Syllabus MBA (IB) 2010 3rd sem

8/7/2019 Syllabus MBA (IB) 2010 3rd sem

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SEMESTER III

INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MIB 301 Credit Units: 03

Course Objective:

International Strategy is a term used to describe strategic activities of firm operating across borders. It is a

distinct area of management. µGlobal¶ is a new replacement for the term µInternational¶. Hence µInternational

Strategy¶ and µGlobal Strategy¶ are sometime used interchangeably. International Strategic Management is

relatively new and dynamic discipline and requires strong relationship with other areas of management. A new

strategic initiative can not be successfully implemented unless it is supported by all the other functional areas of

the organization like production, finance, HR. marketing, material management and quality etc. International

Strategic Management is thus deeply interwoven with other aspects of business management. The aim of this

course is to give learner an understanding of theory and principles of strategic management with a wider

perspective towards µGlobal Strategic Thinking¶. The course presents a process of developing and implementing

a strategic plan within an organization for international business

Learning Objectives:

At the end of the course, the student will be able to:

y Understand the concepts of strategy and strategic management

y Learn its role in International Business Management

y Conduct strategic analysis for making right strategic choices

y Develop strategic alternatives

y Make right choices of strategies and effectively implement them.

Course Contents:

Module I: Introduction & Basic Concepts

Introduction and Course Overview

Concept of Strategy and Strategic management

Nature of µInternational Strategic Management¶

Evolution of Strategic Management

Strategic Management Process

Levels of Strategy

Module II: Role of environment on strategy

Value chain analysis

External environment

- Macro & Micro environment

- Opportunities & threats



- Global business environment

Internal Environment

- Strengths & weaknesses- Present strategies, Capabilities & Core Competencies.

Module III: Vision, Mission, Business Definition, Goals and Objectives of Global Companies

Module IV: Evolution of Global Corporation

Why do firms internationalize / Globalize

Phases of Global strategy

Global Strategic Planning/ Management

Problems in IS Planning

Corporate Social Responsibility

Module V: Global Strategic Analysis- Building strategic alternatives & choices

Porter¶s 5 Force Model

ETOP & SAP Profile

SWOT/TOWS Matrix

BCG, GE Nine Cell Matrix

Hofer¶s Model

Strickland Grand Strategy selection model

Module VI: Formulating International Strategies

Generic strategies

Grand strategies

Corporate/Business/Functional strategies

International strategic alliances

Module VII: Implementation, Evaluation and Control of International strategies

Operationalising and Institutionalizing strategy

Strategic leadership

Managing culture in a global organization

Strategic evaluation and control



Balance Score Card

Learning Methods:Various teaching and learning styles will be used in this module. Lecturing will be used in a number of classes

to clarify background information. Interactive discussions will be used to help students learn from each other.

Case studies will be used as a basis for reinforcing ideas, improving oral presentation skills, improving written

communication skills, and develop an appreciation for team participation.

Examination Scheme:

Components C1 V A CT EE

Weightage (%) 10 5 5 10 70

Text & References:

Text:

y Pearce John A & Robinson Richard B, Strategic Management: Formulation, Implementation and Control,

McGraw Hill, 11th

Edition

y Johnson & Scholes, 2008, Exploring Strategic Change, Pearson Higher Education, 3rd

Edition

References:

y Strategic Management: A Methodical Approach, by A.J. Rowe, E. Dickel, R.O. Mason and N.H. Snyder,

Addison Wesley, New York, 2003

y T L Wheelen and J D Hunger 2000, Strategic Management, Addison-Wesley Publishing

y B. De Wit and R. Meyer 2004, Strat egy-Process,Content, Context, West Publishing.

y Strategic Management Journal.

y Academy of Management Journal.

y F. Tau 1995, The responsiveness of information technology to business strategy formulation ± An empirical

study, Journal of Information Technologyy David Fred R (2009), Strategic Management: Concepts and Cases, Prentice Hall India, 12

thEdition

y K amel Mellahi, J George Frynas & Paul N. Finlay (2005), Global Strategic Management, Oxford

University Press



RISK AND INSURANCE IN INTERNATIONAL TRADE


Course Objective:The course aims at making the students conversant with risk of cross border business (Trade, Investments and

Long Term Projects) and the techniques available for mitigating those risks. The role of Insurers and the

products and services offered by them would be gone in detail to equip the students with decisions making tools.

Learning Outcomes:

At the end of the course, the student wil l be able to:

understand the concept of risk in business management

learn various techniques available to assess and mitigate those risks

develop strategic alternatives

evaluate different kinds of risks and their impact on different areas

Course Contents:

Module I: Concept of Risk

Concept of Risk and Objectives of Risk Management

Risk Management Techniques

Review Session

Module II: Payment Risk Management

UCP. 600 ± Cases

UR C 522 ± Cases

Module III: Insurance

Concept of Insurance

Marine, Aviation and Transport Risks

Marine Insurance Law

Marine Insurance Policies ± major insurance clauses

Principles of assessment and underwriting

Claim Procedures

Liability Insurance

Group discussion of marine and air cargo policies issued by Indian and foreign companies

Product liability Insurance



Module IV: Political Risk

Political Risk analysis, Sovereign Risk, Country Risk, Human Development Index, Corruption Index, Ratings

Trade and Investment Barriers

Measures for containing Political Risk

Module V: Credit Risk

Credit Risk of Payment Procedures

Credit Management and Credit Insurance

Role of Export Credit Guarantee Corporation

Products and Services

Recovery and Claim Procedures

Module VI: Interest Rate Risk

Importance of Interest rate risk

Measurement of interest rate risk

Interest rate risk management

Futures, Options and Swaps

Module VII: Transport Risk Management

TransportL

aws with regard to Sea, Air &L

and transport

Cases.

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects,

Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture

methods, class presentation by groups of students, self study sessions. Each student is required to do the back

ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be

analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Weightage (%) 10 5 5 10 70



Text & References:

Text:

y Singh MP & Chopra VS, 2005, Risk Management in International Trade, Universal Publishers, 1st

Edition

References:

y Shapiro A C, 2004, Multinational Financial Management, Prentice Hall of India

y Jain P K , Peurard J and Yadav S, 2003, International Financial Management, Prentice Hall of India

y E C G C Brochures and Marine Risk Policy



MANAGEMENT OF FOREX TRANSACTIONS


Course Objective:The course aims at familiarizing the participants with the basic aspects of mechanics of foreign exchange

transactions as also operations in the foreign exchange market. The course would lay foundation so that students

may take up careers of foreign exchange dealing.

Learning Outcomes:At the end of the course, the student will be able to:

Understand the concept of foreign exchange

Examine the role and evolution of various theories of forex management

Appreciate the international monetary systems and markets

Develop the ability to implement the key forex activities strategically

Develop the ability to calculate financial derivatives

Course Contents:

Module I: Basics of foreign exchange

Definition, Meaning, Determination of foreign exchange. Theories. International monetary system (impact).on

European monetary system. Convertibility. Basic concepts of Balance of payments

Module II: International Financial Market

Introduction, relevant terminology, international financial market, how international financial markets are

classified, the role of international financial markets, participants in international financial markets, location of

international financial markets, financial intermediaries, the international monetary system, the changing

financial landscape.

Module III: Introduction to derivatives

Derivatives defined, Products, participants and functions ,Types of derivatives, Development of exchange-

traded derivatives, Global derivatives markets, Exchange-traded vs. OTC derivatives markets, Derivatives

market in India, Approval for derivatives trading, Derivatives market at NSE, Trading mechanism, Membership

criteria, Turnover,C

learing and settlement, Risk management system.

Module IV: Forward and Future Markets and Contract

Introduction, Delivery And Settlement Of A Forward Contract, Default Risk And Forward Contracts,

Termination Of A Forward Contract, The Structure Of Global Forward Markets, Types Of Forward Contracts.

History Of Futures Markets, Definition Of Futures, Difference Between Fu tures And Forwards, Organization Of

Exchanges, Development Of Organized Exchanges, Clearing House, Clearing House Mechanism, Contract

Specifications For Futures, Types Of Margins, Orders In Futures Market, Settlement Procedures, The

Relationship Between Futures Price And Cash Price, Basis,Cost-Of-Carry, Contango And Backwardation,

Motives Behind Using Futures, Types Of Futures



Module V: Introduction to Options and swaps

Introduction to options, Option terminology, Options pay offs, Factors influencing option prices, Elementary

Investment Strategies, Options Clearing Corporation, Other Options, Trading Strategies of Options, Put -Call

Parity, Binomial Option Pricing Model, Black-Scholes Option Pricing Model. Introduction to swaps, Interest

Rate Swaps and Currency Swaps






Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Text:

y Madura Jeff , (2006), 8th

Edition International Financial Management, South Western

References:

y Shaprio, A. C. Multinational Finance, John Wiley & Sons, New Delhi 2003

y Seth A.

K . International Financial Management Galgotia, New

Delhi 2003

y Dimitris N. Chorafas, Treasury Operations and the Foreign Exchange Challenge: A Guide to Risk

Management Strategies for the New World Markets (Wiley Finance), Mar 1992)

y Ghassem A. Homaifar , Managing Global Financial and Foreign Exchange Rate Risk , 2004

y Dominic Bennett, Managing Foreign Exchange Risk: How to Identify and Manage Currency Exposure

(Risk Management), 1997

y Laurent L. Jacque, Management and Control of Foreign Exchange Risk , 1997

y Bob Steiner, Foreign Exchange and Money Markets: Theory, Practice and Risk Management, 2002



WTO AND INTERNATIONAL REGULATORY ENVIRONMENT


Course Objective:The primary objective of this course is to provide the students with a thorough understanding of the global,

economic, political and legal environment prevalent in international trade. The major focus of this course is to

highlight the international norms and regulatory bodies for enhancing global trade. Finally the students will beable to analyze the various nuances associated with international trade.

Learning Outcomes:On the successful completion of this module the student will be able to:

Understand the concept of global and national regulatory environment in business management

Appreciate the role of various bodies in the international regulatory environment

Evaluate the various measures taken by different nations to regulate their business environments

Course Contents:

Module I: International Trade Environment

Multilateral and Plurilateral Trading System and the legal framework

Protection of Domestic Market with relation to Tariff

Tariff Reduction, conduct of Trade according to MFN and NTC clauses

Unfair Trade Practices and Barriers to Trade (Non technical)

Module II: Protectionism and International Trade

Determination of Tariff

Types of Tariff & Role

Effective Rate of Protection

Welfare effect: Small nation vis a vis large nation

Quantitative Restrictions, Quotas and Licensing

Module III: Rules Governing International Trade under WTOUniform Trade Practices

Agreements on Antidumping

Subsidies and countervailing measures

Pre-shipment Inspections

Module IV: Measures to Regulate Trade Environment

Sanitary and Phyto Sanitary Measures



Technical Barriers to Trade, Safeguards and Rules of Origin

Agreement on Agriculture

Trade Related Intellectual Property Rights (TRIPS)

Trade Related Investment Measures (TRIMS)

General Agreements on Trade and Services

Dispute Settlement Mechanism

Module V: Regional Trade Blocks

EU, NAFTA, ASEAN, SAAR C, LAIA, CARICOM, MER COSUR

Module VI : Multinational Organisations

Role of World Bank & IMF in International Trade

UNC

TAD

International Trade Centre (ITC), Geneva

Learning Methods:

Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects,





Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Text :



y Debroy Bibek, 2005, Economic and Social Environment, Oscar Publications

References:

y Exports of India¶s Major Products: Problems and Products, Oxford University Press, 2001, Pawan K r Graga

y Chauhan Sandeep-GATT to WTO ± Deep & Deep Publication Pvt. Ltd., 2001 Edition

y Verma M.L -Foreign Trade Management in India, Vikas Publishing House, 2002

y Prasad, H Ashok, ed., Exim dynamic of service and WTO, Common Wealth Publishers, New Delhi,1996

y Mathur, Vibha, WTO and India, New Century, New Delhi, 2005

y Garg, Hema, W T O and regionalism in world trade, New Century, New Delhi, 2004y Mattoo, Aditya, Ed., India and the WTO, Rawat Publications, Jaipur, 2004

y Das, Bhagirath Lal, WTO and the multinational trading system, Book Well, New Delhi, 2003

y Hoekman, Bernard, Development trade & the WTO: a handbook, The World press, Washington, 2002



ORGANISATION BEHAVIOUR: A GLOBAL PERSPECTIVE


Course Objective:

The main purpose of this paper is to familiarize the participants understanding the human as well asorganisational behaviour and management practices. Emphasis is on practically applied behavioural science

concepts and techniques to understand and learn the challenges of human organisations in this highly

competitive world. To course will equip the student with the skills which visualize the impact of globalisation

on individuals and organisation, with a blend of theoretical formulations with practical applications in global

context.

Course Contents:

Module I: Understanding Organizational Behavior:

Defining OB. It¶s nature and scope, Disciplines Contributing to Organisation Behavior. Understanding Human

Behavior, Various management skills & roles, OB today ± The Infotech age, various challenges &

Opportunities. Organisation Behavior Models : Autocratic Model, Custodian Model, Supportive Model,

Collegelial Model

Human Relations & Organisation Behavior. Taylor¶s Scientific Management, Fayol¶s Administrative

Management and Bureaucracy. Hawthrone¶s Experiments & Human Relations. Various approaches : Social

System approach, Human behavior approach System¶s approach & Contingency approach

Summary & Review Questions, Case Studies.

Module II: Individual Behaviour and Personality:

Individual Behaviour: Biographical Characteristics and ability, Managing diversity, Developing the

Multicultural Organization

Personality Development: meaning, theories of personality development, personality factors and behaviour at

work, Attitudes, Values, Job satisfaction, job involvement and organizational commitment, attitude and

perceptionSummary & Review Questions, Case Studies.

Module III: Motivation and leadership:

Motivation: Nature and importance, Content and process theories of motivation, Organizational learning:

Theories of learning

Leadership: Theories of leadership, styles of leadership, transactional and transformational leadership, Power

and politics

The Global perspective of motivating through work

Coping behaviour, managing stress, frustration and burnout


Module IV: Group Behaviour- Dynamics and Influence:

Group Behaviour: Why do people join groups, Group formation; formal and informal group, stages of group

development, types of groups,group decision making, group effectiveness, Teams in the modern workplace,

team and work group differentiated, Quality circles and teams, team e ffectiveness.


Module V: Conflict and stress management: meaning, process,Intraindividual, Interpersonal, Intergroup

conflict, organizational conflict, Conflict handling orientation, functional and dysfunctional conflict, conflict

handling, nature, causes and consequences of stress.




Module VI: Organizational Development and Management of change:

OD components, process and OD interventions, Change:Concept, Lewin¶s stages of change, forces of change,

resistance to change and managing planned change


Learning Methods:

Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects,





Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:y Robbins, Stephen. P., 2004, Organizational Behaviour, Prentice Hall of India, New Delhi

y Griffin & Moore, 2004, Organisation Behaviour and Managing People, Jaico Publications

y Drucker, Peter F, 1975, The Practice of Management, Allied, New Delhi

y Udai Pareek, 2001, Understanding Organisational Behaviour, Oxford University Press.

y Nirmal Singh, 2001, Organisational Behaviour,Deep & Deep, New Delhi

y Paul Hersey, 2002, Dewey Johnson Management of Organisational Behaviour, PHI, New Delhi

y Monappa, Arun, 2000, Managing human resources - Delhi: Macmillan

y Sikula, Andrew F, 1984, The Management of human resources: personnel text and current issues / AndrewF Sikula and John F McK enna - New York: John Wiley



OPERATIONS AND SUPPLY CHAIN MANAGEMENT


Course Objective:Operations and Supply chain are an integral contributor to an organisation¶s top and bottom line success. This

course is based on a foundation in the theories and practice of management in businesses where operations and

supply chain management are critical to success. These include product and process design, choosingappropriate technology, adopting efficient work methods, planning (including location and facilities layout),

streamlining the flow of people and materials, and continuously improving the quality of the final product, in

order to create internal and external customer value.

Course Contents:

Module I: Introduction

Significance of POM in business

POM model and its elements

Scope of POM

History of POM.

Module II: Competitive Advantage through operations management

Competitive Advantage through POM

Critical factors for gaining competitive advantage

Operations models

Operations strategy

Case discussion

Module III: Product

Product ± levels, types, categories

Product design and development

Commercial production and launch

Support and up-gradation

Case discussion

Module IV: Processes and Technology

Types of productive systems

Types of production processes

Comparison of production processes



Case discussion

Module V: Forecasting

Significance of forecasting for operations management

Forecasting techniques

Mathematical models and their practical applications

Forecasting errors.

Laws of forecasting and how they affect operations

Module VI: Planning and Scheduling

Operations Planning and Scheduling

Long range and aggregate output planning

Master production schedules

Functional planning and production control

Operations scheduling

Case discussion

Module VII: Quality Management

Quality management

SQT, AS, SQC

, SPC

and practical applications

Case discussion

Module VIII: Performance improvement in operations

Latest techniques in operations management

Just-In-Time technique

Ergonomics and work study

Case discussion

Module IX: Operations Management in the Indian context

Implementation of operations management techniques by Indian companies

Case discussion

Module X: Supply Chain Management

Operations capacity



Capacity measures

Capacity planning process

Evaluation of alternatives for capacity expansion

Module XI: Site Location and Layout Planning

Factors affecting site location decisions

Evaluation of site location options

Objectives of layout planning

Types of layouts

Designing of layouts

Module XII: Supply Chain Management

Basic Concepts

Characteristics of business partners of a supply chain.

Elements of supply chain management systems

Demand management, customer service management

Procurement, Outsourcing, supplier relationship management

Physical distribution management, returns management






Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Text:

y Norman Gaither & Greg Frazier, 2005, Operations Management - Thomson , South Western

References:

y E Adam and Ronald J Ebert, 2005, Production and Operations Management, Prentice Hall of India

y Cecil Bozarth and Robert B. Handfield, Introduction to Operations and Supply Chain Management 2nd

Edition, 2007



y Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply

Chain, 2008

y Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply

Chain, 6th Edition , Loose Leaf, 2008

y Terry P. Harrison, Hau L. Lee, and John J. Neale, The Practice of Supply Chain Management: Where

theory and application converge (International Series in Operations Research & Management Science),

2005

y Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, 2000

y David L. Taylor and David Brunt, Manufacturing Operations and Supply Chain Management: The LEAN

Approach, 2000

y John Tom Mentzer, Matthew B. Myers, and Theodore P. Handbook of Global Supply Chain Management,2006



BUSINESS COMMUNICATION - III


Course Objective:

µActions speak louder than words.¶ Every business communicator needs to understand the nuances of µbody

language and voice.¶ This course is designed to enable the young Amitian to decipher the relevance of K

inesics,Proxemics and Para Language that cater to the fundamental requirements of effective business presentations and

speeches.

Course Contents:

Module I: Non- Verbal Communication

Principles of non- verbal communication

K inesics

Proxemics

Paralanguage and visible code

Module II: Speaking Skills

Pronunciation drills (Neutralizing regional pulls)

Conversational English

Guidelines to an effective presentation

Module III: Interviews and GDs

Examination Scheme:

Components CT1 CT2 CAF V GD GP A

Weightage (%) 20 20 25 10 10 10 5

CAF ± Communication Assessment File

GD ± Group Discussion

GP ± Group Presentation

Text & References:

y Business Communication, Raman ± Prakash, Oxford

y Business Communication for Managers: An Advanced Approach, Penrose, Thomson

y Business Communication, K rizan, Thomson

y Understanding Human Communication, 9/e, Adler R Oxford



BEHAVIOURAL SCIENCE - III

(LEADING THROUGH TEAMS)


Course Objective:

This course aims to enable students to:

Understand the concept and building of teamsManage conflict and stress within team

Facilitate better team management and organizational effectiveness through universal human values.

Course Contents:

Module I: Teams: An Overview

Team Design Features: team vs. group

Effective Team Mission and Vision

Life Cycle of a Project Team

Rationale of a Team, Goal Analysis and Team Roles

Module II: Team & Sociometry

Patterns of Interaction in a Team

Sociometry: Method of studying attractions and repulsions in groups

Construction of sociogram for studying interpersonal relations in a Team

Module III: Team Building

Types and Development of Team Building

Stages of team growth

Team performance curveProfiling your Team: Internal & External Dynamics

Team Strategies for organizational vision

Team communication

Module IV: Team Leadership & Conflict Management

Leadership styles in organizations

Self Authorized team leadership

Causes of team conflict

Conflict management strategies

Stress and Coping in teams

Module V: Global Teams and Universal Values

Management by values

Pragmatic spirituality in life and organization

Building global teams through universal human values

Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc.

Module VI: End-of-Semester Appraisal

Viva based on personal journal

Assessment of Behavioural change as a result of training

Exit Level Rating by Self and Observer

Components SAP A MT V JoS

Weightage (%) 15 5 20 30 30



Text & References:

y Organizational Behaviour, Davis, K .

y Hoover, Judhith D. Effective Small Group and Team Communication, 2002,Harcourt College Publishers

y LaFasto and Larson: When Teams Work Best, 2001, Response Books (Sage), New Delhi

y Dick, Mc Cann & Margerison, Charles: Team Management, 1992 Edition, viva books

y J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer

& Company

y Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College

Publishers



SUMMER INTERNSHIP


There are certain phases of every Intern¶s professional development that cannot be effectively taught in the

academic environment. These facets can only be learned through direct, on-the-job experience working with

successful professionals and experts in the field. The internship programme can best be described as an attempt

to institutionalize efforts to bridge the gap between the professional world and the academic institutions. Entire

effort in internship is in terms of extending the program of education and evaluation beyond the classroom of a

university or institution. The educational process in the internship course seeks out and focuses attention on

many latent attributes, which do not surface in the normal class room situations. These attributes are intellectual

ability, professional judgment and decision making ability, inter-disciplinary approach, skills for data handling,

ability in written and oral presentation, sense of responsibility etc.

In order to achieve these objectives, each student will maintain and submit a file ( Internship File) and a report

(Internship Report).

INTERNSHIP FILE

The Internship File aims to encourage students to keep a personal record of their learning and achievements

throughout the Programme. It can be used as the basis for lifelong learning and for job applications. I tems can

be drawn from activities completed in the course modules and from the workplace to demonstrate learning

and personal development.

The File will assess the student¶s analytical skills and ability to present supportive evidence, whilst

demonstrating understanding of their organization, its needs and his/her own personal contribution to theorganization.

The File is essentially a comprehensive documentation of how one proceeds while working on the assignment

and should be regularly checked by the faculty guide/ supervisor, issues discussed with the students, doubts if

any clarified and signed as having done so. This will form the basis of continuous evaluation of the project.

The File will include five sections in the order described below.

1. The Title Page ± An Internship Experience Report the Students¶ Name, name of internship organization,

name of the Supervisor/Guide and his/her designation, date started and completed, and number of credits

for which the report is submitted.

2. Table of Content ± An outline of the contents of the file by topics and subtopics with the page number and

location of each section.

3. Introduction ± Short, but should include how and why the student obtained the internship experience

position and the relationship it has to their academic/professional and career goals.



4. Main Body ± Should include a brief summary/ executive summary of the Internship Project Report that

the student has worked on, an analysis of the company/organization in which the student is working, a

personal review of the student¶s management skills and how they have been developed through the

programme, the daily tasks performed, major projects contributed to, dates and hours spent on a task,

observations and feelings, meetings attended and their purposes, listing of tools and materials and their

suppliers, and photographs if possible of projects, buildings and co-workers.

5. Appendices ± Include pamphlets, forms, charts, brochures, technical and descriptive literature, graphs and

other information related to your Internship experience.

INTERNSHIP REPORT

The Internship Report is the research report that the student has to prepare on the project assigned by the

organization. (Incase a student is not assigned a specific research project in the organization, he has to select any

one aspect of the organization and prepare a research report on it). The lay out of the report should be as per the

standard layout prescribed by the organization wherein the student undertakes the Internship. In case, there is no

layout prescribed by the organization the following components should be included in the report:

Title or Cover Page

The title page should contain Project Title; Student¶s Name; Programme; Year and Semester and Name of the Faculty Guide.

Acknowledgements

Acknowledgment to any advisory or financial assistance received in the course of work may be given. It is

incomplete without student¶s signature.

Abstract

A good "Abstract" should be straight to the point; not too descriptive but fully informative. First paragraph

should state what was accomplished with regard to the objectives. The abstract does not have to be an entire

summary of the project, but rather a concise summary of the scope and results of the project. It should not

exceed more than 1000 words.

Table of Contents

Titles and subtitles are to correspond exactly with those in the text.

IntroductionHere a brief introduction to the problem that is central to the project and an outline of the structure of the

rest of the report should be provided. The introduction should aim to catch the imagination of the reader, so

excessive details should be avoided.

Materials and Methods

This section should aim at experimental designs, materials used (wherever applicable). Methodology should

be mentioned in details including modifications undertaken, if any. It includes organization site(s), sample,

instruments used with its validation, procedures followed and precautions.

Results and DiscussionPresent results, discuss and compare these with those from other workers, etc. In writing this section,

emphasis should be laid on what has been performed and achieved in the course of the work, rather than

discuss in detail what is readily available in text books. Avoid abrupt changes in contents from section to

section and maintain a lucid flow throughout the thesis. An opening and closing paragraph in every chapter

could be included to aid in smooth flow.



It is to be noted that in writing the various secions, all figures and tables should as far as possible be next to

the associated text, in the same orientation as the main text, numbered, and given appropriate titles or

captions. All major equations should also be numbered and unless it is really necessary, do not write in

³point´ form.

While presenting the results, write at length about the the various statistical tools used in the data

interpretation. The result interpretation should be simple but full of data and statistical analysis. This data

interpretation should be in congruence with the written objectives and the inferences should be drawn on

data and not on impression. Avoid writing straight forward conclusion rather, it should lead to

generalization of data on the chosen sample.

Results and its discussion should be supporting/contradicting with the previous research work in the given

area. Usually one should not use more than two researches in either case of supporing or contradicting the

present case of research.

Conclusion(s) & Recommendations

A conclusion should be the final section in which the outcome of the work is mentioned briefly.

The students should check that their work answers the following questions:

y Did the research project meet its aims (check back to introduction for stated aims)?

y What are the main findings of the research?

y Are there any recommendations?

y Are there any conclusion on the research process itself?

Implications for Future Research

This should bring out further prospects for the study either thrown open by the present work or with the

purpose of making it more comprehensive.

Appendices

The Appendices contain material which is of interest to the reader but not an integral part of the thesis and

any problem that have arisen that may be useful to document for future reference.

References

References should include papers, books etc. referred to in the body of the report. These should be written

in the alphabetical order of the author's surname. The titles of journals preferably should not be abbreviated;

if they are, abbreviations must comply with an internationally recognised system.

Examples

For research article

Voravuthikunchai SP, Lortheeranuwat A, Ninrprom T, Popaya W, Pongpaichit S, Supawita T. (2002)

Antibacterial activity of Thai medicinal plants against enterohaemorrhagic Escherichia coli O157: H7. Clin

Microbiol Infect , 8 (suppl 1): 116±117.

For book

K owalski,M.(1976) Transduction of effectiveness in Rhizobium meliloti. SYMBIOTIC NITROGEN

FIXATION PLANTS (editor P.S. Nutman IBP), 7: 63-67

The Layout Guidelines for the Internship File & Internship Report

y A4 size Paper

y Font: Arial (10 points) or Times New Roman (12 points)

y Line spacing: 1.5

y Top and bottom margins: 1 inch/ 2.5 cm; left and right margins: 1.25 inches/ 3 cm



Examination Scheme:

A. Internship Report (Research/ Problem based)

1. Introduction / Objectives 10

2. Methodology 15

3. K nowledge/ Comprehension of the problem/ issue & critical

Discussion of relevant literature 05

4. Analysis of Issues & Problems 15

5. Data handling 10

6. Conclusions / Recommendations, Future Implications 20

7. Presentation & Organization 15

B. Presentation & Viva 30

Total 120

C. Diary 10

D. Faculty/ Student Contact 10

E. Background Research & Preparation for Case Study 10

F. Final Case Study 10

G. Synopsis 10

H. Application & Understanding of SPSS 10

I. Enhancement of Presentation Skills 10

J. Report Writing Skills and Upgradation of Techniques of Research Methodology 20

Total 90

K. Internship proposal 10

L. Mid Term & Final Evaluation

(Including invitation for corporate Meet) 10

M. Questionnaires 20

Total 40

GRAND TOTAL 250



MERGERS, ACQUISITIONS AND RE-STRUCTURING


Course Objective:

The course aims to make students learn how to analyze the mechanisms underlying the creation (and

destruction) of value in mergers, acquisitions and corporate restructuring. The students will learn to examine the

reasons to acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the

approach. They will also study some instances of corporate restructuring, whether they are driven by strategicconsiderations of external pressures, and again, the potential sources of value creation, risks and challenges.

Learning Outcomes:

On the successful completion of this module the student will be able to:

Identify the key issues and concepts of mergers and acquisitions

Understand the major strategies that underlie most M&A transactions

Examine the necessary conditions for value to be created

Assess various case studies to analyse valuation strategies, pre and post merger issues and

challenges.

Course Contents:

Module I: Basics of Mergers and Acquisition

Various Forms of Corporate Restructuring, Objectives of mergers, types of mergers, Horizontal, Vertical,

Conglomerate. The Merger and Acquisition Process.

Module II: Introduction to Acts and policies

Amalgamation as per AS-14. Competition Bill 2002

Module III: De-mergers and Reverse Mergers

De-merger, spin offs, split ups, split offs, R everse Merger. Difference between De-merger and Reverse Merger.

Module IV: Role of SEBI

SEBI regulations on Takeovers in India (Takeover Code)

Module V: Defensive Strategies

Takeover Tactics, Takeover Defenses, Preventive Anti-takeover Measures, Corporate Charter Amendments,

Golden Parachute, Active Anti-takeover Defenses.

Module VI: Merchant Banking and M&A

Role of Merchant Bankers in Mergers & Acquisition

Module VII: Valuation and M&A

Firm Valuation Models on Merger & Acquisition: (a) DCF Model, (b) Comparable Company, (c) Book Value,

(d) Adjusted Book value (e) Three Stage growth model,

Module VIII: Ratio Analysis and Valuation Strategies

Swap Ratio, Valuation Practices in India, LBO, MBO



CORPORATE TAX PLANNING


Course Objective:

This course aims at making students conversant with the concept of corporate tax planning, Indian tax laws and

their implications for corporate management. It will provide understanding of direct tax including rules

pertaining to and application to different business situations. It will make students understand the principles

underlying service tax and the basic concepts of VAT.

Learning Outcomes:On the successful completion of this module the student will be able to:

Understand the Indian tax environment and types of taxation therein

Compute income and tax under the specifies heads in the Indian corporate tax system

Develop the ability to file company returns and meet the legal norms and procedures.

Course Contents:Module I: Basic concepts, nature and scope of tax management

Nature, objectives of tax management; financial year; corporate tax in India: corporate tax rates; assessment of

tax; assessee: types of companies; residential status and tax incidence; tax concession and incentives for

corporate decision; tax planning for depreciation; treatment of losses & unabsorbed items; carry forward and set

off losses; tax and business reorganization: merger and amalgamation; tax appeals.

Module II: Tax on individual income

Salaries; standard deduction; valuation of perquisites; calculation of tax; tax deductible at source; assessee

types: residential status non-resident.

Module III: Wealth tax

Scheme of wealth tax; assets to be included in net wealth; exempted assets; valuation of assets; wealth tax

liability: assessment and penalties. (Theory &Problems); appeals: review, revision and rectification

Module IV: Service tax

Applicability and services covered; valuation of taxable services for service tax; payment of service tax;

registration; furnishing of return; maintenance of record; other obligations.

Module V: VAT

Basic concept of VAT; how VAT operates; merits& demerits of VAT; a brief overview of sate level VAT in

India.

(VAT is not to be studied with reference to any particular State VAT Law.)



Module VI: Tax Planning

Meaning of tax planning and management, tax evasion and tax avoidance; scope of tax planning and

management in the corporate sector; justification of corporate tax planning and management; tax planning

considerations in relation to business; tax planning for new business: tax planning with reference to location,

nature and form of organization of new business.

Module VII: Tax Planning and Financial Management Decisions

Tax planning relating to capital structure decision, dividend policy, inter-corporate dividends and bonus shares;

tax planning and managerial decisions : tax planning in respect of own or lease, sale of assets used for scientific

research, make or buy decisions; repair, replace, renewal or renovation, and shutdown or continue decisions.






Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Text:

y Dr. Girish Ahuja & Dr. Ravi Gupta Simplified Approach to Corporate Tax Planning & Management

(Bharat Law House 10th edition), 2009.

y Singhania V K & Singhania Monica, Corporate tax planning and Business tax procedures, Taxmann

publications 2009

y References:

y Girish Ahuja and Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007

y John E.

K arayan,

Charles W. Swenson, and Joseph W. Neff, Strategic

Corporate Tax Planning,

K indleEdition, 2002

y K aushal K umar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007

y Rajeev Puri, Corporate Tax Planning and Management, 2003

y R.N. Lakhotia, Corporate Tax Planning Handbook , 2006

y George Brode, Tax Planning for Corporate Tax Planning for Corporate Acquisitions. 2003 Cumulative

Supplement, No. 2, 2003

y Ghosh, R.K . & Saha, S., Income Tax Rules, Taxman ND 2007

y Singhania V K , 2007, Direct Taxes Planning and Management, Taxmann.

y Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants,

advocates. - New Delhi: Taxmann, 2007

Syllabus MBA (IB) 2010 3rd sem

Documents

Transcript of Syllabus MBA (IB) 2010 3rd sem