II: Human Resource Planning 5 lecture hours

Objectives and Importance of Human Resource Planning; Steps under Human Resource
Planning Process; Factors affecting Human Resource Planning; Human Resource Forecasting
Methods; Challenges in Human Resource Planning.

Unit III: Job Analysis and Job Design 5 lecture hours

Uses of Job Analysis; Steps under Job Analysis Process; Meaning of Job Design; Different
Job Design Techniques.

Unit IV: Recruitment and Selection 5 lecture hours

Factors affecting Recruitment; Sources of Recruitment; Stages of Recruitment; Recruitment
Evaluation; Selection Process Steps.

Unit V: Training , Development and Appraisal 4 lecture

hours
Objectives and Importance of Training and Development; Different Training and
Development Methods, Objectives and Methods of Performance appraisal; Succession
Planning.

Unit VI: Job Evaluation 4 lecture hours

Job Evaluation; Job Evaluation Systems and Methods; Wage/Salary Fixation; Incentives;
Bonus; ESOPS; Fringe Benefits; Employee Separation.
Unit VIII: Contemporary Issues in Human Resource Management 2
lecture hours
Managerial Skills for Effectiveness; Organizational Culture Building; Networking Skills;
Leadership; Negotiation; Ethics in HRM; Future directions of HRM.
Text Book:
1. Human Resource Management (Text and Cases): K. Aswathappa : Tata Mcgraw Hill.

2. Human Resource Management: P.Subba Rao : Himalaya Publications.

Reference Books:
2. Human Resource Management : Dessler and Varkkey : Pearson.

3. Human Resource Management : Snell and Bohlander : Cengage Learning.

4. Human Resource Management : N.K.Singh : Excel Books.

5. Human Resource Management : Saiyadain : Tata Mcgraw Hill.

 BMG 808 (Summer Training) (Credit - 4)

SIP Guidelines for Faculty Mentors

Dear Faculty mentor,

Your mentees are going to pursue Summer Internship Programme from ………………… to ………………..
(Date). During this training period of six to eight weeks they would undertake projects as provided
to them. Guidelines for the students have already been sent to them and all faculty mentors.

In order to guide them uniformly you are requested to kindly go through the guidelines thoroughly
and advise the students accordingly.

Students must take the SIP very seriously as it is of 100 marks and stick to the deadlines and marks
will be awarded only if submissions are done under stipulated time.

Students are encouraged to use statistical tools in their project report.

Students must abstain from any kind of plagiarism.

Students must submit weekly report without fail.

There would be zero tolerance in case of violations of report formats.

The students must share their local contact coordinates with their respective faculty mentor for
smooth communication. Students in turn should have the contact coordinates of respective faculty
mentor.

The students must share the contact coordinates of their industry mentor/guide assigned for the
project.

The faculty mentors should communicate with the industry mentors of respective mentees and
seek feedback.

A feedback form will be shared with the students in which they must get the opinions from their
industry mentor and submit the same to the college upon their return.

No project report will be submitted without training completion certificate from the company. All
reports will be submitted on 16thAugust 2017 till 4:00 p.m. at PG Program office,In case of any
deviation, the mentor should be appraised before submission with valid explanation for the delay.

Further, upon receipt of the project report faculty mentors are requested to kindly go through the
same and write down your observations.

Regards,

……………………….
Coordinator – Summer Internship Program
 Computer Skill II

Credit 4

Compulsory course need to be taken by the MBA students from

IT/Computer Science department
BMG901 C Financial Management L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Getting a business idea, making a product or designing a service, marketing the same and managing
people are some of the important functions activities of a business undertaking. A business may
be successful in all these, yet could fail on account of improper financial management. Knowing
how to fund the business enterprise, how to employee the funds mobilize effectively and
productively, how to allocate resources among various opportunities, managing the day today need
of business etc. must not be experimented with. This course aims at equipping a potential manager
the tools and techniques which helps in making financial decisions of the business and there by
lead to achieving the goal of business-‘Wealth Maximisation’.
The learning goals and objectives of this course for students to pursue management education are:

1. To provide the concepts and foundation of managing finance in business enterprises.

2. Identify and evaluate key success factors in the management of the finance function and
its relationship with other parts of the organisation and, where necessary, with external
parties;
3. Identify and describe optimal strategies for the management of working capital and
satisfaction of longer term financing requirements.

Text Book:
1. I M Pandey, ‘Financial Management’-Vikas Publications.
2. M.Y. Khan, and P.K Jain, ‘Financial Management’- Tata McGraw-Hill Publishing Company Limited.

Reference Books:
1. Prasanna Chandra, Financial Management-Theory and Practice, Tata McGraw-Hill Publishing
Company Limited.
2. Ravi Srivastava, Anil Misra- Financial Management- Theory And Practice, Kalyani Publications
Course Content:
Unit I: INTRODUCTION 6 lecture hours
Concept of Finance, scope and objectives of finance, Profit maximization vs. Wealth
maximization, Functionsof Finance Manager in Modern Age, Finance decisions by the firm,
Sources of Finance.

Unit II:VALUATION CONCEPTS 6 lecture hours

Time value of money, Risk and Return, Valuation and management of Bonds, shares and their
valuations, Capital Asset pricing models.

Unit III: INVESTMENT DECISIONS 6 lecture hours

Capital Budgeting: Introduction, Features of Capital Budgeting Decision, types of projects,
Techniques of Evaluation of Capital Budgeting Decisions, Accounting Rate of Return, Payback
Period Method, Internal Rate of Return, NPV & IRR- A Comparison and conflict. Decision Tree
analysis.

Unit IV: LEVERAGE & DIVIDEND DECISIONS 6 lecture hours

Introduction, types of leverage, Capital Structure- Theory, Designing capital Structure, Cost of
capital, dividend decisions.

Unit V:WORKING CAPITAL MANAGEMENT 6 lecture hours

Introduction, Meaning of Working Capital, Scope of Working Capital, Working Capital needs,
Types of Business, Operating cycle &its relevance for Working Capital Management, Estimation
of Working Capital Requirements.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 902 C Business Environment L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Managerial Economics
Co-requisites

Course Background and Learning Objectives:

Business is not done in isolation. Business decisions are affected by the environment under which
it is carried out. Many factors are responsible for the success or failure or any business. It is
necessary to understand what those factors are and how they can affect the profit, revenue or cost
of any business organization. This course is designed to provide a broad framework about the
factors which can potentially create opportunities or pose threat to any business organization. The
business organizations can’t afford to simply overlook those factors. Some of these factors are
within the control of the organization and some are outside its control. Government policies like
monetary policy, fiscal policy, industrial policy, foreign trade policy etc. are really important in
today’s world. It is required to understand all this in a systemic and logical manner.

This course focuses on the external and internal environments in which companies operate. The
main objective of this course is to enable the students to have a clear understanding of the theories
and models that provides a fundamental building block of business as well as blending theory with
practical scenarios. The course will further help students to identify the nature and complexity of
the competitive environment, the technological environment, the dynamic and multifaceted social
environment, the legal environment and the political issues that may have a potential impact on
business organizations.

The learning goals and objectives of this course for students to pursue management education
are:
1. To acquaint students with the factors which can affect the business decision making and to
identify the stakeholders and analyze their behaviour.

2. To assist students in developing their creativity and innovative thinking to make good
decisions in a complex global environment by correctly identifying problems and
opportunities, analyzing alternatives properly, and making the best choices in a given
 condition.

3. To critically analyse situations for forward thinking through innovation.

Text Book:

1. Francis Cherunilam - Business Environment: Text and Cases, Himalaya Publishing House
Reference Books:

1. ShaikhSaleem:Business Environment , Second edition, Pearson

2. A.C. Fernando: Business Environment, Pearson
3. Justin Paul: Business Environment - text and cases, Third edition, TMH
4. Andrew Harrison : Business Environment in global context, Second edition, Oxford
University Press
5. Veena K. Pailwar: Business Environment, PHI
Course Content:

Unit I: Introduction to Business Environment and National Income 6hours

Meaning of Business and Characteristics of Business; Internal environment, External
environment; Micro environment, Macro environment; Economic environment, Non economic
environment; Different type of economic system, Global environment; Political environment,
Legal environment; Natural environment and Technological environment; National income-
Different aggregates and its measurements
Unit II: Structure of Indian Economy 6hours
Characteristics and Problems of Indian economy; Inflation- Meaning, Measurement, Causes and
its impact on the business; Role of agriculture in the Indian economy; Economic growth and
economic development, Human development index; Nationalization, Privatization,
Disinvestment; Economic Planning- Meaning and Objectives; Five year plans in India, Twelfth
Five year plan
Unit III: Indian Financial Market and Government Policies 6 hours
Money market, Capital market; Stock exchanges In India; Terms related to the stock market;
Functions of SEBI; Monetary policy- Meaning and objectives; Instruments of monetary policy;
Fiscal policy- Meaning and objectives; Different types of deficits and expenditures; Industrial
Policy- Meaning and objectives; Different industrial policies in India, Economic reform of 1991

Unit IV: External Sector 6hours

Significance and pattern of India’s foreign trade; Tariff and non tariff barriers to trade; Case Study-
South East Asian economic crisis; Export promotion policies; Trade policy (2009-14); WTO-
Objectives and agreementsCase study- Whose Basmati is it?; MNCs- meaning and impact; FDI
and Outsourcing- meaning and importance; Balance of payment- Meaning and components

Unit V: Regulatory Business Laws 6hours

FERA and FEMA, MRTP and Competition Act; Consumer Protection Act; Environment
Protection Act; IT Act; Case Study- McKinsey’s Agenda for India’s Economic Reform

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 903C Outstation Industry Visit and L T P C
Project major
Version 1.01 Date of Approval 0 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

To make students acquaint with the business environment and to gather some practical
knowledge about how industry functions.
BMG 904C Consumer Behaviour L T P C

Version 1.01 Date of Approval: 1 1 1 3

Prerequisite Basic understanding of Marketing

Total Credits 3

Course Background and Learning Objectives:

This Course introduces the subject of International Marketing to the MBA Second Year
students as an elective paper. This is an elective course and will cover the understanding of
some prerequisites a marketing manager requires when planning to enter into markets outside
their national boundary. Concepts such as international marketing complexities, challenges and
opportunities, international marketing environment, entry methods, international pricing,
EPRG orientation, documentation for international marketing, standardization and adaptation,
international communications are included to make students aware of the broad framework of
international marketing.

The learning goals and objectives of this course for students to pursue management
education are:

1. Demonstrate an understanding of why to approach international market.

2. Understand various mechanisms to enter into international market.
3. Understand various issues related to marketing mix application in the context of
international market.
4. Understand various documents required and legal aspects associated with international
market.
Text Book:
1. International Marketing: Cateora and Graham John, Tata McGraw Hill Education.

Reference Books:

1.

Course Content:

Unit I: Introduction to Consumer Behaviour 5 lectures hours

Definition, Consumer and Marketing Strategy, Marketing and Consumer Behaviour,
interdisciplinary approach to consume behaviour, understanding Indian consumers, Consumer
Decision Making (Cognitive, habitual and affective), decision making in the context of B2B
(Cases to be given later on in the lectures).
Unit II: Psychological Influences on Consume Behaviour 8 lectures hours
Motivation, Perception, Learning, Memory, The Self and personality, Attitudes and Persuasion
and their influence on Consumer Behaviour (Practical and case studies: to be notified during
lectures).

Unit III: Sociological Influences on Consumer Behaviour 7 lectures hours

Groups and situational effects, Cultural Influence, gender subcultures, ethnic and racial
subcultures, religious subcultures, age subcultures, Income and social class, status and life
styles and their role in Consumer Behaviour (Practical and case studies: to be notified during
lectures).

Unit IV: Networked Consumer Behaviour 5 lectures hours

Word of Mouth Communication, Opinion leadership, Social Media and Consumer Behaviour,
Diffusion of Innovations (Practical and case studies: to be notified during lectures).

Unit V: Ethical Issues in Consumer Behaviour 5 lectures hours

Business Ethics and Consumer Rights, Consumers’ Rights and Product Satisfaction, Policy
issues related to consumer behaviour, Consumer Terrorism, Addictive Consumption,
Consumed Consumers, Consumer Protection Act in India, Green Consumer Behaviour.
(Practical and case studies: to be notified during lectures).

Evaluation Theory
Component Internal End Semester Examination
Marks 30 70
Total Marks 100

* Lecture hour 19, 35 and 40 will be the first, second and final periodic assessment for the
students.

*after completion of the course, a practical session will be carried out on advertisement
design and event organization.
BMG 905 C Sales & Distribution Management L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Marketing Management
Co-requisites

Course Background and Learning Objectives:

Sales perspective examines seling in its historic role and then views its place within marketing and
marketing organization.Sales & distribution management focuses on the development of effective
sales and distribution strategy, management of marketing channels, and sales force management.
Sales management is undergoing rapid changes due to changing orientation of companies from
product delivery to service based delivery models. Sales management covers sales budget and
explains how it is the starting point for business planning.

The learning goals and objectives of this course for students pursuing management education are:

1. Selling skills, responsibility of any sales persons will be covered.

2. Delivery and managing intermediaries, planning territory will also be covered.

3. Its guide for any sales manager about controlling and evaluating a sales force.

Text Book: Sales and Distribution Management. Tapan.K. Panda, Sunil Sahadev, 2nd Edition,
Oxford Publications.

Reference Books:
1. Selling & Sales Management.David Jobber & Geoffrey Lancaster,Pearson Education
2. Sales & Distribution Management: Text & Cases. S. L. Gupta, Excel Books
Course Content:
Unit I:Introduction to Sales Management 6 hours
An introduction to sales management; functions of sales management, evolution, Importance of
sales management; types of personal selling; difference between sales & marketing; sales
management process, emerging trends in sales management; Selling skills – Communication skills,
listening skills, conflict skills, negotiation skills, problem solving skills. Sales recruitment and
selection; motivation and training; compensation of sales force.
Unit II 6 hours
The Selling Process, sales force automation, management of sales territory, sales forecasting and
budgeting, sales quotas- sales volume quota, sales budget quota, sales activity quota, combined
quota; sales force compensation, sales force control, performance appraisal of sales force. Mock
selling activities.

Unit III: 6 hours

Functions and flows of marketing intermediaries, Jobs of marketing intermediaries, Types of
channel members; Need for distribution channels : Value addition; Channel strategy

Unit IV: Distribution Management- Managing Channel Partners 6 hours

Designing channel& planning process; Selecting Channel Partners;Issues in Channel
Management, Pricing Issues in Channel Management, Promoting Through Marketing Channel,
Evaluating Channel Performance.

Unit V: 6 hours
Logistics and supply chain management;Electronic Marketing Channels;Transportation
decisions, Warehousing decisions, Order processing, inventory decisions. Ethical Issues in
Selling, Legal & Ethical Issues in Channel Management.

.
Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 906 C HUMAN RESOURCE PLANNING L T P C
&DEVELOPMENT
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

“Manpower” or “human resource” may be thought of as “the total knowledge, skills, creative
abilities, talents and aptitudes of an organization's work, force, as well as the values, attitudes
and benefits of an individual involved it is the sum total of inherent abilities, acquired
knowledge and skills represented by the talents and aptitudes of the employed persons;” of all
the “MS” in management (i.e., the management of materials, machines, money, motive power),
the most important is “M” for men or human resources. Human resource planning aims at
fulfilling the objectives of manpower requirement. It helps to mobilize the recruited resources
for the productive activities. The human resource planning is and important process aiming to
link business strategy and its operation. Further it ensure the best fit between employees and
jobs while avoiding manpower shortages or surpluses. Many employees come into an
organization with only a basic level of skills and experience and must receive training in order
to do their jobs effectively. Others may already have the necessary skills to do the job, but don't
have knowledge related to that particular organization. HR development is designed to give
employees the information they need to adapt to that organization's culture and to do their jobs
effectively. This course is intended to make students capable of applying the principles and
techniques as professionals for developing human resources in an organization.

The learning goals and objectives of this course for students to pursue management education
are:

1. The objective of the course is to familiarize the students about the different aspects of
managing people in the organizations from the stage of acquisition to development and
retention.

2. To enable the students to acquire the knowledge necessary for preparing the
manpowerPlan of a business enterprise and subsequent plans of actions.

3. The objective of the course is to make student aware of the concepts, techniques and
practices of human resource development.

Text Book:
1. Aswathappa, K., Human Resource Management-Text and Cases, Tata McGraw Hill
Reference Books:
1. D'Cenzo, David A., Stephen P. Robbins, and Susan L. Verhulst, Human Resource
Management, John Wiley and Sons, NewDelhi.
2. Flippo, Edwin B., Principles of Personnel Management, McGraw Hill, New York.
3. P. SubbaRao, Human Resource Management, Himalaya Publishing House
4. Werner J. M., DeSimone, R.L., Human resource development, South Western.
Course Content:
Unit I: Human Resources Planning& Development 6 lectures hours

Introduction to HRP System,HRP Process& function- ManpowerEstimation- Methods and

Techniques, Job analysis-Job Description-Job Specification..Job Evaluation, Concept of
HRD, HRD Process, Barriers of HRD Programmes, Competency Mapping.

Unit II:Key HR Practices 6 lectures hours

Recruitment, Selection, Induction &Orientation, Dislocation and Relocation of Employees .
Career Planning, Succession Planning. Individual & Organisational Career Development
Steps, Performance and Potential Appraisal, Appraisal System, Changing Nature of Roles,
Online recruitment, Employer branding
Unit III: Training and Executive Development 6 lectures hours
Concept, Definition, Features, Principles, Need & Importance, Methods, Evolution, Steps to
Training & Development, Executive Development Programmes, Evaluation of Training and
Management Development, Employee Motivation,, Morale, Employee Retention.
Unit IV: Intellectual Capital Accounting 6 lectures hours
Human Resource Information System, Human Resource Audit, Human Resource Accounting.

Unit V:Current trends of HRD 6 lectures hours

Changing nature of work, innovative organization structure, cross- cultural HRM issues.

Evaluation Theory
Component Internal SEE

Marks 30 70
Total Marks 100
BMG 907 C Compensation and Reward Management L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

In today’s world organizations tries more to assess the worth of an individualin terms of his
performance and contribution to the organizations. With thegrowing demand of workforce and
constant challenges in the businessenvironment, organizations have to evolve and accurate system
forevaluating jobs and assessing their worth. Compensation management helpsto determine the
relative worth of a job in an organization in a systematic,consistent and accurate manner.The
purpose of this subject is to give the student hands on experience on how the whole compensation
system works in an organization, how an organization decides to give pay and how to design a
pay structure from scratch.

The learning goals and objectives of this course for students to pursue management education are:

1 To make students understand the conceptual and technical aspects of compensation and reward
management.

2 To explain monetary and non-monetary aspects of compensation and reward management and
other benefits packages in the organizations and its impact on employee performance and
motivation.

3 To provide students with emerging perspective and trends in compensation management.

Text Book:

1. Milkovich, G.T. Newman, J, and Verkatratnam, C.S.: Compensation, 9th Edition, McGraw
Hill.

Reference Books:

1. Bhattacharya, D.; Compensation Management, Oxford Publications.

2. Henderson, R.: Compensation management in a knowledge based World, Pearson Education
3. Armstrong, M., and Murlis, H.: Reward Management-A Handbook of Remuneration Strategy
and Practice, Kogan Page.
4. Bhatia, S.K., Constructive Industrial Relation and Labour Laws, Deep and Deep
Publications.
Course Content:
Unit I: Introduction to Compensation and Reward Management 6 lecture hours

Concept of compensation, Objectives and Definition, Guiding Principles of Compensation

Formulation,Role of Compensation and Reward in Organization:Wage concepts and definition of
wages under various labour legislation, Methods of wage payments, Factors influencing wage
policies, Differences in Strategies for compensation determination, Essentials of a good system of
wage payment, Executive compensation, Factors influencing executive compensation,

Unit II: Theoretical dimensions of Compensation 6 lecture hours

Theories of wages: Wages fund theory, Subsistence Theory, The surplus value theory, Residual
Claimant theory, Marginal productivity theory, Bargaining theory, Behavioural theories of wages.

Unit III: Statutory provisions/Wage legislature in India 6 lecture hours

Payment of Wages Act, 1936, Minimum Wages Act, 1948, Payment of Bonus Act, 1965, Equal
Remuneration Act, 1976,Employees Provident Fund Act, 1952, Payment of Gratuity Act, 1972.
Function of Tribunal Wage Board, Labour Courts & Industrial Tribunals

Unit IV: Internal Alignment &employee benefits 6 lecture hours

Compensation Strategy and Internal Alignment; Factors shaping Internal Structure;Job Analysis
and Compensation; Job Evaluation and Compensation, Collective Bargaining, Employee Benefits-
Meaning and Concept; Process to Benefit Development; Types of Employee Benefits Components
of Employee Benefits; Alternatives to employee Benefits, Statutory Employee Benefits in
India.Downsizing and Voluntary Retirement Scheme.

Unit V:EvaluatingIncentive& Reward Management 6 lecture hours

Introduction,Pay for performance-meaning and concept; Benefits of a sound incentive system,

Types of incentive plans for blue-collar and white-collar workers; Individual incentive plans,
group incentive plans; Problems arising out of incentives, Bonus, Profit Sharing , Fringe benefits
and ESOP,Types of rewards, ,impact of innovations in reward. Trends in Reward Management:
Skill-based pay; Competency related pay; Relating rewards to organizational performance.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 908 C Financial Markets And Services L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Financial Markets andServices provide an insight to financial services for its clients or members.
One of the most important financial services provided by these institutions is acting as financial
intermediaries. They are responsible for transferring funds from investors to companies in need of
those funds. Financial institutions facilitate the flow of money through the economy. With
globalization of economies across the world, the role of financial Services institutions has become
increasing complex and the risks undertaken by these firms on behalf of clients has become less
transparent and more difficult to comprehend. It is no surprise that most recent talk has been around
the extent to which government regulations are necessary. To do so, savings are brought to provide
funds for loans. This course provides students a basic understanding of the markets and services.

This course provides a deep understanding of various financial institutions and markets in India.
While there is significant focus on the functioning of the Indian financial system, students will
also develop a sound understanding of various concepts, tools and techniques that apply to
financial institutions and markets anywhere in the world. A discussion of structure, working and
organisation of the Indian financial institutions as well as latest trends and happenings in the
context of not only India but globalised financial markets will be a part of the course.

The learning goals and objectives of this course for students to pursue management education are:
1. To apply concepts relevant to financial markets such as the flow of funds, levels of
interest rates and interest rate differentials, to current events or topical issues.
2. To evaluate empirical evidence of market performance, and contrast it with theories of
market performance.
3. To determine and analyze the appropriate measures of risk and return for various
financial instruments and understand the mechanics and regulation of financial
intermediaries and securities exchanges.
Text Readings:
1) Fabozzi - Foundations of Financial Markets and Institutions (Prentice hall, 3rd Ed.)
SUGGESTED READINGS:
1) Parameswaran- Fundamentals of Financial Instruments (Wiley India)
2) Khan M Y - Financial Services (Tata McGraw Hill, 1998)
3) Machiraju H R - Indian Financial System (Vikas, 2004)
4) Bhole L M - Financial Institutions and Markets (Tata McGraw-Hill, 3rd edition, 2003)
5) Srivastava, R.M& Nigam Divya - Management of Financial Institutions (Himalaya, 2003)
Course Content:
Unit I: Financial Markets and Services-An overview 6 lecture hours
Financial System and Financial Markets, Participants in financial markets, Financial
Services: An Introduction-nature scope and importance; ,Management of Risk in Financial
Services ,Regulatory Framework for Financial Services. Types of financial markets and
intermediation, Stock Exchange: Functions and Organizations;Broking and Trading in Equity
;Broking and Trading in Debt;
Unit II: Constituents and Functioning 6 lecture hours
RBI – Role and functions. Regulation of money and credit, Monetary and fiscal policies, Techniques of
regulation and rates; Overview of Foreign Exchange Market, Financial Sector Reforms in India,
Unit III: Securitisation 6 lecture hours
Securitisation: Concept, nature , scope and their implications. Securitization of Auto loans and
housing loans,Securitizationsin India.Development Finance Institutions (DFIs) in India - IDBI,
ICICI, IFCI, NABARD, RRBs, State Level Institutions ; NBFCs -Their status, types, working
and strategies for commercial viability ; Insurance organizations- Their status,types, working and
strategies for commercial viability.
Unit IV: Leasing and Hire Purchase 6lecture hours
Leasing and Hire Purchase: Industry, Size and scope. Parties involved Evaluation of Lease transaction,
Types Of lease and their implications, Hire purchase and lease - differences and implications for the
business. OtherFinancial services: Factoring, Forfaiting, Discounting and Re-Discounting of Bills,
Consumer Credit andPlastic Money – concept, working and uses of each.

Unit V: Mutual Funds 6lecture hours

Concept,Types,Significance of Mutual Funds, NAV, Evolution & Growth of Mutual Funds, Role of
Registrar,Underwriter according to SEBI guidelines.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 909C Managing Banks and L T P C
Financial Institutions
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Objectives:

a) To create the awareness among the students of Indian banking system.

b) To enables students to understand the Reforms & other developments in the Indian banking.

c) To provide students insight into functions & Role of reserve Bank of India.

Suggested Readings:

1. Agarwal, O.P., Banking and Insurance, Himalaya Publishing House

2. Satyadevi, C., Financial Services Banking and Insurance, S. Chand.

3. Suneja, H.R., Practical and Law of Banking, Himalaya Publishing House

4. Arthur, C and C. William Jr., Risk Management and Insurance, McGraw Hill

5. Rose P. and Hudgins, S., Bank Management and Financial Services, 7th Edition, McGraw-
Hill

Course Content:

Unit I: Introduction 5 lecture hours

Banking Systems- Definition, Functions, types, banking sector Rationale & Objectives of reforms,
challenges of nationalized banks, Role of Government & Reserve Bank of India as Regulators of Banks
- Role & Functions of Banks – Regulatory Various Committees on Banking & Their Impact - Recent
Developments in Indian Financial System.

Unit II: Overview of Banking System 5 lecture hours

Indian banking Structure, Importance and functions; The Reserve Bank of India: Functions;
Monetary and Credit control, Monetary policy, features of Monetary Policy; Structure of
Commercial banking system in India; Credit Creation Process of Commercial banks;
Distinction between Commercial and Regional Rural Banks;

Unit III: Merchant Banking 5 lecture hours

Merchant banking Introduction; Merchant Banking in India – An overview – Recent developments
and challenges ahead – Institutional Structure – Functions of Merchant Banking.
Unit IV: Risk Management 5 lecture hours
Understanding Risk: Types of risk – Risk management - Objectives - Risk identification and
measurement, Analytical tools used in corporate risk management; Investment Banking and
wealth management.

Unit V: Financial Institutions 5 lecture hours

Development Financial institutions (DFIs) – An overview and role in Indian economy; Life
and non-life insurance companies in India; Mutual Funds- Introduction and their role in capital
market development; Non-banking financial companies (NBFCs); Micro-finance institutions.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 910 C Business Intelligence L T P C
Version 1.0 Date of Approval 3 0 0 3
Prerequisite BMGT 206C Management Information System
Co-requisites

Course Background and Learning Objectives:

The volume of data collected by organizations has increased exponentially over the last decade.
Having collected data from a variety of sources – internal and external, decision makers are looking
to leverage this valuable asset to gain a deeper understanding of several key questions relating to
their consumers, trends in the marketplace, effectiveness of their promotional campaigns, agility
of their supply chain, and much more.

This course introduces students to enterprise data and the process and technologies to integrate
data from a variety of sources. Specifically, the course provides students a basic understanding of
data warehousing technologies and various reporting and visualization techniques.

The learning goals and objectives of this course for students to pursue IT as an Elective in their
management education are:
1. Differentiate between Transaction Processing and Analytical applications and describe the
need for Business Intelligence
2. Demonstrate understanding of technology and processes associated with Business
Intelligence framework
3. Demonstrate understanding of Data Warehouse implementation methodology and project
life cycle Given a business scenario, identify the metrics, indicators and make
recommendations to achieve the business goal
4. Design an enterprise dashboard that depicts the key performance indicators which helps in
decision making

Text Book:
1. R N Prasad and SeemaAcharya : Fundamentals of Business Analytics, Wiley India

Reference Books:
1. David Loshin: Business Intelligence, Morgan Kaufmann Publishers.
2. Hoffer Jeffrey , Prescott Mary: Modern Database Management, Pearson
Course Content:
Unit I: Business View of IT Applications & Digital Data types 6hours
Key purpose of using IT in Business, Characteristics of Internet Ready IT applications, Enterprise
Applications, Information Users and their Requirements, Introduction to Good Life HealthCare
Group (An ongoing Case).
Types of Digital Data: Structured data, Unstructured Data, Managing and storing unstructured
data, Storage Challenges of Unstructured Data, Extraction of information from unstructured data,
UIM Architecture for unstructured data, Semi-Structured Data, Sources of Semi structured Data,
Managing, Storing and extracting information from semi-structured data, XML as a solution for
Semi-structured data.
Unit II: Introduction to Business Intelligence 6lecture hours
OLTP, Advantages, challenges, Shortcomings of OLTP, OLAP, One Dimensional Data, Two
Dimensional Data, Three Dimensional Data, Beyond Third Dimension, Advantages and Features
of OLAP, OLAP Architectures, MOLAP, ROLAP, HOLAP, OLAP versus OLTP, Data Models
for OLAP and OLTP, OLAP Operations on multi dimensional data: Slicing, Dicing, Roll Up, Drill
Down, Drill Across, Drill Through.
[HBS case Canadian Tire: Business Intelligence in 2006]
Analytical Information for Decision Support, Information Sources before BI, Definition of BI,
Evolution of BI, Role of DSS, EIS, MIS and dashboards, Data Warehouse and BI, BI Applications
to Business, Business Analytics versus BI, BI component Framework, Business Layer,
Administrative and Operational Layer, Implementation Layer.
Unit III: Basics of Data Integration 6hours
Need for Warehouse, Data Mart, ODS, Kimball’s approach versus Inmon’s approach to Data
warehousing, Goals of Data Warehouse, Data Sources for Data Warehouse, ETL, Data mapping,
data staging, Approaches to Data integration, needs and advantages, Data Integration
Technologies, Data Quality, maintaining data quality, Data Profiling, Case Study on Data
Integration: HealthyYou, Text book pp 171-180
Unit IV: Multidimensional Data Modelling 6hours
Data Modelling Basics: Entity, Attribute, Cardinality, Types of Data Models: Conceptual data
model, Logical data model, Physical model, Normalization modelling, Dimensional modelling,
Fact Table, Dimension Table, Hierarchies and Types, Star and Snowflake Schema, Designing a
dimensional model. MS Excel 2010 Based Activity
UnitV: Measures, Metrics, KPIs and Performance Management and Enterprise Reporting
6 hours
Measurement system Terminology, Role of Metrics, KPI and their usage, Sources of data for KPI
and Metrics, Reporting Perspectives common to all levels, Common report layout types,
Dashboards, Types of Dashboards, How to create dashboards?, Class Activity on Dashboard
Creation, BI and mobility, BI and Cloud, BI and ERP, BI and CRM, [HBS Case Study: Business
Intelligence Strategy at Canadian TireNicole R.D. Haggerty, Darren Meister

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 911C Enterprise Digital Infrastructure L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite BMGT 206C Management Information System
Co-requisites

Course Background and Learning Objectives:

Enterprise systems include Enterprise Resource Planning (ERP), Supply Chain Management
(SCM), Customer Relationship Management (CRM) and other enterprise level systems that are
critical to all dynamic, globally aware companies. With a diversified global market, technology is
being utilized to overcome distance, language and culture. Today’s information systems have
permeated well beyond the traditional functional applications, and even more technologically
current client-server applications, to mission focused enterprise systems. The course thus focuses
on the components of an ERP system and provides an introduction in to the process of
implementing a successful system in today’s organizations.
The learning goals and objectives of this course for students to pursue IT as an Elective in their
management education are:

1) Have an overview on the implementation process and the role of people, vendors,
consultants and the organization in making the ERP implementation process
successful.[Sub Goals: 1.1, 2.1 and 2.2]
2) Comprehend the ethical, global and security challenges while implementing an ERP
system and look at the ERP vendors and industry needs. [Sub Goals: 2.1, 2.2 and 3.1]
3) Understand the concept of system integration, role of ERP in integration and understand
the ERP system components and architecture. [Sub Goal: 3.2]
4) Develop an understanding of the process of selecting the ERP software and vendors, The
ERP development and implementation cycles and the concept of metrics in evaluation of
ERP implementation.[Sub Goals: 1.1, 2.2, 4.1 and 4.2]
5) Understand the issues dealing with people and organizational change, BPR, change
management, operational and post implementation activities.[Sub Goals: 1.1, 1.2, 1.3, 2.1
and 4.1]

Text Book:
1. LuvaiMotiwalla, Jeffrey Thompson: Enterprise Systems for Management, Pearson.

Reference Books:
1. Alexis Leon: ERP Demystified, TMH, 2007
2. JagannathanVamanan, ERP in Practice: ERP Strategies for Steering Competence &
Competitive Advantage, TMH, 2007
Course Content:
Unit I: Introduction to Enterprise Systems 5lecture hours
ISs in organizations (Role of IS, Information silos and Systems Integration), ERP Systems (What
is ERP, Evolution of ERP, Role of ERP in Business, System components, ERP architecture,
Benefits and limitations of ERP), ERP Implementation ( ERP lifecycle, Implementation strategies,
Software and vendor selection ), Operations and post-Implementation People and Organization
(Project Management, Role of Consultants, Change Management, BPR), ERP Vendors (Key
Vendors, Software Extensions and Trends), Implications for Management, [HBS Case An ERP
Story: Background (A) Carmen Bernier, Vital Roy, Eric Brunelle
Unit II: ERP Systems Architecture 6 hours
Systems Integration (Functional Silos, Horizontal and Vertical silos, Business Processes and
Silos), Logical versus Physical SI, Integration steps, Benefits and limitations, ERP and its role in
Logical Integration and Physical Integration), ERP Layered Architecture, Two-tier architecture,
benefits and limitations, Web based architectures, Service oriented, architectures), ERP Modules,
Production Module, Purchasing Module, Inventory Management Module, Sales and Marketing
module, Finance Module, HR Module, Miscellaneous modules, Benefits of key modules
Unit III: ERP Implementation 6 hours
SDLC (Traditional versus Rapid SDLC), ERP implementation lifecycle(Implementation Plan,
Implementation methodology, Traditional ERP lifecycle, Rapid ERP Lifecycles, Implications for
management), Implementation strategies ( Hardware, software and people resources), Third Party
Products, Database requirements, ERP Approaches (Governance, Implementation Methodology,
Vanilla Implementation), Software and Vendor Selection (Vendor research, Matching User
Requirements to features), Requests for bids, Vendor analysis and Elimination, Contract
management and license agreements, Operations and post implementation ( Go-Live Readiness,
ERP Training, Stabilization, Post production support, Knowledge Transfer
Unit IV: People and Organization 6 hours
Program and Project Management -Project Team, Module and subject matter experts, Project
leadership, Critical success factors, Project scope, Change Management, Managing Scope Creep,
Organizational Change and BPR, Organizational commitment, Business process change, Business
process Reengineering, BPR methodology, Project organization, Roles and Responsibilities,
Outsourcing (What is outsourcing, drawbacks, Offshore outsourcing, SaaS), Legal Issues -
software licensing, Implementation partners and consultants, Audit, SOX
compliance and EU regulations, [HBS case: Capital Holding Corp.: Reengineering the Direct
Response Group Donna B. Stoddard, Caroline J. Meadows]
Unit V: ERP Extensions 7 hours
Supply chain management -SCM drivers, SCM flows, E-SCM components, E-procurement, ERP
systems and supply chain, Supply chain integration with ERP, Customer Relationship
Management - CRM evolution, Types, CRM delivery processes, CRM Support processes, CRM
analysis processes, CRM components, Packages and vendors, CRM Architecture, On-demand
CRM, CRM lifecycle)

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 912 E Services Marketing L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite Marketing Management
Co-requisites

Course Background and Learning Objectives:

One of the outcomes of the growing importance of services in the global economy has been the
realization among marketers that managing a service requires a fundamentally different way of
operating the business when compared to producing and selling goods. This uniqueness comes
from the very intangible nature of services, which impacts their conception, design,
communication, delivery, purchase and consumption. Other characteristics of services like
heterogeneity, perishability and simultaneity also increase the complexities of management and
require greater integration of the traditionally distinct organizational functions of marketing,
human resources and operations.

As statistics go, services account for 70%+ of the GNP in most developed economies. In a typical
year, a majority of the business graduates go to work for service organizations. In the OECD
countries, four out of every five members of the workforce holds a service sector job. Yet, the
business curriculum generally focuses on the manufacturing sector of the economy and
management theories relate largely to manufacturing firms.

Further, this course examines the important and growing role services marketing plays in consumer
and organizational target markets. Discussing current issues in services marketing and customer
service strategies, this course focuses on effective customer relationship management; key service
delivery elements; and service recovery strategies that lead to the successful implementation of a
customer focus in service-based businesses.

The learning goals and objectives of this course for students to pursue management education are:

1. Identify the special management issues and unique challenges involved in marketing and
managing services
 2. Understand the expectations of customers and know how to apply this knowledge into
genuine value for customers
3. Interpret service behaviour and service consumption in the light of service-dominant
marketing logic and apply this knowledge to in designing and developing services
4. Apply new approaches to managing customer loyalty and customer equity
5. To analyze practical problems which come in delivery of services, and to apply the
understanding of the strategies in overcoming these problems
6. Appreciate, modify, and/or extend new theories and concepts pertaining to explaining the
characteristics of customers' purchasing and consumption behavior of services and
service firms' marketing behaviour and apply the elements of marketing mix (7 P’s) in
developing a marketing plan for service firm

Text Book:
Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler and Ajay Pandit: Services Marketing.
5th Edition, TMH

Reference Books:
1. Dr. Harsh V. Verma: Service Marketing. 2nd Edition, Pearson
2. Christopher Lovelock, JochenWirtz, JayantaChatterjee: Services Marketing: People,
Technology, Strategy. 5th edition (LWC), Pearson
3. Ravi Shankar: Services Marketing: The Indian Perspective. Excel Books

Course Content:
Unit I: 4 hours
Introduction to Services Marketing, reasons for growth of service sector in India; Difference
between product and services, Characteristics of services, Introduction to service marketing mix
elements: Product, price, place, promotion, people, physical evidence and process,Understanding
of Service Quality gap model, Introduction to service satisfaction measurement techniques-
SERVQUAL
Unit II: 4 hours
Product-Service Continuum; Standalone service products; Service products bundled withtangible
products; Service Life cycle. Pricing – methods, Factors involved in pricing a service product.

Unit III: 4 hours

Place – Distribution Strategies for Services; Challenges in distributionof Services; Role of
Internet in distribution of Service.Promotion objective for Services; Personnel Selling,
Advertising andSales Promotion; Role of Relationship Marketing in promoting services.
Unit IV: 4 hours
The key role of service employees in a service business; Services marketing
triangle; Service profit chain, Concept of Service encounter – Moment of Truth; Training
and development of employees.Service as a process & as a system – Different process
aspects and managerial challenges.Nature of physical evidence; Importance of physical
evidence inservices; Tangibilizing through physical evidence; Service scapes.
Unit V: 4 hours
Monitoring and Measuring customersatisfaction, Order taking and fulfillment; Service Guarantee
– Handling complaintseffectively; Defects, Failures and Recovery. Concept and Importance of
quality inServices; How customers evaluate service performance, Service
QualityModelsParsuraman-Zeithamal-Bitner (PZB) Gaps Model, SERVQUAL, and SERVPERF–
Gronroos model
BMG 913E Retail Marketing Management L T P C

Version 1.01 Date of Approval: 2 0 0 2

Prerequisite Basic understanding of Principles of Marketing and Consumer Behaviour.

Total Credits 2

Course Background and Learning Objectives:

This Course introduces the subject of retail marketing management to the MBA Second year
students as an elective course. This is a basic course and will cover the understanding of retail
marketing management as an organizational function apart from retail as unorganized activity.
Concepts such as Retail environment analysis, consumer analysis, retail marketing mix, retail
merchandize planning and analysis, visual merchandising, store layout, floor and display
management, retail marketing communication, are included to make students aware of the broad
framework of retail marketing which will expose the students in basic retailing aspects (both
organized and unorganized) and also will help them to [pursue retail as their career..

The learning goals and objectives of this course for students are:
1. Demonstrate an understanding of basic concepts of retail marketing and understanding the
challenges associated with both organized and unorganized retail marketing.

2. To understand possible formats of retailing in both organized and unorganized sector

along with their advantages and disadvantages.

3. Understand the expectations of retail customers and know how to apply this knowledge
for value creation for customers.
4. Demonstrate an understanding of retail buying decision process and factors affecting the
process and apply this knowledge to boost sales for the organizations.
5. Describe a range of common strategies for use with each of the various retail marketing
mix tools: product, pricing, promotion, and distribution.
6. To understand various issues related to retailing such as merchandize planning, visual
merchandizing, store layout, store atmospherics, store level research etc.
7. Understand the issues and challenges associated with category management in a retail
store.
8. To understand various issues related to retail promotional design, display management,
retail inventory management etc.
Text Book:
1. Retail Management: A strategic Approach, Berman, Evans and Mathur, Pearson
Education.

Reference Books:
1. Retailing Management, Michael Levy, Barton A Weitz and Ajay Pandit, McGraw Hill
2. Retailing Management: Text and Cases, Swapna Pradhan, Tata Mcgraw-Hill.
Course Content:
Unit I:Introduction to Retailing and Retail Formats: 4 lectures
hoursAn overview of Indian Retail Industry, GlobalConcepts, Functions performed by the
Retailers, Changing Retail Landscapes, Growthof Retail in India, Opportunities & Challenges
ahead, Retail Format & Theories: Evolution of Retail Formats, Theories of RetailDevelopment,
Retail Lifecycle, Classification of Retail Stores, Franchising – ADynamic Retail opportunity,
Automated vending machine, Kiosk as retailing options.

Unit II: Understanding the Retail Consumer: 3 lectures hoursFactors influencing the Retail
Shopper, Consumer Decision Making Process, Retail Market Research, The changing Indian
Consumer, shift from physical to digital form of retailing.

Unit III: Retail store location and layout issues 4 lectures hoursRetail Store Location:
Importance of Store Locations, Types of Locations, Steps in choosing a Retail Location, Legal
considerations in Location Decisions, Trade AreaAnalysis, Store Layout, Design and Visual
Merchandising, Space Management, Visual Merchandising,Atmospherics, and Website Design
Considerations.
Unit IV: Retail Merchandising: 5 lectures hours
Meaning, Evolution, Factors affecting Merchandising function, Functions of Merchandise
Manager, Functions of a Buyer, Merchandise Planning, Merchandise Buying process, Branding
strategies, Category Management.
Unit V: Retail Pricing ,Merchandize Performance and Promotion: 4 lectures hours
Retail Pricing & Merchandise Performance: Considerations in setting Retail Price,Developing a
Pricing Strategy, Price Adjustments, Pricing to increase sales, AnalysingMerchandise
Performance, Gross Margin Return on Investment (GMROI), Retail Communication design,
Preparing promotional offerings, BTL communication.

Evaluation Theory
Component Internal End Semester Examination
Marks 15 35
Total Marks 50

* Lecture hour 8, 17 will be the first and second periodic assessment for the students.
*after completion of the course, an assessment will be carried out covering the complete course.
BMG 914E Leadership and Team Building L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

The success of an organization depends on the competent leadership at all organizational levels.
Leadership competence helps a person undertake challenging assignments, encourages and
energizes the people, builds effective networks, and ultimately takes the organization to greater
heights. Further, effectiveness in organizations also depends on teamwork. This course explores
the various facets of leadership and teamwork and helps the students in acquiring an understanding
of the skills needed for the development of effective teams in organizations.

The learning goals and objectives of this course for students to pursue management education are:
1. Help the students understand the meaning of organizational leadership and identify the
main characteristics of global leaders.

2. Analyze the changing environmental demands and the skill sets required to become
effective leaders and understand the follower’s characteristics as well.

3. Familiarize the students with the meaning and importance of team building, factors
affecting team performance, and to understand how teams can be made more effective.

Text Book:

1. Haldar, Kumar, Uday(2010). “Leadership and Team Building”, First Edition, Oxford
Publications.

Reference Books:

1. DuBrin J. Andrew(2009). “Leadership: Research Findings, Practice & Skills.2nd

Edition, Biztantra,

2. RajeeshViswanathan, Principles of Management, Himalaya publishing house

3. Mullins, Clare Graham Constable (2007), Leadership and Teambuilding in
Primary care, Radcliff Publication, UK
Course Content:
Unit I: Introduction to Leadership 4lecture hours

Understanding Leaders and Leadership; Leaders and Managers; Need for leadership; Leadership:
The Changing Paradigm; Leadership Effectiveness;Leadership styles, Theories on Leadership,
Leadership in Different Cultures.

Unit II: Attributes of leaders 4lecture hours

Concepts of power and authority; Theories on the sources of authority, Leadership Skills;
Leadership Traits; Intelligence and Leadership; Developing leadership Skills, Delegation of
authority, process of delegation, effective delegation, Decentralisation.

Unit III: Developing Leadership for Tomorrow 4lecture hours

Leader Development; Need for Leadership; Finding & creating leaders, Leadership
Developmental Mechanisms; Paradigm shift in Leadership; Profile of Tomorrow’s Leaders;
Process of Leadership Development: Models of Leadership Development( Infosys, Wipro, BPO
Industry)

Unit IV: Creativity, Innovation and Leadership 4lecture hours

Steps in creative process; Characteristics of creative leaders; Overcoming traditional thinking as a

creativity strategy; Organizational methods to enhance creativity; Establishing a climate for
creative thinking

Unit V: Essentials of Building and Managing Teams 4lecture hours

Individual Vs Group Vs Team; Group Development Stages; Understanding Team; Differentiating

Groups and Teams; Making Teams Effective; Fostering Team Creativity, Skills for Team leaders;
Building High Performance Teams. Determinants of group processes; determinants of team
performance; facilitating team building; interpersonal competence and team effectiveness

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 915 E Project Management L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Project Management deals with seeking new methods of planning, organizing, and controlling
non-routine tasks. The management of a project differs in several ways from management of a
typical enterprise. The goal of a project team is to accomplish its prescribed mission and then
disband; though this is easier said than done. Project Management has been around for some time,
though it has recently become more important because of the shifting emphasis on teams in
accomplishing tasks.

The learning goals and objectives of this course for students to pursue management education are:
1. The purpose of project management is to achieve successful project completion with the
resources available.
2. To understand the concepts of project planning and organization, budgeting and control, and
project life cycles.
3. To learn concepts related to organizational workflow including the staffing process, project
planning elements, and the project plan contents and project communications.

4. To enable the students to evaluate the Project feasibility.

Text Readings:
1. Prasanna Chandra, Project Preparation, Appraisal and Implementation, Tata McGraw
Hill.

Reference Readings:
1. S. Choudhury, Project Management, Tata McGraw Hill.
2. Gopalakrishnan&Ramamoorthy, Project Management Handbook, Macmillan.
3. Prasanna Chandra, Project Planning Analysis: selection, implementation & Review,
Tata McGraw Hill.
4. Planning Commission, Manual for Preparation of Feasibility Report.
Course Content:
Unit I: 4 lecture hours
Project – Classification – Importance of Project Management – An Integrated Approach –
ProjectPortfolio Management System – The Need – Choosing the appropriate Project
Management Structure: Organizational considerations and project considerations – steps in
defining the project – project External causes of delay and internal constraints.
Unit II: 4 lecture hours
Project feasibility studies - Opportunity studies, General opportunity studies, specific opportunity
studies,pre-feasibility studies, functional studies or support studies, feasibility study –
components of project feasibility studies – Managing Project resources flow – project planning
to project completion: pre investment phase, Investment Phase and operational phase – Project
Life Cycle – Project constraints.
Unit III: 4 lecture hours
Project Evaluation under certainty - Net Present Value (Problems - Case Study), Benefit Cost
Ratio,Internal Rate of Return, Urgency, Payback Period, ARR – Project Evaluation under
uncertainty –Methodology for project evaluation – Commercial vs. National Profitability –
Social Cost Benefit Analysis, Commercial or National Profitability, social or national
profitability.
Unit IV: 4 lecture hours
Project Evaluation under uncertainty –Methodology for project evaluation – Commercial vs.
National Profitability – Social Cost Benefit Analysis, Commercial or National Profitability,
social or national profitability.
Unit V: 4 lecture hours
Qualities of an effective project manager – managing project teams– Five Stage Team
Development Model – Situational factors affecting team development – project team
Pitfalls. Integrated Project Management Control System; Managing Transition from Project to
Operations; Project Review.
Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 916 E Corporate Taxation L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Taxation has always played an important role in the formulation of the government's industrial
policy. One of the objectives of the recent economic reforms is the rationalisation of the tax
structure in the country. In developing countries the government has to play an active role in
promoting economic growth & development because private initiative & capital are limited.

Taxation enables the government to mobilise a substantial amount of revenue. The tax revenue is
generated by imposing: Direct Taxes such as personal income tax, corporate tax, etc., Indirect
Taxes such as customs duty, excise duty, etc. In 2006-07, it is estimated that the tax revenue of the
central government (India) was 81% of the total revenue receipts, whereas, non-tax revenue was
only 19%. Taxation follows the principle of equity. The direct taxes are progressive in nature. Also
certain indirect taxes, such as taxes on luxury goods are also progressive in nature. This means the
rich class has to bear the higher incidence of taxes, whereas, the lower income group is either
exempted from tax (direct taxes) or has to pay lower rate of duty (indirect taxes) on goods
consumed by the masses. Thus, taxation helps to reduce inequalities of income and wealth.

Both direct and indirect taxes are essential to bring adequate revenue to the state for meeting the
increasing public expenditure. Both taxes are essential to promote economic growth, fill
employment and economic stability. Direct and indirect taxes should side by side & balance each
other. However in developing countries, direct taxation has limited scope and hence indirect
taxation plays a more significant role. A well oriented system of taxation requires combination of
direct & indirect taxes in different proportions.

The learning goals and objectives of this course for students to pursue management education are:

1. To acquaint the participants with basic principles underlying the provisions of direct and
 indirect tax laws and to develop a broad understanding of the tax laws and accepted tax
practices. [sub-goal 2.1 and 2.2]

2. To introduce practical aspects of tax planning as an important managerial decision-

making process. [sub-goal 3.2 and 3.3]

3. To expose the participants to real life situations involving taxation and to equip them with
techniques for taking tax-sensitive decisions. [sub-goal 3.2 and 4.2]

4. To update the participants on current topics/debatable issues involving direct and indirect
taxation. [sub-goal 4.1]

Text Book:
1. Corporate Taxation, Garish Ahuja, Bharat Publication.

Reference Books:
1. Taxation, Ahuja, Malhotra Publication.
2. Corporate Taxation, VinodSinghania, Taxman.

Course Content:
Unit I:Tax Planning Concepts 4 lecture hours
Basic Rules of Income Tax, Rule of Corporate Tax, Residential Status of a Company.Tax Planning,
Tax Avoidance and management, difference between tax planning and tax Management, Need for
tax Planning.

Unit II: Computation of The Income 4 lecture hours

Salaries, perquisites, gratuity and retirement benefits, Income from house property, Capital gains,
Income from other sources, Income from business and profession,

Unit III: Deductions & Exemptions 4 lecture hours

Deduction and Exemption in Additional Tax on Undistributed Profit, Companies Profit, Surtax
Act, Computation of Tax Liability,

Unit IV: Tax Planning 4 lecture hours

Meaning and Scope, Planning and Location of Undertaking, Type of Activities, Ownership
Pattern, Issue of Bonus Shares, Inter Corporate Dividend and Transfers, Tax Planning Relating to
Amalgamation and Merger.

Unit V: Decision Making for Tax Payment 4 lecture hours

Tax Consideration - Make or Buy, Tax Consideration - Own or Lease, Tax Consideration - Close
or Continue, Tax Consideration - Sale in Domestic Market and Exports, Replacement and Capital
Budgeting Decisions,

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 917E Strategic Human Resource L T P C
Management
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Strategic HRM defines the organization’s intentions and plans on how its business goals should be
achieved through people. It is based on three propositions: first, that human capital is a major
source of competitive advantage; second, that it is people who implement the strategic plan;
and, third, that a systematic approach should be adopted to defining where the organization wants
to go and how it should get there.It is largely about integration & adaptation. It concerns ensuring
HRM is fully integrated with the strategy & strategic needs of the organisation.

The learning goals and objectives of this course for students to pursue management education are:
1. Helps the students to understand the meaning ofStrategic HRM and to identify the
importance of it.

2. To make an undertaking of all those activities affecting the behaviour of individuals in

their efforts to formulate and implement the strategic needs of business.
3. Helps the students to understand the different practices of attracting, developing,
rewarding, and retaining employees for the benefit of both the employees as individuals
and the organization as a whole.

Text Book:

Strategic HRM – Jeffery Mello, Thompson publication, New Delhi.

Reference Books:
1. Strategic HRM – Charles Greer, Pearson education Asia, New Delhi
2. Strategic HRM - Michael Armstrong, Kogan page, London
3.Strategic HRM – Agarwal, Oxford university press, New Delhi
4. Human resource management – Garry Dessler, PHI, New Delhi
Course Content:
Unit I: Introduction to Strategic HRM 4lecture hours

Definition, need and importance; Introduction to business and corporate

strategies; Integrating HR strategies with business strategies; Developing HR
plans and policies
Unit II:RECRUITMENT AND RETENTION STRATEGIES 4lecture hours

Internal and external recruitment,Online recruitment; Employee referrals; Recruitment process

outsourcing,Head hunting; Executive education; Flexi timing; Telecommuting
Quality of work life; Work - life balance; Employee empowerment, Employee involvement.

Unit III:TRAINING AND DEVELOPMENT STRATEGIES 4lecture hours

Creating a learning organization; methods of training, Brain storming, sensitivity training,

Competency mapping; Multi-Skilling ,Succession planning; Cross cultural training, essentials of
a good training programme.

Unit IV: PERFORMANCEAND COMPENSATION STRATEGIES 4lecture hours

Defining key result areas (KRA); Result based performance

Linking performance to pay; Merit based promotions, Performance based pay; Skill based pay;
Team based pay, Broad banding; Profit sharing; Executive Compensation; Variable pay

Unit V: RETRENCHMENT STRATEGIES 4lecture hours

Downsizing; Voluntary retirement schemes (VRS)

HR outsourcing; Early retirement plans;Human side of mergers and acquisitions; Leadership,
power and politics; Employee morale; Personal values and business ethics.

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
 BMG 1001 C Strategic Management L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

This is an integrative course for the MBA program which aims to enable the student to develop and implement strategic
cross-functional decisions leading to the attainment of the organization's vision, mission and objectives by using
the principles of strategic management and integration of the knowledge and skills acquired from other functional
courses being pursued in MBA program.

The student will learn skills and concepts of strategy formulation, implementation and evaluation, and the useof
various analytical frameworks and tools that can aid in decision making. Through this course, the student's strategic
thinking capability is expected to be strengthened especially of critical analyses and information management about
the company's external and internal environment in the local and global context. The student is expected to use the
knowledge gained in this course for formulating and implementing innovative strategies which will build a sustainable
competitive advantage. The students will be made to understand the different strategy choices and how to evaluate
strategic management issues and concepts that are important. This course aims to promote ethical business decision
making, based on the practice of corporate social responsibility and nation building.

The learning goals and objectives of this course are:

1. Develop vision and mission statements that are ethically sound and that take into consideration
corporate social responsibility, ethics, and nation-building dimensions;

2. Identify strategic issues and relevant external and internal factors that need to be addressed by the company
while formulating strategy;

3. Develop strategic and financial objectives;

4. Formulate appropriate and innovative strategies and programs/action plans to address the strategic issues
and to achieve the company's objectives, taking into account relevant external and internal factors; and

5. Design a Balanced Scorecard and a performance monitoring system.

Text Book:
Hitt Michael A, Ireland R. Duane, Hoskisson Robert E., ManikuttyS.,“Strategic Management: A South Asian
perspective, ”9th Edition, Cengage Learning, New Delhi.
Reference Books:
1. Dess, Lumpkin and Eisner, Strategic Management: text and Cases, 3rd Edition, Tata McGraw Hill publications,
New Delhi.
2. Johnson, Scholes and Whittington, Exploring Corporate Strategy, 7th Edition, Pearson publications, New Delhi.
3. Thompson, Strickland, Gamble, and Jain, Crafting and Executing Strategy, Tata McGraw Hill Publications , New
Delhi

Course Content:

Unit I: Strategic Inputs- Strategic Direction and Environmental Analysis 8 hours

Definition, nature, scope, and importance of strategy; and strategic management (Business policy), Strategic decision-
making. Process of strategic management and levels at which strategy operates. Role of strategists, defining strategic
intent: Vision, Mission, Business definition, Goals and Objectives, Internal Appraisal,the internal environment,
organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used
for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry
standards and benchmarking, balanced scorecard and key factor rating). Identification of Critical Success Factors
(CSF)
Unit II: Strategy Formulation 8hours
The focus of this module is on understanding different strategic options available with the firms. These options may
be for Business level strategy, Competitive strategy, Cooperative Strategies, Corporate Strategy, Global Strategy etc.,
Environmental Appraisal—Concept of environment, components of environment (Economic, legal, social, political
and technological), Environmental scanning techniques- ETOP, QUEST and SWOT (TOWS). Corporate level
strategies-- Stability, Expansion, Retrenchment and Combination strategies.Corporate restructuring.Concept of
Synergy.Business level strategies—Porter’s framework of competitive strategies; Conditions, risks and benefits of
Cost leadership, Differentiation and Focus strategies.Location and timing tactics.Concept, Importance, Building and
use of Core Competence.
Unit III: Strategy Implementation 8 hours
The focus of this module is on understanding how to ensure successful implementation of firm strategies?
Strategic Analysis and choice—Corporate level analysis (BCG, GE Nine-cell, Hofer’s product market evolution and
Shell Directional policy Matrix). Industry level analysis; Porters’s five forces model. Qualitative factors in strategic
choice. Strategy implementation: Resource allocation, Projects and Procedural issues. Organization structure and
systems in strategy implementation.
Unit IV: Corporate Governance 6 hours
Introduction, Agency theory, Separation and ownership of control, Shareholders & Shareholders activism, Takeover
bids, Hedge funds activism, Direct and Institutional Investors, Board of Directors, Family owned firms & governance.

Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 1002 C Innovation and Entrepreneurship L T P C
Development
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Entrepreneurship Majors will apply a working knowledge of the principles of entrepreneurship to
analysis and problem solving among students. It will act as option for the students apart from
getting into corporate jobs.

Entrepreneurship will help students start, create, manage a venture or Business.

The learning goals and objectives of this course for students to pursue management education
are:
1. Identify and apply the elements of entrepreneurship and to entrepreneurial processes.
2. Recognize the importance of entrepreneurship and identify the profile of entrepreneurs
and their role in economic growth.
3. Write a business plan that creates and starts a new venture.
4. se the entrepreneurial mind-set and behave responsibly and ethically in their roles as
entrepreneurs

Text Book:
Roy, R. Entrepreneurship, Oxford University Press: New Delhi, 2010.
Khanka S. S. Entrepreneurial Development, S. Chand & Company Pvt. Ltd.: New Delhi,2009
Reference Books:
Course Content:
Unit I: 6 Hours

Concept, characteristic of successful entrepreneurs; role of entrepreneurship in economic

development; entrepreneurship process; factors impacting emergence of entrepreneurship;
managerial vs. entrepreneurial approach and emergence of entrepreneurship;entrepreneurship
development programmes.

Unit II: 6 hours

Generating business idea – sources of new ideas, methods of generating ideas, creative problem
solving, opportunity recognition; environmental scanning, competitor and industry analysis;
feasibility study – market feasibility, technical/ operational feasibility, financial feasibility;
business plan; preparing project report
Unit III: 6 hours
Organizational hierarchy of the Ministry of Industry at central and state levels. Source of Finance
- commercial banks, venture capital; financial institutions supporting entrepreneurs; legal issues
– patents, trademarks, copy rights, licensing; franchising.

Unit IV: 6 hours

Concept of women entrepreneurs, functions, growth, problem and development of women
entrepreneurship Recent Trends, Role of small enterprises in economic development;
problems of small scale industries; growth strategies in small business; sickness in small
business.
Unit V: 6 hours
Look east policy and the advantages for the North East Regional (NER) states.Viable small
business in the NER.
BMG 1003 C Structural Analysis of Industry L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Industry Analysis

The learning goals and objectives of this course for students to pursue management education
are:
To make students understand how to analyze an industry by using the concepts learnt from
strategic management and other management related courses.
BMG 1004C Integrated Marketing L T P C
Communication

Version 1.01 Date of Approval: 1 1 1 3

Prerequisite Basic understanding of Principles of Marketing and Consumer

Behaviour

Total Credits 3

Course Background and Learning Objectives:

This Course introduces the subject of integrated marketing communication to the MBA Second
Year students. This is a basic course and will cover the understanding of marketing
communication in an integrated way to achieve the objectives of communication. Concepts such
as advertising, sales promotion, personal selling, direct marketing, event management, public
relation and publicity, communication agencies; print, broadcast and outdoor media are included
to make students aware of the broad framework of marketing communication.

The learning goals and objectives of this course for students to pursue management education
are:
1. Demonstrate an understanding of basic concepts of marketing communication and apply
in marketing issues. Understand the marketing communication challenges.
2. Understand the institutions involved in communication process and their roles.
3. Understand the design and execution aspects of communication.
4. Understand how successful communication can convert a commodity into a brand.
5. Understand how to apply available communication tools in an integrated manner.
Text Book:
1. Advertising & Promotion: An IMC Perspective, Belch & Belch, Tata McGraw Hill

Reference Books:
1. Advertising Management, Jaishari Jethwaney & Shruti Jain, Oxford Higher Education
2. Advertising & Sales Promotion, Kazmi & Batra, Excel Books

3. Advertising, Promotion & New Media, Edited by Stafford & Faber, Prentice Hall India

4. Hagerty on Advertising: Turning Intelligence into Magic, Thames & Hudson.

Course Content:

Unit I: Marketing Communication Basics 8 lectures hours

Understanding the Marketing Communication, Objectives and importance of marketing
communication, Analysing the Communication Process, Understanding various communication
tools and techniques, integrated application of marketing Communication tools, Co-creation of
communication. Enhancement of Brand Equity through IMC, Consumer Behaviour and IMC

Unit II: Introduction to Advertising 6 lectures hours

Introduction to Advertising, Idea and creativity and advertisement, Advertising Planning &
Development, Advertising Budget, Advertising Implementation & Evaluation, Media Planning &
Strategy,Role of Advertising and Promotion in STP, Advertising effectiveness (Practical and case
studies: to be notified during lectures).

Unit III: Sales Promotion as a communication tool 6 lectures hours

Introduction to sales promotion, Difference with advertisement, sales promotion types, Sales
Promotion Objectives & Budget Allocation, Sales Promotion Design & Evaluation, Sales
Promotion Tools & Techniques(Practical and case studies: to be notified during lectures).

Unit IV: other communication platforms 4 lectures hours

Public Relation, Publicity & Corporate Advertising, Personal Selling, Direct Marketing, and
Event Management (Practical and case studies: to be notified during lectures).

Unit V: New media and communication 6 lectures hours

Advertising, Promotion & Role of New Media (Practical and case studies: to be notified during
lectures), Mobile media, Social media, POP, Signage, other emerging communication tools.

Evaluation Theory
Component Internal End Semester Examination
Marks 30 70
Total Marks 100

* Lecture hour 19, 35 and 40 will be the first, second and final periodic assessment for the
students.

*after completion of the course, a practical session will be carried out on advertisement design
and event organization.
BMG 1005 C Product and Brand L T P C
Management
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Knowledge of basic concepts of Marketing communication and
brands
Co-requisites

Course Background and Learning Objectives:

Product and Brand Management seeks to familiarize students with the phenomenon of product and
Brands, in the context of Marketing. Understanding the role of product in the marketing process
will help the students in designing and products. Brand Management will introduce students to
the concept of developing long term loyalty in this era of hyper competition
& change, and the resources & investments required to create and sustain
brands.
The learning goals and objectives of this course are:
1. Understand the role and importance of Advertising in the marketing communication process
as well as learning to build advertising programme.
2. Create awareness about the processes of Media and Campaign planning.
3. Create Appreciation & understanding of the importance of Brands & the process of
Branding.
4. Create knowledge about the process of creating and sustaining brands through marketing as
long term tangible assets owned by companies.
Text Book:
1. Strategic Brand Management, K.LKeller, A. Parmeswaran,2011, I. Jacob, Pearson Education.
3.Sengupta, Subrata. Brand Positioning, Strategies for Competitive Advantages. New Delhi,
Tata McGraw Hill, 19
Reference Books:
1. Positioning: The Battle for your mind , A. Ries and J. Trout, 2003, TATA McGraw Hill,
2003
4. Managing Brand Equity,D. Aaker, 2010, Free Press, 2010
Course Content:
Unit I: Introduction to Product Management 10 lecture hours
Product management decision, New product development, Consumer brand knowledge, Product
use testing, Packaging decision, Test Marketing, Pre and Post launch management, Product
recall.

Unit IV: Introduction to Brands 15 lecture hours

Understanding Brands – Brand Hierarchy, Brand Personality, Brand Image, Brand Identity,
Brand Positioning; Brand Equity; Value addition from Branding – Brand-Customer
Relationships. Brand Loyalty and Customer Loyalty; Managing Brands; Brand Creation, Brand
Extensions, Brand-product Relationship, Brand Portfolio; Brand Assessment through Research –
Brand Identity, Position, Image, Personality Assessment and Change.

Unit V: Brand Revitalization & Financial Aspects of Brands 5 lecture hours

Brand Revitalization, Financial Aspects of Brands; Branding in Different Sectors: Customer,
Industrial, Retail and Service Brands.

Theory
Evaluation

Component Internal SEE

Marks 30 70
Total Marks 100
BMG 1006 C INDUSTRIAL RELATIONS AND L T P C
LABOUR LAWS
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites
Total Credits 3

A) Industrial Relations:

Objectives : Organizational efficiency and performance are highly link with good industrial
relation. This course is an attempt to appreciate the conceptual and practical aspects of industrial
relation to students

Unit-I 3 Lectures.

1. Industrial Relations-concept, Charactertics, Importance.

2. Labour Welfare: Concept, Objective, importance, Constituents, Reasons for labour welfare
activities in India, principles of labour welfare, constitutional provision for the labour welfare
in India , Evolution of Labour welfare , Theories of Labour welfare ( Philanthropic theory,
Public relations theory, The functional theory, The Policing theory etc.), Causes of slow
progress of labour welfare activities in India.

Unit-II 3 Lectures.

3. Social Security: concept, Essential, Aims, Coverage of social security measures, social
insurance, ILO and social security.
4. Trade Union: Concept, Nature and characteristics, Objectives, function and roles, Advantage,
Weaknesses, Causes of slow progress of trade union in India, Different theories of trade
unions.

Unit-III 3 Lectures.

5. Wage and salary Administration: Concept, objective, functions, procedure, wages vs. salary,
systems of compensation, Time wage system, Piece wage system and their relative merits and
de-merits different theories of wage payment.

Unit-IV 3 Lectures.

6. Grievance & Discipline:

 Grievance: Concept, Nature and characteristics, causes, Procedure, Principles of grievance
handing procedure, Factors affecting grievance handling procedure, Benefits of well defined
grievance system.
Discipline: Concept, Nature, Characteristics, Features, Aims and Objective, Disciplinary Action,
Types of Discipline-Positive or self imposed discipline, Negative discipline, Causes of discipline
and mis-conduct, Disciplinary action, Layoff and suspension, Dismissal and discharge.

Unit-V 3 Lectures.

Worker’s participation in Management:

Concept, Aims, Objectives, Purposes, Benefits, Limitation, Levels of participation in management.

Participation and motivation, Labour Management co-operation, Democratic supervision,
Employee director, Consultative supervision.

B) Labour Laws:
Objectives : To familiarize the students with the understanding and provision of industrial and
labour related laws with case studies for practical problem and solutions in different industries.

Unit-I 3 Lectures.
The Factories Act, 1948:
Object, Application of the Act, Definition of Factory, Manufacturing process, Worker, Power,
Prime mover, Transmission machinery, Machinery, Adult, Adolescent, Child, Young person,
Calendar Year, Day, Week, Shift and Relay, Occupier.
Approval, Licensing and Registration of factories, Inspection staff, certifying surgeons, provision
regarding the health of workers, safety of workers, welfare of worker, The working hours of
Adults, Young persons, Child labour, Unfair labour practices, obligations of workers, other
provisions of the factory act, Penalties and procedure of the case laws.

Unit-II 3 Lectures.
Employee’s state Insurance Act, 1948:
Objective and applicability of the scheme, definition, personal injury, Manufacturing process,
wages, partial and permanent disablement. ESI corporation standing committee and medical
benefit council, contribution, adjudication of dispute and claims, benefits, case laws.

Unit-III 3 Lectures.
Payment of Wages Act, 1936:
Object and scope, scope of payment, Definition under payments of wages Act, Rules of Payment
of wages, Authorized Deductions, Enforcement of the Act.
 Unit-IV 3 Lectures.
Employee Provident Fund & Miscellaneous Provisions Act, 1952 and Payment of Gratuity Act,
1972:
Employee provident fund and miscellaneous provision Act, 1952:
Definition Schemes under the act- Employees Provident fund scheme, Employee’s pension
scheme 1995, and Employee’s deposit linked insurance scheme, case laws.

Payments of Gratuity Act, 1972:

Applicability and non- applicability of the Act, Definitions, employee, employers, continus, service,
Payment of gratuity, Forfeiture of gratuity, Employer’s duty to determine and pay gratuity,
recovery of gratuity, case laws.

Unit-V 3 Lectures.
Industrial Dispute Act, 1947:
Introduction, Objects, Important aspects, Authorities under the Act.
Strikes and Lockouts- Concept, Law relating to strikes and Lockouts ,penalties for illegal strikes
and lockouts, Lay off- concept, legal provision, rights of workmen laid off for compensation.
Retrenchment concept, procedure etc.

Suggested Readings:
1. Malik, K.L., Industrial Laws and Labour Laws, Eastern Book Company, Lucknow.
2. Kumar, H.L., Digest of Labour Cases, Universal Law Publishing co. p Ltd, New Delhi.
3. Srivastava, S.C., Industrial Relations and Labour Laws, Vikas Publishing House (P) Ltd.
4. Bhagoliwal T N, Personnel Management and Industrial Relations, Agra Publications.
5. Arun Monappa, Industrial Relations, Tata McGraw Hill.
6. Michael V.P, HRM and Human Relations, Himalaya.

Evaluation Theory
Component Internal END semester examination
Marks 30 70
Total Marks 100
BMG 1007 C Organizational Development & L T P C
Change Management
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites
Total credits 3

Objectives :To prepare the student as organizational change facilitators using the knowledge and
techniques of behavioral sciences, including resistance to change (individual & organization), approach to
managing organizational change and as well as organational effectiveness

Unit-I (6Hours)

Introduction: Organizational development –Concept and process, Assumptions and values underlying
organization development (OD), Foundations of Organization development, emergence of OD as an
applied behavioral science, Role of top Management and organization development practitioners.

Unit-II (6Hours)

Techniques of organizational diagnosis, interviews, Questionnaires, Workshops takes, seminar, task

force and other method; Collecting and analysising diagnostic, data and information feeling back.

Unit-III (6Hours)

Organizational change, Renewal and Development: Planned changed, Organizational growth and change,
Power and politics, Organizational culture- Concept, Characteristics, Feature, Learning of culture, Creating
and sustaining culture, Impact of culture on performance and satisfaction.

Unit-IV (6Hours)

OD Interventions: Change agents, Role, Skills and styles of change agents; Designing interventions,
Evaluating and institutionalizing interventions, Action research, Work redesign, work modules, Quality of
work life(OWL), Quality circles (QC), Management by objectives (MBO), Sensitivity training, Career
Planning, Employee involvement.

Unit-V (6Hours)

Organizational change, Pressures for organizational change- Internal and external factors, Resistance to
change- Individual resistance, Organizational resistance, Overcoming resistance to change, Approaches
to Managing Organizational change- Lewin’s three step model, Action research model, Kind of Reactions
to change- Acceptances, Resistance, Tolerance, Rejection, Management of change, Change Agent and
it’s role, Organizational effectiveness.
Suggested Readings:

1. French, W.L. and Bell, C.H., Organisation development, Prentice-Hall, New Delhi.
2. Hackman, J.R. and Senttle, J.L., Improving Life at Work: Behavioural Science approach to
Organisational Change, Goodyear, California.
3. Harvey, D.F. and Brown, D.R., An experimental approach to organization development, Prentice-
Hall, Englewood Cliffs, N.J.
4. Hersey P., and Blanchard, H.B., Management of Organising behavior: Utilisinh human resources,
Prentice Hall, New Delhi.

Evaluation Theory
Component Internal END semester examination
Marks 30 70
Total Marks 100
 BMG 1008 C SECURITY ANALYSIS AND L T P C
PORTFOLIO MANAGEMENT
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

This course is about investing in securities. Investment is the current commitment of money or
other resources in the expectation of reaping future benefits. Investment decisions are made in an
environment where higher return is obtained only at the price of greater risk and in which it is rare
to find assets that are so mispriced as to be obvious bargains. Different investors have different
investment objectives and different risk-return preferences. There is, therefore, a need to have
proper understanding of various securities and their features. One must understand the concept of
diversification and investment portfolio, and be familiar with the relevant tools, techniques, and
models so that he can analyse securities and manage investment portfolios.
Hence, Security Analysis and Portfolio Management course is of great importance to business
students for their professional career as well as managing their own investments. This course is
designed to introduce and discuss various concepts, tools and techniques related with security
analysis and portfolio management and equip the students with a coherent framework of analysis
that will enable them to create and manage investment portfolios. It focuses on both the aspects of
investment i.e. ‘where to’ as well as ‘how to’.

The learning goals and objectives of this course for students to pursue management education are:

1. To provide an in-depth appreciation and understanding of the issues, challenges and complexities
an investor faces in deciding where to invest the investable money and how to invest it wisely to
meet his / her investment objectives.

2. To introduce participants to tools, techniques and models that help in security analysis and
managing portfolios.
3. To provide participants with the opportunity to work with these tools and apply them to solve
real-life investment problems in dynamic local and global environment.
TEXT READINGS:

1. Ranganatham - Security Analysis and Portfolio Management (Pearson Education, 2st Ed.)

REFERENCE READINGS:
1) Chandra P - Investment Analysis and Portfolio Management (Tata McGraw Hill, 2008)
2) Bhatt - Security Analysis and Portfolio Management (Excel Books)
3) Bhatt- Security Analysis and Portfolio Management (Wiley Dreamtech)

Course Content:
Unit I: INTRODUCTION TO INVESTMENT 6lecture hours
Concept of Investment, Investment Objectives; Investment Vs. Speculation; Type of Investors;
Investment Process; Investment Alternatives: Government Securities, Debt Securities, Equity
Shares, Mutual Funds, Money Market Securities, and Other Alternatives; Derivatives: Concept,
Forwards, Futures and Options; Concept of Return and Risk; Components of Return; Components
of Risk: Market Risk, Interest Rate Risk, Purchasing Power Risk, Business Risk and Financial
Risk; Measurement of Return and Risk.
Unit II : OVERVIEW OF CAPITAL MARKET 6lecture hours
Market of securities, Stock Exchange and New Issue Markets - their nature,
structure, functioning and limitations; Trading of securities: equity and debentures/ bonds.
RegulatoryMechanism: SEBI and its guidelines; Investor Protection, Saving, investment,
speculation. Types of investors.

Unit III: NATURE OF STOCK MARKETS 6 lecture hours

Valuation of Equity: Nature of equity instruments, Equity Valuation Models. Approaches to
Equity Valuation:
Valuation of Debentures/Bonds: nature of bonds, valuation, Bond theorem, Term structure of
interest rates,
Duration. Valuation of Derivatives (Options and futures): concept, trading, valuation.
Unit IV: PORTFOLIO ANALYSIS AND SELECTION 6 lecture hours
Portfolio concept, Portfolio risk and return, Beta as a measure of risk,Calculation of beta,
Selection of Portfolio: Markowitz’s Theory, Single Index Model, Capital market theorem,CAPM
(Capital Asset Pricing Model) and Arbitrage Pricing Theory.

Unit V:PORTFOLIO MANAGEMENT AND PERFORMANCE EVALUATION 6lecture

hours
Portfolio Management and Performance Evaluation: Performance evaluation of existing
portfolio, Sharpe measures; Finding alternatives and revision of portfolio; Portfolio Management
andMutual Fund Industry.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 1009 C International Financial L T P C
Management
Version 1.01 Date of Approval 3 0 0 3
Prerequisite
Co-requisites

Course Background and Learning Objectives:

International financial management also known as international finance is a popular concept which
means management of finance in an international business environment, it implies, doing of trade
and making money through the exchange of currency. The international financial activities help
the organizations to connect with international dealings with overseas business partners-
customers, suppliers, lenders etc. It is also used by governmentorganization and non- profit
institutions. International financial management deals with the financial decisions taken in the area
of international business. The growth in international business is, first of all, evident in the form
of highly inflated size of international trade. In the immediate post-war years, the general
agreement on the Trade and Tariffs was set up in order to boost trade. It axed the trade barriers
significantly over the years, as a result of which international trade grew manifold. Naturally, the
financial involvement of the trader's exporters and importers and the quantum of the cross country
transactions surged significantly. All this required proper management of international flow of
funds for which the study of International Financial Management came to be indispensable.
Not unexpectedly, the second half of the twentieth century witnessed the emergence, and fast
expansion, of multinational corporations. Normally, with the growth of international trade, the
products of the exporter become mature in the importing countries. When the product becomes
mature in the importing countries, the exporter starts manufacturing the product there so as to
evade tariff and to supply it at the least cost. Thus it would not be wrong to say that the emergence
of the multinational companies was the by-product of the expansion in world trade. There were
some countries in the developing world too which were liberal in hosting the multinational
companies. They imported technology on a big scale and built up their own manufacturing base.
Thus multinational company's emergent not only in developed countries but also in the developing
world and because of their operation the cross country flow of funds increased substantially. The
two way flow of funds, outward in the form of investment and inward in the form of repatriation
divided, royalty, technical service fees, etc., required proper management and so the study of
International Finance Management become a real necessity.

The learning goals and objectives of this course for students to pursue management education are:
 1. To acquaint students with basic concepts and techniques of international finance and their
applications to managerial decision-making to sustain the business in long-run.

2. To assist students in developing their creativity and innovative thinking to make good
decisions in a complex global environment by correctly identifying problems and
opportunities, analyzing alternatives properly, and making the best choices to maximize
profit, market share, managerial interests, national interests, social and environmental
benefits.
3. The purpose of this course is to provide an overview of global financial markets and the
Finance function in a multinational setting. We will also examine the nature of exposure
and risks associated with international finance and, in passing, touch upon the accounting
aspects of foreign currency transactions.

Text Book:
1. P.G.Apte, International Financial Management, McGraw Hill, New Delhi.

Reference Books:
1. Levi, Maurice, International Finance,McGraw Hill Inc, New York
2. Eiteman, David K, Arthur Stonehill and Michael H. Moffett, Multinational Business Finance
,Reading mass,– Wesley Publishing company,Addission
3. Shapiro, Allen C., Multinational Financial Management, Prentice Hall, New Delhi

Course Content:
Unit I: International Financial Environment 6lecture hours
International Financial Environment: Finance function in global business scenario, International
Financial Markets & Instruments, Balance of Payments & recent developments, Foreign Trade,
Meaning. International Financial Environment: Balance of Trade & Balance of Payments, Less
Developed countries & the third world Debt.

Unit II: Foreign Exchange Markets: In India 6lecture hours

Overseas, Role of RBI, Exchange rates. Foreign Exchange Markets: Exchange positions, trading
in foreign exchange, Offshore banking operations, Lending & borrowing, Euro currencies. Foreign
Exchange Rates Determination: Exchange rate mechanism, Direct rates & Indirect rates,
Bid & offered rates, Spot & forward rates, Inter-bank rates. Foreign Exchange Rate Exposures and
Measurement: Trade Finance, Export credits, FCNR & EEFC a/Cs, International leasing,
Forfeiting, Counter-trade, External Finance, ODA, Multilateral agencies, Equity as a source,
Offshore market.

Unit III: Exchange control regulations: 6 lecture hours

FERA & FEMA, Exchange control regulations in India. Foreign Exchange Risk Management:
Risk Management & Interest rates, Types of exposures & risks, Objectives of Risk Management,
Corporate philosophy of exposure management

Unit IV: INTRODUCTION TO DERIVATIVES 6lecture hours

Derivatives: Meaning & Concept, Nature, Uses in managing risk, Structure of Derivatives
Markets. Types of Derivative Contracts: Forward, Futures, and Options.
Currency Forwards: Features, Arbitrage, Pay off profile.
Currency Futures: Features, Futures Vs. Forward, Hedging, Speculation, Pay off profile.
Currency Options: Features, Terminologies, Gains and Losses, Pricing, Pay off profile.
Unit V: INTERNATIONAL INVESTMENT DECISIONS 6 lecture hours
International Capital Budgeting: Evaluation criteria, Cash Flow, Cost of Capital, Adjusted
Present Value Approach, Sensitivity Analysis, Project Appraisal, Non-financial factors.

Evaluation Theory
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 1010 C Web Analytics L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite Basic Knowledge of Internet and search engines
Co-requisites

Course Background and Learning Objectives:

The course introduces students to concepts and techniques for designing and implementing a web
analytics program for organizations. With a significant focus on application of knowledge, this
course provides students hands-on experience in using tools and technologies to successfully
deploy a web analytics program. Also included in the discussion are ways to measure the
effectiveness of digital channels and campaigns.

The learning goals and objectives of this course for students to pursue it as an Elective in their
management education are:

1. To introduce students to web analytics and the process of using the insights to make
strategic and operational decisions. [Sub Goals: 2.1, 2.2]
2. To acquaint the students with the usage of the website and to be able to suggest
improvements in the design of a website. [Sub Goals: 3.1, 3.2, 3.3]
3. To give them significant hands-on experience using tools and Search Engine Optimization
techniques to carry out the task of analysing the contents of a website. [Sub Goals: 3.1, 3.3,
4.1, 4.2]

Text Book:
1. AvinashKaushik: Web Analytics-An Hour a day, Wiley Publishing Inc.

Reference Book:
1. Brian Clifton: Advanced Web Metrics with Google Analytics, Wiley Publishing Inc.
2. AvinashKaushik : Web Analytics 2.0-The Art of online Accountability and Science of
CustomerCentricity, Wiley Publishing, Inc
3. Jacqui Carrel: Search Engine Optimization, VentusPublishing
Course Content:
Unit I:Introduction and Fundamentals of Web Analytics 4 lecture hours
Evolution of Web Analytics, Collecting online data, Web analytics driven decision making,
Capturing data, Selection of optimal Web Analytics tool, Understanding the quality of data,
Foundational metrics and standard reports.
Unit II: Web data analysis and Search analytics 5 lecture hours
Designing and implementing foundational reports - Top Referring URLs and Top Key Phrases,
Site Content Popularity and Home Page Visits, Click Density, Site Overlay, Site Bounce Rate,
Performing internal site search analytics, Search Engine Optimization, Measuring SEO efforts,
Analyzing Pay Per Click (PPC) and click through effectiveness, Learning PPC reporting best
practices, SEO activity (Off page), SEO activity (On Page).
Unit III: Website Experimentation and Testing 3 lecture hours
Rationale for website testing, What to test?, Designing and executing a good experimentation and
testing program, Implementing the key ingredients for every testing program.
Unit IV: Web Intelligence and Web 2.0 Analytics 8 lecture hours
Competitive traffic Reports - Share of visits by industry segment, Upstream and downstream traffic
against competition, Competitor traffic by media mix, Search engine reports- Share of search and
search keywords, Share of brand and category keywords, Search keyword funnels and keyword
forecasts, Keyword expansion tool, Demographic and Psychographic reports, Web 2.0 Analytics,
Measuring the success of Rich Interactive Applications (RIAs), Measuring the success of RSS.
Unit V:Myths of Web Intelligence 5 lecture hours
Path Analysis – Challenges and alternative Reporting Mechanism, Conversion Rate, Real Time
Data, Standard KPIs.
Unit VI: Advanced Web Analytics concepts 5 lecture hours
Using the power of segmentation, Best practices for conversion rates, Advanced search engine
marketing techniques through PPC analysis, Measuring the site abandonment rate metric,
Measurement of impact of campaigns, Making your analysis and reports connectable,

Evaluation Theory
Component Internal SEE
Marks 30 50
Total Marks 100
BMG 1011 C Modeling and Analysis with Spreadsheets L T P C
Version 1.01 Date of Approval 3 0 0 3
Prerequisite BMGT 708 C Excel for Decision Making
Co-requisites

Course Background and Learning Objectives:

Spreadsheet programs allow users to develop a number of documents that can be used for both
professional and personal use. Users can store data, perform calculations, and display values or
figures graphically. A spreadsheet may be used to calculate the earnings of business products for
the year, or it simply may be used to keep track of monthly bills. This class is targeted at beginning
users and is intended to provide the basics for using a spreadsheet program. Weather it is Fortune
500 Corporation or any small and medium organization, all of them require summarizing, reporting
and analyzing data. For more advanced needs like decision making building analytical models for
understanding the effect on profit of various inputs, reduction of cost and management operation
everything becomes easy and efficient by incorporating spreadsheet applications. Use of
spreadsheets in businesses has evolved from mere book keeping to a functionally rich platform for
quantitative business modeling and decision support systems.

The learning goals and objectives of this course for students to pursue management education are:

1. The course aims to align student learning to two of the core values of the School of
Business i.e. Analytics and Entrepreneurial Thinking. This course is about blending
techniques from various fields to create decision models primarily using Spreadsheet
Solutions and equip future decision makers with hands on tools to achieve their goals.
2. The course shall help students to shed their fear of numbers and become power users of
spreadsheet applications. This course attempts to combine the students’ power to logically
model and analyze diverse decision making scenarios with spreadsheet based solution
procedures.

Text Book:

1. BalakrishnanNagraj, Render Barry and M.Stain Jr. Ralph,“Managerial Decision Modelling

With Spreadsheets”, Second Edition, Pearson (ISBN 978-81-317-1485-0)

Reference Books:
 1. Winston L. Wayne, “Excel 2010, Data Analysis and Business Modelling”, PHI Learning
(ISBN 978-81-203-4359-0)
2. Walkenbach John, “Microsoft Excel 2007-Bible”, Wiley Publishing Inc. (ISBN 978-0-
470-04403-2)

Course Content:

Unit I: Significance of Spreadsheets in decision making 6 hours

Significance of Spreadsheets in decision making, Creating Range Names, Name Manager,
Vlookup, Hlookup, Lookup, Syntax of Index Function table, Syntax of Match Function.

Unit II:Using financial and other functions 6 hours

Excel NPV function, NPV with irregular intervals, IRR of cash flows, Unique IRR, MIRR, FV,
PV, CUMPRINC, CUMIPMT, Resolving Circular References,

Unit III: Data Summarizing using Histograms & Using Pivot Tables and Slicers 6 hours

Types of histograms: symmetric, positively skewed, negatively skewed, multiple peaks, and its
interpretation. Using Pivots, Row Labels, Column Labels, Values, Report Filter, Slicing and
Dicing.

Unit IV: Decision Making using control structures 6 hours

Business decision making using IF statements, nested IF, conditional operators, Handling
Multidimensional Formulas, Sensitivity Analysis with Data Tables, Goal Seek application
Unit V: Problem solving using Business Cases 6 hours

Four business cases to be discussed followed by lab sessions.

Evaluation Lab
Component Internal SEE
Marks 30 70
Total Marks 100
BMG 1012E International Marketing L T P C

Version 1.01 Date of Approval: 2 0 0 2

Prerequisite Basic understanding of Marketing

Total Credits 2

Course Background and Learning Objectives:

This Course introduces the subject of International Marketing to the MBA Second Year
students as an elective paper. This is an elective course and will cover the understanding of
some prerequisites a marketing manager requires when planning to enter into markets outside
their national boundary. Concepts such as international marketing complexities, challenges and
opportunities, international marketing environment, entry methods, international pricing,
EPRG orientation, documentation for international marketing, standardization and adaptation,
international communications are included to make students aware of the broad framework of
international marketing.
The learning goals and objectives of this course for students to pursue management education
are:
1. Demonstrate an understanding of why to approach international market.
2. Understand various mechanisms to enter into international market.
3. Understand various issues related to marketing mix application in the context of
international market.
4. Understand various documents required and legal aspects associated with international
market.
Text Book:
International Marketing (17th Edition):Philip Cateora and John Graham and Mary Gilly, Tata
McGraw Hill Education.
Reference Books:
1. Global Marketing (7th Edition), Svend Hollensen, Pearson Education
2. International Marketing and Export Management (8th Edition) ,
GeraldAlbaum, EdwinDuerr and Alexander Josiassen, Pearson Education.
3. International Marketing (Second Edition):Rakesh Mohan Joshi , Oxford University Press
India.
Course Content:
Unit I: Introduction to International Marketing and International Institutions:4 lectures hours
Introduction, Scope of International Marketing, International Marketing vs. Domestic
Marketing, Competitive or differential advantage, MNCs and TNCs, Benefits of international
marketing. International Institutions: IMF, World Bank – IBRD, International Finance
Corporation, Organisation for Economic Cooperation and Development (OECD) (Cases to be
given later on in the lectures).
Unit II: International marketing environment and market entry 4 lectures hours

Introduction, Political Environment, Political systems, legal and Regulatory Environment,

Socio-cultural Environment, Economic Environment, Technological Environment, Challenges
in Global Marketing, classical modern trade theories, trade barriers, quotas, Implications of
Tariffs, Types of Agreements, General Agreement on Tariffs and Trade (GATT), Functions
 and Objectives of WTO, Implication of WTO on International Marketing, Different Entry
Modes and Market Entry Strategies, joint Ventures, Strategic Alliances, Direct Investment,
Manufacturing and Franchising. (Cases to be distributed during lectures)
Unit III: International product and pricing policy 4 lectures hours
Introduction, Products: National and International, the new Product Development,
International Product Planning, Product Adoption and Standardization, International Market
Segmentation, Marketing of Services , Price and Non-Price Factors, Methods of Pricing,
International Pricing Strategies, Dumping and Price Distortion, Counter Trade.(Practical and
case studies: to be notified during lectures).
Unit IV: International distribution and promotion 4 lectures hours
Introduction, International Logistics Planning, Distribution – Definition and Importance,
Direct and Indirect Channels, factors Involved in Distribution Systems, Modes of
Transportation, International Packaging, export documentation, declaration forms, disposal of
export documentation form, major documents, International Communications Process,
principles of communication, Status of Promotion, Promotion Appeals, Media Selection,
Personal Selling, Public Relations and Publicity, Sales Promotion, advertising, e-marketing
(Practical and case studies: to be notified during lectures).
Unit V: Marketing Research, Legal and Ethical Issues 4 lectures hours
Introduction, Concept of Marketing Research, Need for Marketing Research, Approach to
Marketing Research, Scope of International Marketing Research, International Marketing
Research Process, market surveys, Nature of International Business Disputes and Proposed
Action, Legal Concepts Relating to International Business, International Dispute Settlement
Machinery, ethical Consideration in International Marketing and Marketing Communications.
(Case studies: to be notified during lectures).

Evaluation Theory
Component Internal End Semester Examination
Marks 30 70
Total Marks 100

* Lecture hour 9, 17 will be the first and second periodic assessment for the students.
*after completion of the course, an overall internal assessment will be carried out.
BMG 1013 E Digital Marketing L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

This program aims to create understanding into the relationship application of Technology
inMarketing especially the digital technologies. Consumers buying behavior is becoming digital
technology based devices, and social media has become a powerful media for interacting with and
influencing consumers.

The learning goals and objectives of this course for students to pursue management education are:

1. To acquaint students with basic concepts and techniques of digital marketing and their
applications to marketing decision-making

2. To assist students in developing their creativity apply their innovative thinking to digital
technology based platforms in amulti channeland global environment context.

3. To enable students apply data analytic techniques in digital based platformsfor effective
marketing decisions.

Text Book:
Internet Marketing: Strategy, Implementation and Practice by Dave Chaffey, Kevin Johnston,
Richard Mayer, Fiona Ellis-Chadwick, 3rd Edition, Pearson Education.

Reference Books:
Internet Marketing: Start to Finish by Catherine Juon, DunrieGreling& Catherine Buerkle,
Pearson Education.
Social Media Marketing – A strategic approach by Melissa Barker, Donald Barker, Nicholas
Bormann, Krista Neher, Cengage Publication
Internet Marketing & e-commerce Ward Hanson, KirthiKalyanam, Cengage Publication.

Course Content:
Unit I: Internet Marketing Fundamentals 5hours
An introduction to Digital Marketing , What is internet mktg., How internet works, How ‘cookies’
& ‘IP address’ can be useful to marketers, The internet and the marketing mix – Product, Price,
Place, Promotion, People, Process & Physical Evidence

Unit II: Internet Marketing Applications 5hours

Relationship marketing using the internet, eCRM, Customer lifecycle management, Approaches
to implementing e-CRM, Making websites that work : Improving user experience & conversion
rates, The basics of website : What to fix before testing, Beyond best practices : user research,
Website planning and maintenance, Beyond best practices : user research, Website planning and
maintenance, Updating content, Using websites to enter new niches, Creating Links with Facebook
& Google Plus, Creating Awareness : listen to and watch your audience, Developing website
personas, adapt your website accordingly
Unit III: The importance of social media in Digital Marketing 5 hours
Social media, its importance to marketers, Rules of engagement, Permission vs. Interruption
mktg., Principles of success, Facebook, Twitter, LinkedIn, You Tube, Mobile Marketing
Unit III: Working with the Search Engines 5 hours
Search Engine Optimization: Creating visibility, What SE spiders see and what SE visitors see, On-Site
optimization, Page level SEO best practices, Page level SEO guide, Blogging best practices, blogging for
SEO benefit, Increase your find ability via link building, Advance visibility strategies, Extending your
reach with paid search advertising, PPC, Display advertising, Google AdWords and Google Analytics
(Lab based exercises).
Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1014 E B2B Marketing L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

B2B marketing portrays special challenges and opportunities for serving markets other than for personal
consumption. The course intends to help students develop a greater understanding of the institutional
markets, and how they operate, and to be able to formulate strategies to tap these markets and serve them.
The course also attempts to explore the finer nuances and intricacies linked to the service dimensions of
B2B marketing.
Students will develop knowledge of business marketing strategies and itsimplications for managers,
employees and other interest groups. This course will help to recognise the dynamic and complex nature of
the business marketplace in a competitive framework. It will further help to analyse the stakeholders, issues
and business marketing problems, recognising the role of the business marketer. Students will learn to
explain and apply the concepts and the specific practices in the field of business marketing. They will be
able to critically evaluate which competitive strategies and tactics work well in business marketing

The learning goals and objectives of this course for students pursuing management education are:

1. To sensitize the students how business / institutional markets operate, and to acquire the necessary
skill sets required to take-up employment in this sector.

2. To understand the opportunities and challenges for serving business organizations

3. To be able to understand and apply the main theoretical concepts used for managing business
relationships in different company/product/market situations.

Text Book:Business Marketing Management: B2B, Hutt and Speh, 2012, Cengage learning, 9e , Indian
edition.
Reference Books:
1. Business Marketing, Krishna K Havaldar,2011,Tata McGraw-Hill Publishing Co. Ltd., 3rd
Edition ,New Delhi Johnson
2. Business to Business Marketing, Robert P Vitale, Joseph J Giglierano, Thomson, 2009, South
Western
,New Delhi.
3. Industrial Marketing, Robert R Reeder; Edward G Briety& Betty H Reeder, 2009, Prentice Hall
India, 4th Edition, New Delhi.
Course Content:
Unit I: Overview of B2B marketing, Market Environment and Buyer Behaviour 5 Lecture hours
After studying this module the students will be able to understand business marketing, know differences in
the characteristics between B2B and B2C marketing. This module highlights the types of business
customers, classification of industrial goods and services. Students will learn marketing implications of
different types of customers and products.This module will help students to understand organizational
buying objectives, buying process, identify the members of decision making units and choose suppliers.

Unit III: Formulating the Marketing Strategy 3 Lecture hours

This module helps students to know process followed for industrial market, they will be able to identify the
bases used for segmenting the industrial market, evaluate potential segments, targeting and positioning

Unit IV: Implementing the Marketing Strategy 7 Lecture hours

This module will help students to understand the nature of industrial products, know factors influencing
changes in product strategy, Communication, Channel and pricing and understand the frameworks and steps
involved in developing product, Communication, Channel and Pricing strategies.

Unit IV: Evaluating and Extending the Marketing Strategy 5 Lecture hours
After studying this module, students will be able to understand characteristics of market oriented firms, and
examine the role of marketing in strategic planning, implementation of business plan, and marketing control
process etc. This module helps students to recognize the ever changing business environment such as the e-
commerce revolution, learn to leverage electronic markets using the internet and analyze how electronic
markets and internet co- evolve. This module will help students to understand the nature and importance of
international markets, how to choose the markets to enter, the economic, legal, and cultural aspects of
international market environment, the financials, and pricing and payment methods used in international
markets
Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1015E Negotiating and Counselling L T P C
Skills
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

In today’s competitive world, there are lots of pressures and high stakes at the negotiating table.
Thus, enhancing employees’ negotiation and counselling skills become essential to work
effectively at the workplace. Negotiation is a way of getting what one wants from others by
interactive communication, designed to reach an agreement. Not much of importance is attached
with negotiation in our day-to-day life, because it becomes routine. But is assumes more
importance in business and political fields, because stakes are very high, failures of negotiations
in political field lead to wars and successful negotiations can solve any problem amicably, though
the process of negotiation is more strenuous and more difficult than the process of war. Negotiation
is process of adjusting both parties’ views of their ideal outcomes to an attainable outcome.
Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource,
such as land, or property, or time(2) to create something new that neither party could do on his or
her own, or (3) to resolve a problem or dispute between the parties. Sometimes people fail to
negotiate because they do not recognize that they are in a negotiation situation. By choosing
options other than negotiation, they may fail to achieve their goals, get what they need, or manage
their problems as smoothly as they might like to. The course will help the students to be thoroughly
prepared to recognize negotiation situations; understand how negotiation works; how to plan,
implement, and complete successful negotiations; and, most importantly, be able to maximize you
results. The course treats negotiation as a complex processes that require the successful practitioner
to develop and use a unique blend of perceptual, persuasive, analytical, and interpersonal skills.

Counselling on the other hand, is a method of identifying practical solutions to life or work related
issues. Counselling as a fast growing dynamic movement it has rapidly progressed from its modest
beginning in the early part of the present century to its current dynamic status in a brief period of
six decades. The counselling function is claimed to be performed also by ministers, physicians,
social workers, teachers, managers and many others whose number is ever on the increase.
Counselling has earned recognition through its service in enhancing and in preserving human
happiness. It is found to be of service by different organizations for increasing their efficiency and
productivity. There are several reasons why employers should be closely
 involved in the physical and mental well-being of employees (O’Leary, 1993, 1994). It makes
sense to have a healthy and high-performing workforce. It only creates happier individuals who
provide quality service, but also contributes to the overall profits.

The learning goals and objectives of this course for students to pursue management education are:

1. Use an integrated process for strategically planning for, conducting, and debriefing
individual and group negotiations, thereby developing skills that make the negotiation
environment friendly, and enabling the parties to reach a win-win agreement.
2. Develop and execute effective strategies and tactics for different situations that commonly
arise in interpersonal and transactional negotiations.
3. Identify the differences between distributive and integrative situations and develop
appropriate resolution strategies.
4. To develop a practical understanding of the process of negotiation and to demonstrate how
to negotiate effectively in professional and personal situations.
5. To generate awareness that employees physical, mental, and emotional well being go
together and they need to be worked with in totality.
6. And finally, to make the students aware about counseling as a source of organizational
change. Rather than just being an appendage to a company, counseling can bring the
values, the energy for change, the vitality of acceptance a realization of who we are and
what we can be to the very dynamics of work place life.

Text Book:

1. Negotiating Essentials-Theory, Skills, and Practices Michael R Carrell& Christina Heavrin, 8th
Edition, Pearson Education

Reference Books:

1. Counselling Skills for Managers, Kavita Singh, 4th edition, PHI Learning Private Limited
2. Negotiation-Everyone must win, S.L. Rao, 1st Edition, Excel Books
3. S.L. Rao, 1st Edition, Excel Books, Lewicki J. Roy, Saunders M. David, & Barry Bruce 5th
Edition, McGraw Hill
Course Content:
Unit I: An Introduction to Negotiation 3 lecture hours

Nature and Concept of Negotiation;Five Elements of Negotiation;,The parties and their interest;
Interdependency, Common Goals, Flexibility; Decision Making ability

Unit II: The Negotiation Process 6lecture hours

Steps of Negotiation process,Third party negotiation, Cultural differences in negotiation, Factors

influencing negotiation, Preparation; Opening Session; Bargaining and Settlement, Bargaining
strategies.

Unit III: Collective, Distributive &Integrative Bargaining 4 lecture hours

Introduction, Importance , guidelines for successful collective bargaining,collective bargainingin

India, Classic Distributive Bargaining Situation; Opening Offers- Anchoring, Bracketing; ,
Fairness Norms, reciprocity Norms and Good Faith Bargaining; Integrative Versus Distributive
Bargaining ; The Integrative Negotiation process; Thompson’s Pyramid Model; Interest Based
Bargaining-Principles of IBB; Advantages and Disadvantages of IBB.

Unit IV: Introduction to Counselling 4 lecture hours

Introduction to Counselling; Essential Elements of Counselling; Types of counselling,Need for

Counselling at Workplace& its functions.

Unit V: Approaches&Process of Counselling 3 lecture hours

Psychoanalytic approach; Behaviourist Approach; Humanistic/Person Centric Approach, Process

of Counselling; Developing a Relationship; Defining Problems; Determining Goals; Deciding
Plan of Action; Doing the Follow up.

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1016 E Competency Mapping & L T P C
Performance Management
Version 1.01 Date of Approval 2 0 0 2
Prerequisite Understanding of HR functions
Co-requisites

Course Background and Learning Objectives:

Competency Management System, which has taken centre stage in the management of human
resources, has been established in many frontline organizations. This is where the competency
mapping has risen up in the priority list for many organizations because finding the right fit for the
right job is matter of concern for most organizations to survive in today’s economic crisis and in
cut-throat competition. Competency mapping is used as the basis for any competency assessment
that can be done at a later stage. Competency assessment is the assessment of the extent to which
a given individual or a set of individuals possess these competencies required by a given role or
set of roles or levels of roles for superior performance. The output of a comprehensive competency
mapping of key positions is a role directory with required competencies. Adopting competence
based assessment system may benefit the organizations in various ways.
This 3 credit course is designed to prepare the students to understand and measure the underlying
characteristics of employees in terms of knowledge, skills and attitude (competencies) which
results in effective and/or superior performance on the job. Inputs from competency mapping
would assist the students to design a performance appraisal system by incorporating the
competencies needed for various categories of jobs and its relative importance for effective
performance. Topics in this course include understanding competency and developing competency
models, identification of competencies for competency profiling, defining performance and
performance measurement, measuring results and behaviors, developing behavioral anchored
rating scale and critical incident factors, designing assessment center etc. would help the students
to gain insight about the mapping core competencies to the skills potential employees already
possess is another way that competency mapping can help a business and to design an effective
competence based appraisal form for more talent acquisition and management.

The learning goals and objectives of this course for students to pursue management education are:

1. To provide an insight in to the fundamental of competency management and its practical

application in managing performance in the organizations.
2. To illustrate the development of competency models for better person-job fit and provide
insight into the implementation prerequisites and strategies for the same.
3. To describe the process of competency mapping and profiling for performance measurement
and management system to understand the framework of performance measurement and
management system for decision-making.
4. To assist them to design performance evaluation system based on competence based approach
while assigning weightages and listing key performance indicators (KPI) for each role.
5. To understand the process of competency profiling for other HR applications so that to
encourage the competence-based HR practices viz. competence-based selection, training,
compensation, and succession planning to make the organization more effective in the
competitive environment.

Text Book:

1. R.K. Sahu (2010). Competency Mapping, Excel Publication.

Reference Books:
1. Herman Aguinis (2009). Performance Management. Pearson Education, India.
2. Kohli& Deb (2010). Performance Management, Oxford Press, India.
3. SeemaSanghi (2008). The Handbook of Competency Mapping: Understanding Designing
and Implementing Competency Models in Organizations, Response Books -Sage, India.
4. Ganesh Shermon. Competency based HRM. Tata McGraw Hill
5. Singh, B.D. (2010). Performance Management System: A holistic Approach. Excel Book.
6. T.V. Rao. HRD Score Card 2500 based on HRD audit, Response books

Course Content:
Unit I: Concept of Competency &Different Competency Models 5 lecture hours
Introduction, history and origin of competency; Concept and Definition of job, roles and
competency; Competency vs. competence; Performance versus competency; skills versus
competency; Component of competencies – Skills, knowledge, self-concept, motives and trait;
Concept of Competency Maps and Competency Profiles,Developing Competency Models – Model
1: Organizational competency based model; Model 2: Commitment and Competence; Model 3: 5
Level Competency Model; Model 4: Job based competency model; Model 5: Generic and specific
competency; Model 6: Organizational Goal linked; Model 7: Technical and behavioural model;

Unit II: Performance Management Process 4 lecture hours

Performance Management Process model – Prerequisites & Performance Planning (results,
behaviour and development plan), Performance Execution, performance review and performance
renewal and recontracting.
Unit III:Defining performance andchoosinga measurement approach 4lecture hours
Defining performance and Determinants of Performance, factors influencing determinants of
performance; Advantages of Performance appraisal, Problems of performance management, Steps
to make performanceappraisal effective, Approaches to measuring performance- Trait approach,
behaviour approach, result approach.

Unit IV: Performance Measurement- Measuring Results and Behaviour 4lecture hours
Measuring Results – determining accountabilities, objectives and performance standards;
Measuring Behaviours, comparative and absolute behavioural measurement systems, Anchors for
behavioural checklists; Development of Behavioural Anchored Rating Scale (BARS); Gathering
Performance Information – Major components of effective appraisal forms; Characteristics of
appraisal forms; determining overall rating.

Unit V: Assessment Centre and Applications of Competency Mapping 3 lecture hours

Assessment centre – Introduction, Difference between assessment centre and development centre;
Designing assessment Centre – Process, Profile of assessors and Assessor training; Tools and
techniques used in assessment Centre - Projective techniques, Group discussions, Simulations –
role plays, business games, paper-pencil tests; Using competencies in Mapping HRM,
Competency based training and development, recruitment & selection

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1017 E Indian Financial System L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Financial system of a country is closely related to the economic development. There is drastic
change in the functioning of financial system in this era of liberalization, privatization and
globalisation.The economic development of a nation is reflected by the progress of the
various economic units, broadly classified into corporate sector, government and household
sector. There are areas or people with surplus funds and there are those with a deficit. A
financial system or financial sector functions as an intermediary and facilitates the flow of
funds from the areas of surplus to the areas of deficit. A Financial System is a composition of
various institutions, markets, regulations and laws, practices, money manager, analysts,
transactions and claims and liabilities. Financial system comprises of set of subsystems of
financial institutions, financial markets, financial instruments and services which helps in the
formation of capital. It provides a mechanism by which savings are transformed to
investment. The purpose of including Indian Financial system as a subject is to give a clear
understanding and knowledge of financial system in the present scenario.

The learning goals and objectives of this course for students to pursue management
education are:

1. To provide an insight into the functioning of Indian financial system.

2. To make students understand the various components of the financial system, the
inter-relationship among different components and the impact on business enterprise.

Text Readings:
H.R. Machiraju,Indian Financial System, Vikas Publishing House, Delhi
Reference Readings:
M.Y. Khan, Indian Financial System Tata McGraw Hill, Delhi

Jeff Madura, Financal Markets and Institutions, CenGage Learning, Delhi

Pathak, The Indian Financial System, Pearson Education India
Course Content:
Unit I: OVERVIEW OF FINANCIAL SYSTEM 4 lecture hours
Indian Financial Systems – Features, Constituents of Financial system- financial institutions,
Financial Services, Financial Markets and Financial Instruments, overview of global
Financial System.
Unit II: FINANCIAL INSTITUTIONS 4 lecture hours
Meaning of Financial Institutions, special Characteristics, broad categories-Money Market
institutions, capital market institutions. Industrial Finance Corporations of India, Industrial
Development bank Of India, State Financial Corporations of India, Industrial Development
bank Of India, State Financial Corporations, Industrial credit and investment Corporation of
India, national small industrial Development corporation, national industrial Development
corporations, UTI and Others.
Unit III: NON–BANKING FINANCIAL INSTITUTIONS 4 lecture hours
Meaning, registration, Principal Business of NBFCs, Structure, supervision, RBI measures
for NBFCs, other Measures.
Unit IV: FINANCIAL SERVICES 4 lecture hours
Concept , objectives/Functions, characteristics, Financial Services – concept, classifications,
Regulatory framework, Merchant banking, Mutual funds, leasing, Credit ratings.
Unit V: FINANCIAL MARKETS 4 lecture hours
Meaning and definition, Role and functions of Financial markets, Constituents of Financial
markets, Money market instruments, capital market instruments.
Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1018 E Advance Financial Management L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

Advanced financial management topics such as interpreting the financial statements of a company,
reviewing past financial statements of a company, reviewing past financial performance and
forecasting for the future, financing operations and finding profitable investments, assessing risk
and valuing a business. As a manager, it is imperative that you understand the financial topics and
processes specific to your company. You must also have an understanding of the current issues in
the business environment today so you can maximize financial opportunities.

Learning Objectives

1. To apply various management accounting techniques to all types oforganizations

for planning, decision making and control purposes in practicalsituations.
2. To make students understand the various components and the impact on business
enterprise
3. To develop Planning Skill In Financial management functions effectively, so that
the Students be able apply the appropriate management strategy to face the
company challenges.

TEXT READINGS:
1. Pandey I M - Financial Management(VikasPublicating House), New Delhi

REFERENCE READINGS:
1. Advanced Accounting By R. I.Gupta And M. RadhaSwamy, (Sultan Chand And Sons) New Delhi
2. Prasanna Chandra- Financial Management Theory & Practice (TMH) New Delhi
3. M Y Khan and P K Jain –Financial Management (Tata McGraw-Hill)

Course Content:
Unit I:FINANCIAL STATEMENT ANALYSIS 4 lecture hours
Techniques of Financial Statement Analysis, Accounting Ratios: Liquidity ratio test of Solvency
or Analysis of Long-term Financial Position, Profitability ratios, Activity Ratios/ Assets-
Management ratios, Leverage Ratios.
Unit II: : COST OF CAPITAL AND ANALYSIS OF LEVERAGES 4 lecture hours
Cost of Capital: Meaning, Computation of cost of capital for specific sources of finance: Equity
capital, Retained earnings, Preference share capital, Debts, Overall cost of capital.
Leverage: Meaning and concept. Risks: Concept and types – Operating leverage, Financial
leverage, and Combined leverage, Computing leverages
Unit III:CORPORATE RESTRUCTURING 4 lecture hours
Corporate Re-structuring: Introduction, meaning and types. Merger and Acquisitions (M & A):
Definitions, Synergies, Advantages, Types and their rationale, Cost-Benefit Analysis,
Computation of costs and benefits to the firms involved in M & A, Mergers and Capital Budgeting
Decisions. M & A in India.

Unit IV:FINANCIAL DERIVATIVES MANAGEMENT 4 lecture hours

Financial Derivatives: Introduction, types, Difference between Cash and Future Markets, Types
of Traders, Futures Contract: Specifications, Types, Relationship between Futures Prices,
Forward Prices and Spot Prices. Options: Specifications, Types - call and put, Difference
between future and option contracts. Derivatives in India: Evolution of Derivatives Market in
India – Regulations – Framework - Exchange trading in Derivatives.
Unit V:WORKING CAPITAL MANAGEMENT 4lecture hours
Inventory Management: Introduction and meaning, Motives and purposes of inventory holding,
Tools and Techniques of management. Receivables Management: Introduction, meaning and
importance of Accounts Receivable, Cash management.
Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1019 E Financial Derivatives And Risk Management L T P C
Version 1.01 Date of Approval 2 0 0 2
Prerequisite Knowledge of Corporate Finance
Co-requisites Understanding of Financial Markets

Course Background and Learning Objectives:

Financial derivatives enable parties to trade specific financial risks (such as interest rate risk,
currency, equity and commodity price risk, and credit risk, etc.) to other entities who are more
willing, or better suited, to take or manage these risks—typically, but not always, without trading
in a primary asset or commodity. Financial derivatives are financial instruments that are linked to
a specific financial instrument or indicator or commodity, and through which specific financial
risks can be traded in financial markets in their own right. Transactions in financial derivatives
should be treated as separate transactions rather than as integral parts of the value of underlying
transactions to which they may be linked. The value of a financial derivative derives from the price
of an underlying item, such as an asset or index. Financial derivatives are used for a number of
purposes including risk management, hedging, arbitrage between markets, and speculation.

The learning goals and objectives of this course for students to pursue management education are:
1. To acquaint students with basic concepts and techniques of Derivatives and risk management
and their applications to managerial decision-making to sustain the business in long-run. .
2. This course provides a deep understanding of various Financial Derivatives. While there is
significant focus on the functioning of the Financial Derivatives, students will also develop a sound
understanding of various concepts, tools and techniques that apply to Derivatives anywhere in the
world.
3. The aim of the course is to provide advanced instruction and knowledge in financial markets
and instruments, and in financial engineering together with the quantitative tools essential for
understanding modern finance and research methods.

Text Books:
1. John C Hull, Futures and Other Derivatives, Pearson Education

Reference Books:
1. Stulz M. Rene,Risk Management &Derivatives, Cengage Learning, New Delhi.
2. I.M Pandey:Financial Derivatives,Vikas Publishing House
3. V Raghunathan:Derivatives,Tata McGraw Hill

Course Content:

Unit I: 4 lecture hours

Derivatives – Features of a Financial Derivative – Types of Financial Derivatives - Basic
Financial derivatives – History of Derivatives Markets – Uses of Derivatives – Critiques of
Derivatives – Forward Market: Pricing and Trading Mechanism – Forward Contract concept –
Features of Forward Contract – Classification of Forward Contracts – Forward Trading
Mechanism – Forward Prices Vs. Future Prices. Importance of derivatives in Risk Management.
Unit II: 4 lecture hours

Options and Swaps – Concept of Options – Types of options – Option Valuation – Option
Positions Naked and Covered Option – Underlying Assets in Exchange-traded Options –
Determinants of Option Prices – Binomial Option Pricing Model – Black-Scholes Option
Pricing – Basic Principles of Option Trading – SWAP: Concept, Evaluation and Features of
Swap – Types of Financial Swaps – Interest Rate Swaps – Currency Swap – Debt-Equity Swap.

Unit III: _ 4 lecture hours

Futures – Financial Futures Contracts – Types of Financial Futures Contract – Evolution of

Futures Market in India – Traders in Futures Market in India – Functions and Growth of Futures
Markets – Futures Market Trading Mechanism - Specification of the Future Contract – Clearing
House – Operation of Margins – Settlement – Theories of Future prices – Future prices and Risk
Aversion – Forward Contract Vs. Futures Contracts.

Unit IV: 4 lecture hours

Hedging and Stock Index Futures – Concepts – Perfect Hedging Model – Basic Long and Short
Hedges – Cross Hedging – Basis Risk and Hedging – Basis Risk Vs Price Risk – Hedging
Effectiveness – Devising a Hedging Strategy – Hedging Objectives – Management of Hedge –
Concept of Stock Index – Stock Index Futures – Stock Index Futures as a Portfolio management
Tool – Speculation and Stock Index Futures – Stock Index Futures Trading in Indian Stock
Market.

Unit V: 4 lecture hours

Financial Derivatives Market in India – Need for Derivatives – Evolution of Derivatives in India
– Major Recommendations of Dr. L.C. Gupta Committee – Equity Derivatives – Strengthening
of Cash Market – Benefits of Derivatives in India – Categories of Derivatives Traded in India –
Derivatives Trading at NSE/BSE – Eligibility of Stocks – Emerging Structure of Derivatives
Markets in India -Regulation of Financial Derivatives in India – Structure of the Market –
Regulatory Instruments.

Evaluation Theory
Component Internal SEE
Marks 15 35
Total Marks 50
BMG 1020 E Cross Cultural & International L T P C
Human Resource Management
Version 1.01 Date of Approval 2 0 0 2
Prerequisite
Co-requisites

Course Background and Learning Objectives:

The International Business Environment is characterised by a myriad of situations and events

that are not always subject to pre-programmed decision making processes, given the diverse
elements that influence such environment. Though it is not always possible to plan for
unexpected situations, and effective International manager strives to make a deliberate efforts
to be aware of the changes and plan to control some of them. Cross cultural management is a
concept of finding out how to assess the impact of culture-whether national or organizational
or institutional on the performance of the firm. The ability to manage cross- cultural
interactions, multinational teams, and global alliances has become fundamental to managing in
today’s globalised world. Managing diverse workforce competently is considered by some
people as a means of gaining competitive advantage over other firms.A keen awareness and a
high degree of cross-cultural competence in management are therefore keys to the career
success for both present and aspiring managers/professionals. This course of study represents
an opportunity to enter into, contribute to, and learn about a new culture across the world. It
provides an opportunity to learn new ways of thinking about the management of people and
processes in organisations; about working with and through people across a range of national
and international boundaries in business and management contexts.

The learning goals and objectives of this course for students to pursue management education
are:

1. To increase students’ awareness of the complexity associated with managing human

resources in a global context and how cultural differences impact management of
people in MNC’s.

2. To promote awareness, understanding and collaboration in a culturally dynamic world.

3. To develop, share and disseminate knowledge in the field of Cross-cultural

 Management, with special reference to International Human resource management.

4. To apply the influence of national culture on organisational culture in association with

recruitment and selection, training and development, performance appraisal, strategy
implementation, motivation and leadership, ethics and CSR.

Text Book:

1. NilanjanSengupta&MousumiS.Bhattacharya, Excel Books International Human Resource

Management.

Reference Books:
1. H Deresky, 5th edition, Pearson Education International Management: Managing across
borders and cultures
2. Price and Browaeys, 1st edition, Pearson Education Cross Cultural Management
3. P L Rao, Excel Books International Human Resource Management.

Course Content:
Unit I: Introduction to Cross Cultural & International Human Resource Management4
lectures hours

Culture- Meaning and concept; Organizational, Corporate and Professional Culture;

Determinants of Culture; Importance of cross-cultural Management; Cross Cultural Issues
InHRM, Managing Cross Cultural Issues, Definition of IHRM, Factors influencing
IHRM,Reasons for going Global, Effects of globalisation, Moral, Ethical and Social
Responsibility issues in international business.

Unit II: Functional Aspects Of IHRM 4 lectures hours

Staffing policies- approaches to IHRM; Motives behind International Staffing,Recruitment

&Selection in international context ,Training and development of international Staff, Types of
expatriate training, Current scenario in terms of training and development activity, Expatriate
adjustment process, Expatriate failure,Compensation Managemnet in International context:
Approaches, Tax Structure for Expatriate, Different compensation practises across countries,
Performance appraisal in International Context
Unit III: New Role of International Managers 4 lectures hours

Role of Global HR Manager, Managing Expatriates, Challenges faced by Global Managers,

Hiring Inpatriate and Expatriate Managers : Choices and Dilemmas for MNCs
,Women,Expatriates ,Reasons for less number of female expatriate: Myth or
Reality,,Repatriation, Repatriate training, Factors influencing readjustment
process,Developing competencies for global managers.

Unit IV: Motivating and Leading in International Context 4 lectures hours

Current Theories of Motivation; Indian Motivation Theories; Leadership and culture; Theories
of Leadership and their Global relevance; Japanese Leadership studies; Leadership styles in
Europe, South-east Asia and Middle East.

Unit V: Comparative HRM practices 4 lectures hours

HRM practices in different countries- Japan, USA, UK,China, Germany& India.

Evaluation Theory

Component Internal SEE

Marks 30 70

Total Marks 100