Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
1
Master of Business Administration
in
Logistics & Supply Chain Management
Session 2017-18
Course Curriculum
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Institute of Business Management ABOUT THE PROGRAM
Today's business environment is characterized by dynamic uncertainties and complexities, which
makes the work of managers and organizational leaders extremely challenging. Thus, those who
aspire to become organizational managers in today's business environment need to acquire
specialized knowledge, skills and attitude along with multi-tasking ability in order to understand
and analyze complex business situations. In pursuit of this goal, the MBA in Logistics and SCM
programme of GLA University, nurtures leaders capable of making a difference in the corporate
and service sectors especially all the keys areas of Logistics Industry.
The MBA in Logistics and SCM course employs various modes of teaching, learning and
assessment including industry experts from especially logistics will provide insights to the
students that reflect in its interdisciplinary approach. This integrated teaching allows
understanding of the overlap and interaction between the different business areas. This approach
also allows the students to develop multiple skills such as critical analysis, independent research,
report writing, numerical ability, working with real-life case studies, presentation skills and
interpersonal skills through group tasks. These skills further enable the students to take a full,
active and responsible role within the business community, whether this is through
entrepreneurship, further study, or in managerial role.
The general purpose of this course is to facilitate industry and research cooperation. For this
purpose GLA University had joined hands with Safeducate Learning Pvt Ltd and drafted the
course curriculum in such a way so that practical aspects of logistics Industry can be developed
among students which directly will increase his/ her employability as well will facilitates the
industry with well groomed professionals . For accomplishment of the objective of course this
strategic association will include the following areas;
Joint industry and Academia initiatives in learning associated with logistics & supply
chain management
Exchange of visiting experts for the purpose of conducting learning sessions
Discussion for the exchange of facilities and equipment for collaborative or independent
research based on the policies of both entities
Exchange scholarly information including research papers, indices to these, books and
magazines on relevant subjects and potential joint projects where possible and
appropriate
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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INSTITUTE OF BUSINESS MANAGEMENT
MBA In Logistics and SCM (Session 2017-18)
S. no. Trimester Code Subject L T P Credits Contact
Hrs/Wk
1
I
MLS1001 Business Policy and
Environment
4 0 0 3 4
2 MLS1002 Accounting For Managers 4 0 0 3 4
3 MLS1003 Managerial Economics 4 0 0 3 4
4 MLS1004 Management Concepts and
Applications
4 0 0 3 4
5 MLS1005 Managerial
Communication
4 0 0 3 4
6 MLS1006 Workshop on basics of
Supply Chain Management
0 0 4 3 4
7 MLS1007 Computer Applications in
Business Management
4 0 0 3 4
8 MLS1080 Managerial Aptitude – I 0 0 4 2 4
Total 24 0 8 23 32
1
II
MLS 2001 Legal Aspects of Business 4 0 0 3 4
2 MLS 2002 Workshop on recent trends
in Logistics and SCM
0 0 4 3 4
3 MLS 2003 Cost and Management
Accounting
4 0 0 3 4
4 MLS 2004 Organizational Behaviour 4 0 0 3 4
5 MLS 2005 Business Research
Methods
4 0 0 3 4
6 MLS2006 Statistical Analysis for
Supply Chain Management
4 0 0 3 4
7 MLS2007 Management Information
Systems
4 0 0 3 4
8 MLS 2080 Managerial Aptitude – II 0 0 4 2 4
Total 24 0 8 23 32
1
III
MLS3001 Financial Management 4 0 0 3 4
2 MLS3002 Human Resource
Management
4 0 0 3 4
3 MLS3003 Core Concepts of SCM 4 0 0 3 4
4 MLS3004 Operations Research 4 0 0 3 4
5 MLS 3005 Marketing Management 4 0 0 3 4
6 MLS3006 Operations Management 4 0 0 3 4
7 MLS 3007 Logistics Management 4 0 0 3 4
8 MLS3080 Managerial Aptitude – III 0 0 4 2 4
Total 28 0 4 23 32
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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INSTITUTE OF BUSINESS MANAGEMENT
MBA In Logistics and SCM (Session 2017-18) S. no. Trimester Code Subject L T P Credits Contact
Hrs/Wk
1
IV
MLS 4001 Corporate Governance &
Business Ethics
4 0 0 3 4
2 MLS 4002 Strategic Management 4 0 0 3 4
3 MLS4003 International Business
Management
4 0 0 3 4
4 MLS 4004 Recent Trends in SCM 4 0 0 3 4
5 MLS4005 Operational, Strategic and
Implementation Issues in
SCM
4 0 0 3 4
6 MLS4006 Supply Chain
Performance Metrics &
Modeling
4 0 0 3 4
7 MLS 4007 Summer Training Report 4 0 0 6
8 MLS4080 Managerial Aptitude – IV 0 0 4 2 4
Total 28 0 4 26 28
1
V
(OJT)
MLS 5001 Term assignment-I
(evaluated by Industry
mentor)
0 0 0 6 0
2 MLS 5001 On-going Project
presentation
0 0 0 6 0
Total 0 0 0 12 0
1
VI
(OJT)
MLS 6001 Comprehensive Viva
Voce
0 0 0 9 0
2 MLS 6002 Research Project Report
Viva
0 0 0 6 0
3 MLS 6003 Term assignment –II
(evaluated by Industry
mentor)
0 0 0 6 0
4 Total 0 0 0 21 0
Gross Total 104 0 20 128 124
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Business Policy and Environment
Course Code: MLS1001 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
To develop the concept of the business organization operating within the parameters of the
internal and external environment.
To understand the place of business within the economic system and present some
important economic principles relevant to the behavior of business in response to changes
in the environment.
To impart knowledge about, and encourage awareness of, current issues, facts and events
in the local national and international business world.
UNIT – I
Introduction to Business Environment: Concept, Significance,
Framework for internal / external environment. Social
Responsibly of business enterprises
Environmental analysis: Meaning, Methods of environmental
scanning: SWOT, ETOP, PESTL. Five force analysis
(5 Sessions)
UNIT –II
Financial System & legal Environment: Recent financial
system; Money & Capital market, EXIM Policy, FEMA, and
Role of FII & FDI. (6 Sessions)
UNIT – III
RBI-Role and functions, Financial Sector reforms/banking
structure reforms: Narasimhan committee recommendations,
Monetary and Fiscal Policy. (4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Economic & Political Environment: Economic Systems, NITI
Aayog: Roles and responsibilities, Industrial Policy 1991,
Policy for Small Scale Industry (MSME Act), Competition Act
2002,
(5 Sessions)
UNIT – V
Technological Environment: Overview, Technology S Curve
and Technology transfer, Policy for research and development in
India, intellectual property right. (5 Sessions)
Preamble: The present course aims at familiarizing the participants with various aspects of
economic, social, political and cultural environment of India. This will help them in gaining a
deeper understanding of the environmental factors influencing Indian business organizations
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – VI
International Environment: Introduction to balance of
payment and balance of trade, Liberalization and Privatization in
India, Impact of Globalization in India, Multinational enterprises
in India, Impact of WTO in Indian Business, NGO sector in
India
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Aswathappa, K. (2016). Essentials of Business Environment. Himalaya Publishing
House.
Cherunilam, F. (2010). Business Environment. 18th
edition. Himalaya Publishing House.
Paul, J. (2008). Business Environment. 3rd Edition. Tata McGraw-Hill Publication.
Reference Books:
Goyal, Dr. A. (2010). Environment For Managers. 1st edition. V.K (India) Enterprises.
Neelamegam, V. (2010). Business Environment. Vrinda Publications
Learning Outcomes
The students will be able to:
Understand the concept of the business organization operating within the parameters of
the internal and external environment.
The awareness about current business practices lasted emerging opportunities and issues.
Have the ease in doing SWOT analysis of business.
Understanding about financial market functioning.
Students will be able to understand the factors affecting business.
Understanding about economic systems will be developed.
The learning about the economic and non-economic aspects related to business will be
acquired
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Accounting for Managers
Course Code: MLS 1002 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
By the end of this course, the student should be able to:
Understand the role and relevance of financial accounting in sound positioning of a
corporate entity.
Explore the various dimensions of financial accounting and their implications in financial
spectrum of a business entity.
Analyze the financial statements for an organizations for effective financial decisions
UNIT – I
Overview of Financial Accounting: Concepts & Conventions of
Accounting, Accounting Cycle
Brief overview of Accounting Standards, GAAP & IFRS
Original Book of Entry, Journal, Ledger and Trial Balance.
(5 Sessions)
UNIT –II
Preparation of Income Statement and Position Statement: - Manufacturing Account, Trading Account, Profit & Loss
Account, Profit & Loss Appropriation Account
- Balance Sheet (With Basic Adjustment).
(5 Sessions)
UNIT – III
Financial statements :Overviews of Income statements and
Balance Sheet as per Companies Act 2013
Ratio Analysis: Computation & Analysis of Profitability Ratios,
Liquidity Ratios, Solvency Ratios, Turnover Ratios,
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Financial Statements Analysis:
Common Size Statements Comparative Statement & Trend
Analysis (4 Sessions)
UNIT – V
Preparation and Interpretation of Fund flow Statement:
Concept of fund flow, Statement of Change in Working Capital,
Fund from Operation, Fund Flow Statement (6 Sessions)
UNIT – VI Preparation of Cash Flow Statement (As per AS 3) (5 Sessions)
Preamble: The basic motive of this course is to provide a basic understanding of financial
accounting to students and make them enable to understand, analyze and interpret financial
statements for better decision making. The course is expected to make the students financially
literate so that effective financial planning can be executed for organizations.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Cash flow from Operating / Investing / Financing Activities
Direct or Indirect Method of preparation of Cash Flow
Statement.
Triple Bottom Line Reporting.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Tulsian, P. C. (2008). Financial Accounting. New Delhi: Pearson Education.
Reference Books:
Narayanaswami, R. (2009). Financial Accounting: Managerial Perspective. New Delhi:
Prentice Hall of India Private Limited.
Maheshwari, S. N., & Maheshwari, S. K. (2006). 4th
Edition. An Introduction to
Accountancy. New Delhi: Vikas Publishing House Pvt. Ltd.
Neelakantan, Ramchandran & Kakani (2008). 2nd
Edition. Financial Accounting for
Management. Tata McGraw-Hill Publishing Company Limited, New Delhi.
Journals:
Indian Journal of Finance
The IUP Journal of Accounting Research and Audit Practices
Learning outcomes
Students will be able to understand the role and relevance of financial accounting in
management.
Explore the various dimensions of financial accounting and their implications in financial
spectrum of a business entity
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Managerial Economics
Course Code: MLS 1003 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
To analyze & interpret fundamentals of economics.
To study the interrelationship in an open economic system.
To master a range of methods and techniques of strategic analysis and have a clear
appreciation of their theoretical and empirical foundations, range of applicability,
qualifications and limitations.
UNIT – I
Overview: Economics background to management, Nature and
scope of Managerial Economics, Its relationship with other
Disciplines,
Significance in Decision-Making and Fundamental Concepts,
Theory of Firm, Objectives of a Firm
(4 Sessions)
UNIT –II
Demand Analysis: Demand Theory, Law of demand and
Determinants of demand, Cardinal Utility Analysis
Indifference Curve: Indifference Curve Analysis, Revealed
Preference Theory of Demand, Elasticity of Demand and its
Measurement Methods,
Demand Forecasting Demand Forecasting methods, Supply
Theory
(6 Sessions)
UNIT – III
Production: Production Concepts and Analysis, Production
Function,
Characteristics of various Factors of Production; Laws of
Production, Short-Run, Long –Run
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Cost Analysis: Cost Concepts and Analysis, Empirical estimates
of Production and Costs, Short-run and Long-run Average Costs
Curves and its Analysis (4 Sessions)
UNIT – V
Pricing Decisions: Pricing under different Market Structure,
Perfect and Imperfect (monopoly, monopolistic and oligopoly)
markets,
Pricing strategies: Collusive and Non-Collusive Oligopoly
Baumol and Marris‘ Models
(5 Sessions)
Preamble: The paper intends to make the students familiarize about the modern economic
theories and the managerial implications in to the business practices. This is also
conceptualizing to develop the macroscopic and microscopic vision of the students related to
economic practices in the economy. The paper will also help the student to use their resources
optimally and arrive at sound decision making on operational grounds.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – VI
Macroeconomics: Science of Macroeconomics, Circular Flow
of Income & Products, National Income, Concept
Measurement of National Income: National Income
aggregates (GDP, GNP, NNP, NDP etc.) at Factor and Market
Prices, GDP-Changing trends in composition and the future,
Money and Inflation
Consumption Function: Consumption function and Multiplier
& Accelerator Investment Function, Inflation, Unemployment &
Philips Curve
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Geetika, Ghosh P., Choudhary R. P. (2009). Managerial Economics. Tata McGraw Hill
Publication.
Petersen, C. (2006). Managerial Economics. Pearson Education
Reference Books:
Ahuja H.L. Managerial Economics. S. Chand
Dornbusch, R. and Fischer, S. (2008). Macro Economics. 5th Edition. Tata McGraw Hill
Publication.
Thomas, R. C., Maurice, C. S., & Sarkar, S. (2010). Managerial Economics. 9th
Edition.
Tata McGraw Hill Publication.
Dwevedi, D. N. (2009). Principles of Economics. Vikas Publication.
Patnaik, P. (1997). Macro Economics. Oxford University Press,
Rangarajan C. & Dholakia B.H. (2006). Principles of Macroeconomics. Tata McGraw
Hill Publication.
Learning Outcomes
Will be able to understand the basic concepts in Managerial Economics relevant to
Consumer, producer and wealth-owner.
Analyze and forecast demand for consumers‘ goods, capital goods, labour and other
factors of production.
Determine and estimate supply of goods and resources using production and cost
functions.
Will be able to evaluate pricing decisions
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Management Concepts and Applications
Course Code: MLS1004 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
To explore the basics of management and various dimensions of management.
To analyze communication situations and develop effective communication strategies
and Communicate persuasively
Use visuals/graphics for impact and Make successful formal and informal presentations
UNIT – I
Management: Concept, Nature, Importance; Management: Art
and Science, Management As a Profession, Management Vs.
Administration, Management Skills, And Levels of Management.
Evolution of Management thoughts : Early contributions,
Taylor and Scientific Management, Fayol‘s functional
Management Approach , Bureaucracy, Hawthorne Experiments
and Human Relations movements , Chester I Barnard and Social
System Approach, Decision Theory Approach.
Business Ethics and Social Responsibility
(7 Sessions)
UNIT –II
Planning: Concept, Types, Process, and Barriers to Effective
Planning and key principles of Planning. Concept of planning
premises, Models of Decision Making and Decision Making
techniques.
(4 Sessions)
UNIT – III
Organizing: Concept, Dimensions of Organizational Structure,
Departmentation, Span of Control, Delegation of Authority,
Authority, Responsibility and Accountability. (4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Staffing: Concept, objectives and process.
Elements of Staffing: Concepts of Manpower Planning, Job
Analysis , Recruitment & Selection, Training & Development,
Performance Appraisal
(5 Sessions)
UNIT – V
Directing: Concept of Direction and Supervision. Functions &
qualities of supervisor.
Motivation: Concept, Maslow‘s Theory, Herzberg‘s two factor
theory, Theory X , Theory Y and Theory Z , Relationship b/w
Morale and Productivity
(5 Sessions)
UNIT – VI Leadership: Concept and Functions, Leadership style,
Leadership traits, Managerial Grid (5 Sessions)
Preamble: The course is aimed at equipping the students with necessary management and
skills and techniques so as to inspire and channelize their energy and willing cooperation in
the advancement of their professional development. The goal of this course is to gain greater
skill and confidence to communicate effectively as a manager.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Controlling: Concept, Types of Control, Principles and Process
of Control
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Stoner, Freeman, & Gilbert, Jr. (2008).6th Edition. Management. Prentice Hall of India.
Harold, K. & Heinz, W. (2008). Essentials of Management. 5th Edition. Tata McGraw
Hill.
Reference Books:
Robbins & Coulter. (2007). Management. 9th
Edition. Prentice Hall of India..
Robbins, S. P., & Decenzo, D. A. (2007). Fundamentals of Management: Essential
Concepts and Applications.6th
Edition. Pearson Education.
Weihrich Heinz and Koontz Harold - Management: A Global and Entrepreneurial
Perspective (McGraw Hill, 12 Edition 2008)
Learning Outcomes
Develop the understanding about basic management principles and concepts.
Apply management theories in practical business set-up.
Develop the practical skills of decision making and leadership in context to present
Business scenario.
:Learn basic business presentation skills and enhance their communication skills
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Managerial Communication
Course Code: MLS1005 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
To enable students analyze communication situations and develop effective
communication strategies
To develop skills for communicate professionally and persuasively
To make students learn skills for successful formal and informal presentations
UNIT – I
Communication at workplace: Understanding Corporate
communication, Objectives and Role of Communication, Process
of Communication, Channels and Types of Communication,
Communication Network, The C‘s of Good Communication,
Barriers of Communication
(5 Sessions)
UNIT –II
Verbal communication: Introduction, Oral and Written
communication- letter writing and report writing, Technology
enabled Communication
Business Presentations: Elements of Business Presentation,
Visual & Audio aids in Presentation. Designing a Presentation,
Effective listening, Types and Process
(5 Sessions)
UNIT – III
Non- Verbal Communication:
Body language: concept, importance, kinesics and its various
elements: Eye Contact, Facial Expression, Gestures, Postures,
Chronemics. Oculesics. Color as Non- verbal Communication,
Haptics, Proxemics
Paralanguage: Concept, Importance, Elements/Parts of
Paralanguage: Voice, Word Stress, Pitch, Pause, Rate, Volume,
And Articulation.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Employment Communication Group Discussions: Introduction, Concept, Purpose, Types of
Group Discussion Strategies to Succeed, Dos and Don‘ts
Interview Skills: Introduction, Concept, Purpose, Types of
(5 Sessions)
Preamble: The course is aimed at equipping the students with necessary techniques and
skills of communication to inform inspire and enlist their activity and willing cooperation in
the performance of their jobs. This course’s goal is to help you gain greater skill and
confidence to communicate effectively as a manager.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Interview, Tips for Success in Interviews, Employer‘s
Preparation, Dos and Don‘ts.
UNIT – V
Business Etiquettes: Introduction, Concept, Significance,
Golden Rule of Etiquettes, Exchanging Business Cards, Dinning
Etiquettes, Telephonic Etiquettes, netiquettes, Interacting with
foreign clients (Japanese, American Arabic Clients).
(5 Sessions)
UNIT – VI
Group Communication Media Management: Press Release, Press Report, Press
Conferences, Public Speaking. Meetings, Negotiation, Nature
and Factors affecting Negotiation, Process of Negotiation,
Managerial Importance of Negotiations, Negotiation Strategies
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Lesikar, R. V., & Petitt, J. D. Jr. (2005). Business Communication: Skills for Empowering
the Internet Generation. 10th
Edition. Tata McGraw-Hill Publication.
Reference Books:
Mohan, Krishna & Banerji M. (2008). Developing Communication Skills. Macmillan
Publishers India Ltd.
Sharma, R. C. & Mohan, K. (2002). Business Report Writing and Correspondence:
Practical Approach to Business and Technical Communication. 3rd
Edition. Tata
McGraw-Hill Publication.
Chaturvedi, P. D., & Chaturvedi, M. (2007). Business Communication: Concepts, Cases
and Applications. Pearson Education
Learning Outcomes
The students will be able to understand the communication situation.
The effective and persuasive communication skills will be developed.
Budding managers will be able to give presentation both formal and informal.
Fair understanding about Interview, G.D will be developed.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Computer Applications in Business Management
Course Code: MLS1007 Year: I Trimester: I Max. Hours: 30
Objectives of the Course:
To provide knowledge to students in using computers for organization and analysis of
data for business needs.
To familiarize students with the computer hardware and software and applications of
software in various business domain needs.
UNIT I.
Introduction to Computer System: Basic Computer
Organization: Introduction, features and capabilities, components
of computer system, classification of computers; Applications of
Computers in Business.
MS Word: Features, Creating, Saving and Opening Documents in
Word Advanced Features of MS Word, Find & Replace, Using
Thesaurus, Using Auto- Multiple Functions, Mail Merge,
Handling Graphics, Tables & Charts.
MS-Excel: Worksheet basics, creating worksheet, heading
information, data, text, dates, alphanumeric values, Opening and
moving around in an existing worksheet, Toolbars and Menus,
Working with single and multiple workbook. Working with
formulae & cell referencing, Auto sum, Coping formulae,
Absolute & relative addressing, Worksheet with ranges, formatting
of worksheet, Previewing & Printing worksheet, Graphs and
charts, Database Creating and Using macros,
MS Power Point: Creating slide show with animations.
Software’s: MS Word, MS power Point, MS Excel, Outlook,
Internet
6
Sessions
Preamble: Computer applications are one of the important part in business studies.
Computer and softwares play an important role in data analysis in various business domains.
This subject focuses on technical and practical knowledge of computer and various softwares
so that students will be technically sound to solve various business problems.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT II.
Computer Languages: Low level Machine, Assembly and high
level languages, Compiler, Assembler and interpreter, Generation
languages.
Number System: Decimal, Binary, Octal, Hexadecimal and their
Conversions
Operating systems: Definition, Characteristics, and Classification
5
Sessions
UNIT III.
Computer Networks: Definition and data communication
methods, Computer topology LAN, MAN, WAN
Wired Media of Data communication: STP, UTP, Coaxial, Fiber
Optic wires
Internet: Introduction of Internet, Functioning of Internet,
Applications of Internet like WWW, FTP, Telnet, etc. ISP, Web
server, Web Browser, Domain names, Email, Mail server, search
engine, web portal, other internet common terms
4
Sessions
UNIT IV
Database Management System: Overview of DBMS;
Components of DBMS. Concept, Characteristics, Objectives,
Advantage & limitations, entity, attribute, schema, subschema,
RDBMS, MS Access.
E-commerce: Introduction, Comparison between Traditional
commerce and E-commerce, Advantages & Disadvantages of e-
commerce, Issues in Implementing Electronic Commerce.
4
Sessions
UNIT V
Accounting Information System :- Introduction to Accounting
Packages:
Preparation of vouchers, invoice and salary statements;
maintenance of inventory records; maintenance of Accounting
books and final accounts; financial reports generation. Software –
Wave Accounting
5
Sessions
UNIT VI
Human Resource Information System :-Use of various HR
application – 360 Degree Feedback, Applicant Tracking,
Attendance Tracking Marketing Information System:- Brand
Management, Campaign Management, Email Marketing,
Mailroom Management, Contact Management
Software’s – QuickBase, HRIS
6
Sessions
Text Books:
Bharihoke, D. (2009). Fundamentals of Information Technology. New Delhi: Excel
Books
Norton, P. (2006). Introduction to Computers. New Delhi: Tata McGraw Hill
Publications
Ritendra Goel & D.N. Kakkar (2004). Computer Applications in Management. New
Delhi: New Age International (P) Ltd.
Reference Books:
Basandra, S. K. (2003). Computers Today. Greater Noida: Galgotia Publication Pvt. Ltd.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Leon, A., & Leon, M. (1989). Introduction to Computers. New Delhi: Vikas Publishing
House
Pvt. Ltd.
Suggested Journals:
Information Technology and Management
Suggested Link:
http://www.capterra.com/accounting-and-finance-software
Learning Outcomes:
Identify the current software programs available to assist managers in accomplishing
their jobs.
Develop basic understanding of technology in order to make use of them in business.
Explain how to make a professional looking and effective presence on the Internet.
Develop reports to assist managers in recognizing problems and opportunities.
Create a presentation to use in a sales meeting.
Explain fundamental concepts of data communications, computer networking, and the
related hardware.
Demonstrate technical knowledge of computer networks and various information
systems
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Legal Aspects of Business
Course Code: MLS 2001 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
To make the student aware about the basic act The Contract Act 1872 so that the fair
level of understanding can be developed.
Getting them acquainted with the other mercantile laws like ‗Partnership, Sales of good,
Company Act and IT Act.
That how it will be like a package for all the aspirants to understand at least the entry
level complexities in Law by own.
UNIT – I
Introduction:-Meaning of Law. Contract Act, 1872
Definition of a Contract and its essentials, Formation of a valid
Contract - Offer and Acceptance, Consideration, Capacity to
Contract, Free consent, Legality of object, Breach of a Contract,
Damages for breach of a contract.
(8 Sessions)
UNIT –II
Quasi contracts, Contract of Indemnity and Guarantee, Bailment
and Pledge.
Consumer Protection Act 1986.
(3 Sessions)
UNIT –III
Sale of Good Act, 1930
Definition of a Contract of Sale, Conditions and Warranties,
Passing of Property, Right of Unpaid Seller against the Goods,
Remedies for Breach.
(4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Partnership Act, 1932
Definition of Partnership and its essentials, Rights and Duties of
Partners Types of Partners, Minor as a partner, Doctrine of
Implied Authority, Registration of Firms, Dissolution of firms.
Limited Liability Partnership: Meaning, Salient features and
Advantage.
(4 Sessions)
Preamble: For running any enterprise there is a immense need of understanding the various
dynamics. It is not limited to understanding the surroundings of supplies, customers etc. but
also the law related to the every happening around in context of business. Because it is well
settled rule that ―Ignorance of Law is no excuse‖
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – V
Companies Act, 2013
Nature and Definition of a Company, Registration and
Incorporation, Memorandum of Association, Articles of
Association, Prospectus, Kinds of Companies, Directors:
Powers and duties, Meetings, Winding up.
(8 Sessions)
UNIT – VI
The Information Technology Act, 2000
Definition, Digital Signature, Electronic Governance,
Attribution, Acknowledgment and Dispatch of Electronic
Records, Secure Electronic Records and Secure Digital
Signatures, Regulation of Certifying Authorities, Digital
Signature Certificates, Duties of Subscribers, Penalties and
Offences.
(3 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Porwal,L.M. & Kumar, S.(2010) Business Law. N. Delhi, Virnda Publication Ltd
Kapoor,N.D. (2009). Elements of Merchantile Law. New Delhi: Sultan Chand & Sons.
Tulsian, P.C.(2006).Business law.New Delhi:Tata McGraw Hill Publishing Company
Ltd.
Reference books:
ICFAI University Press Hyderabad.(2005) ,Business Law .
Kuchhal, M.C.(2005). Business Law.New Delhi: Vikas Publishing House Pvt Ltd.
Gulshan, S.S.(2007).Business law.New Delhi: New Age International Pvt Ltd.
Related Bare Acts
Websites:
http://www.caclubindia.com
http://indiacode.nic.in
https://www.pwc.in
http://www.mca.gov.in
Learning Outcome:
After completion of course, student will be able to:
Understand the contract Act 1872 with the Essential of Valid contract along with
classifications of special contract.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Get exposure with the special mercantile laws like ‗Partnership Act , Sales of good Act,
Company Act and IT Act.
Able to understand the applicability of laws and rules as per the today‘s scenario.
Understand and able to solve the basics complexities of situations that arose in business
world pertaining to legal regulatory framework
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Cost and Management Accounting
Course Code: MLS 2003 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
To familiarize the students with cost records/statements and principles underlying them
and to develop their skills in understanding and appreciating cost information.
To acquaint them in brief with cost and management accounting mechanics, process and
system, but emphasis is laid on sound concepts and their managerial implications.
To develop an appreciation about the utility of cost information as a vital input for
management information and decision making process.
Unit -I
Introduction to Cost Accounting Role of Cost Accounting in Decision Making, Scope, Nature,
Functions, Types of Cost, Cost Accounting and Financial
Accounting
(4 Sessions)
Unit- II
Elements of Cost - Materials, Labour and Overheads and their
Allocation and Apportionment, Preparation of Cost Sheet,
Methods of Costing. (5 Sessions)
UNIT- III
Introduction and Application to Management Accounting
Scope, Nature, Functions of Management Accounting in
Managerial Decision Making.
Break Even Analysis: Marginal Costing versus Absorption
Costing, Cost-Volume-Profit Analysis and P/V Ratio Analysis and
their implications, Concept and uses of Contribution and
Breakeven Point and their analysis, Margin of Safety, Angle of
Incidence
(6 Sessions)
MID-TERM EXAMINATION
Unit- IV
Budgeting and Budgetary Control: Concept of Budget,
Budgeting and Budgetary Control, Types of Budget, Static and
Flexible Budgeting, Preparation of Cash Budget, Sales Budget, (6 Sessions)
Preamble: Managerial accounting is concerned with providing information to managers-
that is, people inside an organization who direct and control its operation. Managerial
accounting is managers oriented therefore its study must be preceded by some understanding
of what managers do, the information managers need, and the general business environment.
This course introduces student to the fundamentals of management accounting. For better
managerial decision making its important for the student to understand these management cost
concept and their practical implications which can bring significant difference in their
managerial decision.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Production Budget, Materials Budget, Capital Expenditure Budget
and Master Budget, Advantages and Limitations of Budgetary
Control. Zero Base Budgeting
Unit- V
Standard Costing and Variance Analysis: Concept of Standard
Costs, Establishing various Cost Standards, Calculation of
Material Variance, Labour Variance. Overhead variance.
(4 Sessions)
Unit -VI
Recent Developments in Accounting:
Responsibility Accounting: Definition and Role, Centers of
Control,
Accounting for Price Level Changes: Inflation Accounting.
Methods of Accounting for Changing Prices.
Concept of Transfer Pricing, Concept of Social Cost Benefit
Analysis.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Kishore, R. M. (2006). Advanced Management Accounting. New Delhi: Taxman.
Khan & Jain. (2004). Management Accounting. New Delhi: Tata McGraw Hill.
Reference Books:
Horngrene, Datar, & Foster. (2002). Introduction to Management Accounting. New
Delhi: Pearson Education.
Pandey, I. M. (2005).Management Accounting. New Delhi: Vikas Publication.
Suggested Journals:
The IUP Journal of Accounting Research & Audit Practices, IUP Publications,
Hyderabad.
Indian Journal of Finance, Satya Gilani Publication, New Delhi.
Learning outcomes: Students will be able to understand with cost records/statements and principles
underlying them and to develop their skills in understanding and appreciating cost
information.
Students will know the cost and management accounting mechanics, process and system,
but emphasis is laid on sound concepts and their managerial implications.
Know the utility of cost information as a vital input for management information and
decision making process.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Organizational Behavior
Course Code: MLS 2004 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
Understand the various approaches of OB as applied in the organization.
Develop fundamental skills which they will need for understanding, diagnosing and
managing the organization, i.e., the human aspects of work organizations.
Able to get the theoretical and practical knowledge of various dimensions of individual
behavior.
It will help the students to recognize the differences and helps to see the value of
workforce diversity in present scenario.
UNIT I
Introduction to OB: Concept, Meaning & Importance of OB,
Levels of analysis.
Key Determinants: People, Structure, Technology and
Environment.
Multidisciplinary roots of OB: Psychology, Sociology,
Anthropology, Political Science, Economics.
Models of OB: Autocratic, Custodial, Supportive, and Collegial.
Emerging Challenges and opportunities for OB
(6 Sessions)
UNIT II
Personality and Individual Differences: Concept and its nature,
Determinants of personality, Major personality attributes
influencing OB. The Big Five Model, MBTI Theory
Theories of Personality: Psychoanalytical, Trait & Type Theory.
(5 Sessions)
UNIT III
Perception: Nature & Importance, Process of Perception,
Attribution Theory
Perceptual Errors: Halo effect, Selective Perception,
Stereotyping, First impression Error, Projection, Contrast Error,
Personal Effectiveness. Organizational applications of Perception
Learning: Concept, Nature and Factors affecting Learning
Theories: Classical Conditioning, Operant Conditioning, Cognitive
Learning Theory & Social Learning Theory.
Behavior Modification: Learning through reinforcement,
(4 Sessions)
Preamble: Organizational behavior is a relatively young field of inquiry that studies what
people think, feel, and do in and around organizations. Organizations are groups of people
who work interdependently toward some purpose. OB concepts help us to predict and
understand organizational events, adopt more accurate theories of reality, and influence
organizational events.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Reinforcement Strategies
MID-TERM EXAMINATION
UNIT IV
Motivation: Concept, Nature and Importance.
Individual Motivation Theories: Alderfer‘s ERG Theory,
McClellands Achievement Motivation Theory, Vroom‘s
Expectancy Theory, Porter & Lawler‘s Model
Organizational Motivation
Concept, Group Motivation Theories – Adam‘s Equity Theory,
Goal Theory
(6 Sessions)
UNIT V
Attitudes
Components of Attitude: Cognitive, Affective and Behavioral,
Functions of Attitude.
Cognitive Dissonance Theory
Job Satisfaction: Factors and outcomes affecting Job Satisfaction
(4 Sessions)
UNIT VI
Organizational Power and politics: concept, basis of power,
power tactics, Factors contributing to organizational political
behavior.
Organizational change: Importance, types of change, the change
process, Resistance to change, Managing change.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Robbins, S.P. (2009). Organizational Behavior. New Delhi: Pearson Education.
\Reference Books:
Newstorm, J. & David, K. (2007). Organizational Behavior, Human Behavior at Work.
New Delhi: Tata McGraw Hill Publication.
Greenberg, J. & Baron, R.A. (2005). Behavior in Organizations. New Delhi: Pearson
Education.
Singh, K. (2010). Organizational Behavior: Text and Cases. New Delhi: Pearson
Education
Luthans, F. (2005). Organizational Behavior. New Delhi: Tata McGraw Hill Publication
Suggested Journals:
The IUP Journal of Organizational Behavior- IUP Publications, Hyderabad
Abhigyan: Quest for Excellence; The Quest for Excellence- Foundation for
Organizational Research and Education, New Delhi
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Vikalpa: The Journal for Decision Makers; Publication of the Indian Institute of
Management, Ahmedabad
Learning Outcomes After the completion of the course the student will be able to:
Understand the various approaches of OB as applied in organization.
Develop fundamental skills of understanding, diagnosing and managing the
organization that is helpful for understanding the human aspect of work
organization.
Develop theoretical and practical knowledge of various dimensions of individual
behavior.
Recognize the differences and will understand the value of workforce diversity in
present scenario.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Business Research Methods
Course Code: MLS 2005 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
To create scientific attitude towards solving a management problem and impart
knowledge about tools available for carrying out research
To introduce the basic concepts and need of research methodology that will help in data
analysis and preparation of reports.
To understand the use of research design and software in research.
UNIT I Meaning, Objectives and Motivation in research; Types of
Research; Research Approaches; Research Process. (4 Sessions)
UNIT II
Research Design – Definition, classification: Exploratory-
qualitative techniques, secondary data analysis, experience survey,
focus groups, two stage design; Descriptive - cross sectional &
longitudinal and Causal research design.
(6 Sessions)
UNIT III
Measurement and Scaling Techniques - Errors in Measurement,
Tests of Sound Measurement; Scaling and Scale Construction
Techniques
Sampling- Introduction, Sampling, Complete Enumeration or
Census, Types of Sampling, Sampling Errors; Sampling Design -
Steps in Sample Design, Types of Sample Design, Sampling
Distributions.
(5 Sessions)
MID-TERM EXAMINATION
UNIT IV
Types of data; Methods of Data collection- Questionnaire,
Interviews, Cases and Schedules.
(4 Sessions)
UNIT V
Exploratory data analysis - Validity and Reliability in research;
Testing of Hypotheses; overview of multivariate analysis. (5 Sessions)
Preamble: Business Research Methods helps in realizing business objectives. In today’s
competitive environment, doing good job is not enough, organizations need to excel in every
area to satisfy customer’s needs and wants. Organizations need to know even hidden needs of
the customers. Their tastes, preferences and attitudes are always changing, what they want
today, they may not want tomorrow. Thus, organizations should be well informed and they
should be always with the latest information. Business Research Methods keeps them updated
with these information required for making relevant decisions.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT VI
Interpretation of Data and Report Writing- Precautions in report
writing, Creating a Database and its Use for Statistical Analysis,
Styles of Referencing, Plagiarism. Applications through SPSS.
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Copper, Donald R. (2004). Business Research Method. New Delhi: Tata McGraw Hill
Publishing Company New Delhi.
Sekaran, U. (2008). Research Methods for Business: A Skill Building Approach. New
Delhi: John Wiley & Sons Inc. New Delhi.
Reference Books:
Zikmund, W. G. (2009). Business Research Method. Cengage Learning. New Delhi.
Collis, J., & Hussey, R. (2003). Business Research. Palgrave Macmillan, Hampshire.
Beri, G. C. (2005). Marketing Research. Tata McGraw-Hill Publication. New Delhi.
Bhattacharyya, D. K. (2004). Research Methodology. 1st Edition. Excel Book
Publication.
Kothari, C. R. (2004). Research Methodology. New Age International Publication. New
Delhi.
Learning Outcomes
Develop scientific thinking for critically analyzing management problems and develop
basic knowledge on qualitative, quantitative and mixed methods research, as well as
relevant ethical and philosophical considerations.
Skill to assess the appropriateness of different kinds of research designs and
methodology, for instance in terms of their appropriateness, transparency and quality.
Have knowledge and skill on various kinds of research designs and software in research.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Statistical Analysis for Supply Chain Management
Course Code: MLS 2006 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
To provide students with the understanding of role of statistical techniques in business
research analysis.
To familiarize the students with various statistical and analytical tools so that they can
benefit from use of appropriate statistical techniques to Decision-Making situations.
UNIT – I
Introduction
Analysis of Time series: Meaning, Utility, Components, Models,
Methods of Measuring Trend, how to Calculate and Eliminate
Trend , measurement of season effects
(6 Sessions)
UNIT –II
Index Numbers: Meaning, Uses, Problems in construction of
Index Numbers, Methods of Construction of Index Numbers,
Quantity and Value Index, Tests of adequacy, Chain Base Index
Numbers , consumer price index
(4 Sessions)
UNIT – III
Tests of Hypotheses: meaning of hypothesis, test statistics and
their types, Significance Level, Hypothesis Testing of
Proportions and Means and Differences between Means and
Proportions (Large and Small Samples), Test based on Z- test, t –
test and F -test
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Analysis of Variance: Introduction, ANOVA approach ,
applications , one way classification and two way classification
for testing equality of treatment means. (4 Sessions)
UNIT – V
Chi – Square and Non-parametric Tests : Introduction,
advantages and limitations of non-parametric tests, chi-square
test, Run test for randomness, Mann-Whitney U test, Wilcoxon
test and Kruskal –Wallis test
(5 Sessions)
UNIT – VI
Multivariate Analysis : Introduction, Multiple regression ,
discriminant analysis, MNOVA, SEM, conjoint , factor and
cluster analysis (6Sessions)
* Introduction of SPSS and practical application.
Preamble: Statistical thinking enhances our understanding of how life works, allows control
over societal & business issues and helps individuals make informed decisions. Studying the
subject enhances the skills in understanding the business & industry problems and finding out
their solutions.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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** 1 Session = 60 Minutes
Text Books:
Sharma, J. K. (2010). Business Statistics. New Delhi: Pearson Education (P) Ltd.
Bali, N. P., Gupta, P. N., & Gandhi, C. P. (2008). Text Book of Quantitative Techniques.
New Delhi: Laxmi Publications (P) Ltd.
Reference Books:
Bajpai, N. (2001). Business Statistics. New Delhi: Pearson Education (P) Ltd.
Levin, R. I. (1997). Statistics for Management. New Delhi: Pearson Education (P) Ltd.
Hooda, R. P. (2003). Statistics for Business and Economics. New Delhi: Macmillan
Publication.
Beri, G. C. (2010). Business Statistics. New Delhi: Tata McGraw Hill Publishing
Company Ltd.
Gupta, S.C. (2006). Fundamentals of Statistics. New Delhi: Himalaya Publishing House.
Elhance, D.N. (2008). Fundamentals of Statistics. New Delhi: Kitab Mahal Distributors
New Delhi.
Suggested Journals:
Journal of Business and Economic & Economic Statistics
Journal of Statistical Software
Journal of American Statistical Association
Learning outcomes: Students will be able to apply different statistical methods to solve various statistical and
decision making problems with the help of software‘s.
Students will be able to understand role of statistical techniques in business research
analysis.
Students will be able to analyze and interpret managerial, scientific, health , engineering
statistical problems.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Management Information Systems
Course Code: MLS2007 Year: I Trimester: II Max. Hours: 30
Objectives of the Course:
Provide the fundamentals associated with the management of information technology in a
business enterprise.
Provides an understanding of the Information Systems (IS) management framework of E
business.
Provides insight on how to develop and implement enterprise-wide IT strategies,
initiatives and programs.
Module
No. Content
Teaching
Hours
UNIT I.
System Concept: Definition of Systems, Components of system,
Types of System, Concept of Data and Information
Information Systems: Definition of Information System,
Classification of Information System, Operation support system,
Management Support System, Importance of Management
Information System
6
Sessions
UNIT II.
Management support system and classifications: Management
Information System, Decision Support Systems, Executive
Information System, Knowledge Management Systems and Expert
System
4
Sessions
UNIT III.
Role of Management Information System: Competitive Strategy
concept, Value Chain and Strategic IS, Business Process
Reengineering, Difference between Business Improvement and
BPR
5
Sessions
UNIT IV
Developing MIS System (Part 1): System Development Life
Cycle- Traditional approach and Prototyping approach, Feasibility
Analysis, System Analysis, System Design
5
Sessions
UNIT V Developing MIS System (Part 2): System Implementation,
Testing, Documentation, Training, Conversion & Maintenance
5
Sessions
UNIT VI
Applications: Enterprise Resource Planning, Customer
Relationship Management. Security & Ethical challenges of IT.
Ethical Responsibilities –Business Ethics, Technology Ethics.
5
Sessions
Preamble: MIS are business concepts in which the influence of information technology has
caused change. Management Information Systems aims to give students a practical and
theoretical background to the use of IT in the business world. It covers various business
initiatives and how technology supports these initiatives.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Text Books:
O‘Brien, J. (2007). Management Information System. 8th Edition; Tata McGraw-Hill
Publication.
Reference Books:
Laudon & Laudon. (2007). Business Information System. 9th Edition. Tata McGraw-Hill
Publication.
Behl, R. (2006). Information Technology for Management. Tata McGraw-Hill
Publication.
Jawedkar, S. (2007). Management Information System. 3rd Edition. Tata McGraw-Hill
Publication.
David, W. (2008). Business Data Analysis using Excel. Oxford Publications.
Suggested Journals:
Journal of Information Systems
Journal of Cost Management
International Journal of Technology Management
International Journal of Management Information System
Learning Outcomes:
Demonstrate effective analytical and critical thinking skills to make an appropriate
business related decisions
Distinguish and analyze ethical problems that occur in business and society
Apply leadership skills and competencies in business situations
Illustrate how current technologies and decision-support tools can be utilized to the
advantage of business operations.
Demonstrate an understanding of the major functional areas of Business
Explain the role and significance of effective management information systems, and
describe how they contribute to optimizing organizational performance.
Explain fundamental database concepts and apply these concepts to the design and
development of relational databases.
Demonstrate the major steps in the design and implementation phases of the system
development life cycle (SDLC)
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Financial Management
Course Code: MLS3001 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
To learn the financial tools needed to make business decisions.
To get a basic insight of corporate finance theory, but emphasizes the application of
theory to business decisions.
UNIT I
Overview of Financial Management:
Traditional and Modern Approach of Financial Management;
Objective: Profit vs. Wealth Maximization and EPS Maximization;
Functions of Financial Management; Risk and Return; Time Value
of Money
(5 Sessions)
UNIT II
Investment Decisions
Nature & Techniques of Capital Budgeting, Traditional Methods:
Payback Period Method, Average Rate of Return Method, Time-
Adjusted Methods: Net Present Value, Internal Rate of Return
Method, Profitability Index Method, Discounted Payback Period
Method.
(6 Sessions)
UNIT III
Cost of Capital
Concept and Measurement of Cost of Capital, Debt vs. Equity. Cost
of Equity, Cost of Preference shares, Cost of Retained Earnings.
Weighted Average Cost of Capital (WACC) and Marginal Cost of
Capital.
(4 Sessions)
MID-TERM EXAMINATION
Preamble: Financial management entails planning for the future of a person or a business
enterprise to ensure a positive cash flow. It includes the administration and maintenance of
financial assets. Besides, financial management covers the process of identifying and
managing risks. From an organizational point of view, the process of financial management is
associated with financial planning and financial control.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT IV
Capital Structure Decisions:
Capital Structure vs. Financial structure – Capitalization.
Leverages: Financial Leverage, Operating Leverage and Composite
Leverage. EBIT-EPS Analysis, Indifference of Financial Leverage.
Theories –The Modigliani Miller Theory –A critical appraisal.
(5 Sessions)
UNIT V
Dividend Decisions:
Dividends and Value of the Firm - Relevance of Dividends; Factors
determining Dividend Policy. Dividend & Valuation of the firm-
The Basic Models: Walter Model and Gordon Model.
(6 Sessions)
UNIT VI
Business Valuation: Basics
Value Concept, Principles & Techniques of Valuation, Discounted
Cash Flow Valuation: Steps, Assumptions, Applications, Value
Drivers; Relative Valuation: Steps, Applications, Valuation
Multiples, Value based Management
An overview of Working Capital Management
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Kishore, R. M. (2008). Financial Management. 6th
Edition. New Delhi: Taxmann
Publication.
Pandey, I. M. (2009). Financial Management. 9th
Edition. New Delhi: Vikas Publishing
House.
Reference Books:
Khan, M. Y., & Jain, P. K. (2009). Financial Management. New Delhi: Tata McGraw-
Hill Publication.
Chandra, P. (2009). Financial management. 7th
Edition. New Delhi: Tata McGraw-Hill
Publication.
Brealey, M. (2002). Principle of Corporate Finance. 7th
Edition. New Delhi: Tata
McGraw-Hill Publication.
Maheswari, S. N. (2007). Financial Management. New Delhi: Vikas Publishers.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Journals:
The Quarterly Journal of Indian Institute of Finance
(http://www.financeindia.org/fi.htm)
Learning Outcome Understanding the basic finance concepts like cash-flow, time value of money, return,
and risk as the building blocks of finance theory.
Identify factors that have a bearing on the investment, financing and dividend decisions.
Evaluate the financial viability of a capital budgeting exercise in various situations.
Able to discuss the issues involved in value based management and corporate
governance.
Will be able to analyze relevant factors that have bearing on the management of working
capital.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Human Resource Management
Course Code: MLS3002 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
To develop a holistic understanding of Management of HR starting from procurement to
separation in an Organization.
UNIT I
Evolution of HRM: Personnel Management, HRM – concept,
objectives, Functions. Personnel Management vs. Human resource
Management. Concept of HRD.
Trends and emerging issues in HRM.
(4 Sessions)
UNIT II
Human Resource Planning: Concept of HRP, Process.
Job Analysis: Concept, Job Description, Job Specification, Concept
of HRIS, HR Accounting and HR Audit. (5 Sessions)
UNIT III
Talent Acquisition: Recruitment - Procedure, Methods and Sources,
Selection-Procedure and types of selection tests.
Training and Development: Key Issues in Training, Training Vs
Development, Challenges in Training, Managing the Training
(Assessment Phase, Implementation Phase and Evaluation Phase),
Different Methods of Training and Management Development.
(6 Sessions)
MID-TERM EXAMINATION
UNIT IV
Performance Management: traditional and modern techniques,
Identification of Key Performance Areas and Key Result Areas –
Ethical issues in performance appraisal. Concept of Potential
appraisal, Feedback mechanisms.
(6 Sessions)
UNIT V Compensation Management –Concepts and Components-Job
Evaluation- Incentives, Benefits and employee welfare facilities. (5 Sessions)
UNIT VI
Industrial relations- Concept: Grievance Procedure, collective
Bargaining, Worker‘s participation in Management, IR Machinery for
handling disputes.
Retirement/Separation- Concept: Superannuation, Voluntary
(4 Sessions)
Preamble: Human Resource Management has wide application in industry. As human
beings are the most important asset of the organization, HRM guides us in their optimum
utilization. Right from the entry till the exit of human resource in the organization, they need to
be properly taken care of, guided and controlled if the organization is to get the best out of
them. This objective can be achieved with the knowledge of the subject. In fact, this subject
provides immense career opportunities in any type of industry as human being are the part &
parcel of each & every industry. The knowledge of this subject is the essential requirement of
every manager.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Retirement Schemes, Resignation, Discharge, Dismissal, Suspension,
Layoff.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Rao, V.S.P. (2010). Human Resources Management. Excel Books. New Delhi.
Reference Books:
Flippo, E. B. (2008). Personnel Management. New Delhi: Tata McGraw-Hill
International Series.
Gomez, M. & Balkin. (2008). Managing Human Resources. Pearson Education. New
Delhi.
Rao, P. (2007). Essentials of Human Resources Management & IR. (3rd
Edition).
Himalaya Publishing House. New Delhi.
Aswathappa, K. (2008). Human Resource management / Text & Cases. Tata McGraw-
Hill Publication. New Delhi.
Aquinas, P.G. (2009). Human Resource Management. Vikas Publishing. New Delhi.
Ivancevich, John M. (2005). Human Resource Management. Tata McGraw-Hill
Publication. New Delhi.
Monappa, A., & Saiyadain, M. S. (2006). Personnel Management. Tata McGraw Hill
Publication. New Delhi.
Snell & Bholander. (2007). Human Resource Management. Cengage Learning. New
Delhi.
Journals:
Advances in Developing Human Resources, Sage Publication
Human Resource Development Review, Sage Publication
HBR (Harvard Business Review)
Learning Outcome: After completion of course student will be able to:
Students were able to develop the main HR functions viz. acquisition, development, and
Maintenance functions.
Able to understand Compensation administration, transfers discipline, redressal which
brought under the title Maintenance function.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Able to Analysis and develop the Meticulous planning in orchestrating whole functions
of HRM the will obviate the future problems and accelerate the progress of the
organization.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Fundamentals of SCM
Course Code: MLS3003 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
Understand the framework and fundamentals of Supply Chain Management as the
foundation for building and sustaining high performance and effectiveness in the
organization.
Develop an understanding of the significance of Supply Chain Management to achieve
cost effective supply and distribution of goods & services to meet varying customer
demand.
Demonstrate the ability to analyze and apply critical thinking and learning skills related
to "real life" problems and situations
UNIT – I
Introduction and Dynamics of SCM : Concept of SCM ,SCM
Cycle, SCM Flows, Types of SCM SC Network Processes &
Players in SCM, Supply Chain planning Framework, Supply
chain Market in India
Supply Chain Performance: Competitive and Supply Chain
Strategies, Achieving Strategic Fit, Supply Chain Decision
Phases., Benefits of managing effective Supply chain System
(5 Sessions)
UNIT –II
Designing Distribution Network: Role of Distribution in Supply
Chain, Factors influencing Distribution Network Design, Design
Options for a Distribution Network, Role of Network Design in (5 Sessions)
Preamble: Supply Chain as a management discipline originated after use of logistics in the
military and later branched into the commercial sector as business logistics. Now, the hottest
topic in the commercial sector is supply chain management. It is concerned with the efficient integration of suppliers, factories, warehouses and stores so that merchandise is produced and distributed: – In the right quantities – To the right locations – At the right time. This course
examines the historical evolution of management thought to its newest frontier—supply chain
management, reviews the emerging practices that define supply chain management in business
applications, and demonstrates that supply chain management is more than integrated
logistics.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Supply Chain, Risk Management and Network Design, Distribution and SC Strategy
UNIT – III
Customer Service Goals : Supply chain Product, Product
characteristics, Incentive pricing arrangement ,Modeling sales
Service Relationship, Determining optimum Services Levels ,
Service Contingencies Supply Chain customer service , order
processing and information system
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Forecasting in Supply Chain: Forecasting in Supply Chain,
Characteristics of Forecast, Methods of Forecasting
Forecasting errors, Measures of Forecasting errors, Tracking
Signal, Planning Supply and Demand in a Supply Chain.
Procurement and outsourcing strategies: Make or buy
decision, Sourcing & Purchasing and SC Strategy, Supplier
selection process , Strategic Sourcing decisions , Continuous
Improvement of Supplier , Supplier Quality Assurance
(5 Sessions)
UNIT – V
Supply Chain Best Practices: Cross Docking system , Concept
of 3PL&4PL, Bullwhip effect ,Reverse Logistics ,Tierization of
Suppliers (5 Sessions)
UNIT – VI
IT in SCM: Role of IT in SCM, Strategic Management
Framework for IT Adaptation in Supply Chain Management
Supply Chain Information system ‗s Applications and software, Recent Development in SCM: Supply Chain Integration Supply
Chain Restructuring, Demand Chain Management, Agile Supply chain
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Chopra, S., & Meindel, P. (2007). Supply Chain Management –Strategy, Planning and
Operation. 3rd Edition. Pearson/PHI.
Reference Books:
Levi, S. D. et al. (2003). Second Edition. Designing and Managing the Supply Chain:
Concepts, Strategies and Case Studies. Tata McGraw-Hill.
Christopher, M. (2000). Second Edition. Logistics & Supply Chain Management:
Strategies for Reducing Cost & Improving Service. Pearson, India.
Shapiro, J. F. (2001). Modeling the Supply Chain. Duxbury.
Sople, Logistics Management. Pearson, India.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Agrawal, D. K. Supply Chain Management-Strategy, Cases & Best Practices. Macmillan.
Shah, J. Supply Chain Management- Text and Cases. Pearson, India.
Suggested Journals:
International Journal of Decision Making in Supply Chain & Logistics, Serials
Publications, New Delhi.
Supply Chain Management: An International Journal, Emerald.
Journal of Supply Chain Management, Wiley-Blackwell.
Supply Chain Forum: An International Journal, BEM – ISLI.
Learning Outcomes
Will be able to understand the basic frame work of supply chain working and its
significant in achieving firm‘s objectives.
Will be able to solve real business life issues related to forecasting and inventory
management.
Will be able to design and develop suitable distribution network.
Will be able to make decisions about purchasing policies, vendor selection and material
handling issues.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Operations Research
Course Code: MLS3004 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
To enable in understanding the role and relevance of operations research in management.
To enable them to use these techniques optimizing the profitability and solving the
business problems of the organization.
UNIT I
Introduction of operation research, Scope, Nature and its
Applications in Decision Making.
Decision theory: Introduction, Types of Environment, Certainty,
Uncertainty, Conflict and Risk, Payoff and Retreat Tables Decision
Rules – One Stage Decision Making Problem and Multi Stage
Decision Making Problem: Decision Tree.
(5 Sessions)
UNIT II
Linear programming: Mathematical Formulations of LP Models for
Product-Mix Problems; Slack and Surplus Variables, Standard form
of LPP, Graphical method, Simplex Method and Big M method for
Solving LP Problems and Concept of Duality
(6 Sessions)
UNIT III
Transportation problem: Various Method of finding Initial Basic
Feasible Solution; N-W Method, Least Cost Method, VAM Method,
and Optimality; MODI Method, its Application
Assignment model: Algorithm and its Applications.
(4 Sessions)
MID-TERM EXAMINATION
UNIT IV
Game Theory: Concept of Game; Two-Person Zero-Sum Game;
Pure and Mixed Strategy Games; Saddle Point; Odds Method;
Dominance Method and Graphical Method for solving Mixed
Strategy Game
Sequencing Problem: Johnsons Algorithm for n - Jobs and Two -
machines, n - Jobs and Three - Machines, Two - jobs and m -
Machines Problems.
(7 Sessions)
UNIT V
Queuing Theory: Characteristics of M/M/I Queue model;
Application of Poisson and Exponential Distribution in Estimating
Arrival Rate and Service Rate; Applications of Queue Model for
Better Service to the Customers.
(4 Sessions)
UNIT VI
Project Management: Introduction, Rules for Drawing the Network
Diagrams, Application of CPM and PERT Techniques in Project
Planning and Control. (4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
Preamble: The Decision Making Body of any organization constitutes of Managers, who
work at different levels. Their ultimate goal is maximization wealth for the organization
through the optimum utilization of resources.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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** 1 Session = 60 Minutes
Text Books:
Vohra, N. D. (2010). Quantitative Techniques in Management. New Delhi: Tata
McGraw-Hill Publication.
Reference Books:
Sharma, J. K. (2006). Operations Research. New Delhi: Macmillan Publication.
Taha, H.A. (2008). Operations Research: An Introduction. New Delhi: Pearson
Education.
Swarup, K. (2008). Operations Research. New Delhi: Sultan Chand & Sons.
Sharma, S.D. (2005. Operations Research. Meerut: Kedar Nath Ram Nath.
Gupta, P. K., & Hira, D.S. (2008). Operations Research. New Delhi: S. Chand &
Company Ltd.
Suggested Journals:
Journal of Operations Research Society
European Journal of Operations Research
Asia Pacific Journal of Operations Research
International Journal of Operations Research
Learning outcomes:
Students will be able to design, solve and improve mathematical model of different type
of scientific and managerial problems.
Students will be able to find optimal solution of various mathematical models of
different decision making physical problems with various mathematical and
computational tools.
Students will be able to define and apply different type‘s quantitative techniques to solve
managerial, scientific, engineering and social problems
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Marketing Management
Course Code: MLS3005 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
To introduce students to the basics of marketing, dealing competition and familiarize
students with marketing mix decision.
To create awareness about the latest trends and developments in marketing and enhance
their problem-solving and decision-making abilities in strategic areas of marketing.
To get students to think as business & marketing professionals involved in the effort of a
modern day business organization.
UNIT – I
Introduction: Importance and Scope of Marketing, Philosophies
of Marketing Management Elements of Marketing, Marketing Vs
Selling, Consumer Markets and Industrial Markets. Marketing
Mix, Market Demand, Marketing Information System.
(5 Sessions)
UNIT –II
Consumer Buying Behaviour: Types, Process and Factors.
Market segmentation, Targeting and Positioning: Segmenting
Consumer and Business Markets – Bases, Purpose and Process,
Market Targeting, Positioning – Nature and Importance,
Differentiating the Product
(5 Sessions)
UNIT – III
Product Decisions: New Product Planning and Development
Process, Failure of New Products.
Product Life Cycle: Stages & Strategies.
Strategies for competition: Leaders, Challengers, Followers and
Nichers.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Product-Mix: Product Characteristics and Classification,
Product Differentiation, Product Hierarchy, Product System &
Mixes, Product line and length analysis, Packaging, Labeling,
Warrantees & Guarantees
(5 Sessions)
Preamble: It is an introductory course designed to give students in business and other
disciplines an overview and understanding of the important role of marketing in
organizational success. Students will be introduced to all the significant uses and functions of
marketing. In addition to learning basic marketing techniques, students will learn to
appreciate why small, medium, and large organizations must develop a market and consumer
oriented focus if they are to succeed in the emerging competitive environment in India and
abroad.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Pricing Decisions: Understanding Price, Setting the Price,
Adapting the Price, Initiating & Responding to Price Changes.
UNIT – V
Promotion Mix: Advertising, Sales Promotion, Sales Promotion
techniques, Personal Selling, Public Relations, Direct Marketing,
and Publicity, Factors in setting Promotion mix. (4 Sessions)
UNIT – VI
Channels of Distribution: Channel of Distribution for
Consumer/ Industrial Products, Functions Performed by Channel
Members, Channel design decisions.
Channel dynamics: Vertical Marketing Channel, Horizontal
Marketing Channel, Factors Affecting Channel Distribution,
Channel conflict Retailing/wholesaling: Functions and
Classifications.
New trends in Marketing Management
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Kotler, P. (2007). Marketing Management, Analysis Planning, Implementation and
Control. 12th
Edition. Pearson Education.
Kotler, P., & Keller, K. L. (2007). Marketing Management. 12th
Edition. Pearson
Education.
Kotler, P., & Armstrong, G. (1999). Principles of Marketing. 12th
Edition. Pearson
Education.
Reference Books:
Ramaswamy, V. S., & Namakumari, S. (2002). Marketing Management: Planning,
Implementation and Control: Global Perspective Indian Context. 3rd
Edition. McMillan
Publication.
Kumar, A. & Meenakshi, N. (2008). Marketing Management. Vikas Publishing House
Czinkota & Kotabe. (2001). Marketing Management. 2nd
Edition; Australia : Thomson
Learning
Saxena, R. (2003). Marketing Management. 3rd Edition. Tata McGraw-Hill Publication.
Journals:
Journals of Marketing Management by Westburn Publishers
Indian Journal of Marketing (www.indianjournalofmarketing.com)
Marketing Management JOURNAL (www.mmaglobal.org)
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Learning Outcomes
Understand the concepts, tools and techniques relevant to marketing management
Develop an insight into basic marketing mix issues
Go through the complexities of buying Behavior
Solve the strategic marketing problems faced by marketing managers
Design marketing strategies
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Operations Management
Course Code: MLS3006 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
To enable in understanding the role and relevance of operations management.
To enable them to use these techniques for optimizing the manufacturing process of the
organization.
UNIT – I
Introduction to Operation Management: Introduction,
Historical Evolution, Scope of Operation Management, Operating
System – Classification,
Plant Location and Layout: Introduction and Managing Need for
Selecting a Suitable Location, Factors influencing Plant Location,
Location Models, Plant Layout, Classification of Layout, Design
of Product Layout, Design of Process Layout.
(5 Sessions)
UNIT–II
Material Handling: Introduction and Meaning, Objectives and
Principles of Material Handling, Selection of Material Handling
Equipments, Evaluation of Material Handling System, Material
Handling Equipments, Guidelines for Effective Utilization of
Material Handling Equipments,
Material Management: Introduction and Meaning of Material
Management, Scope of Material Management, Material Planning
and Control, Purchasing, Store management, Inventory Control,
Standardization, Simplification, Value Analysis, Ergonomics, JIT
Manufacturing.
(4 Sessions)
UNIT –III
Production Planning and Control: Introduction and Meaning,
Need for Production Planning and Control, Objective of
Production Planning and Control, Phase of Production Planning
and Control, Operation Planning and Schedule System, Aggregate
Planning, Master Production Schedule, Material Requirement
Planning, Capacity Planning, Routing, Scheduling.
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Quality Control: Introduction, Quality, Inspection, Quality
Control, Statistical Quality Control, Quality Circle.
Work Study: Introduction, Productivity, Work Study, Method
Study: Motion Study, Work Measurement, Time Study
Quality Assurance and Certification: ISO 9000, ISO 9004,
ISO 14000 Series
(6 Sessions)
Preamble: This course is designed to meet the requirements of students regarding
operations management, its emerging issues and practice applications in corporate world.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – V
Maintenance Management: Introduction and Meaning,
Objectives of Maintenance, Types of Maintenance, Maintenance
Planning, Maintenance Scheduling, Total Quality Maintenance,
Total Productive Maintenance
(4 Sessions)
UNIT – VI
Waste Management: Introduction and Meaning, Identification
and Control of Waste, Disposal of Scrap.
Automation: Introduction, Types of Automation, Computer
Integrated Manufacturing, Reason of Automation, Advantages of
Automation, Automation Strategies.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Everett, A. Ronald, J. & Ebert, J. (2007). Production and Operations Management:
Concepts, Models and Behavior. New Delhi: Prentice Hall of India Private Limited.
Bedi, K. (2010). Production and Operation Management. New Delhi: Oxford University
Press.
Reference Books:
Chary, S. N. (2010). Production and Operations Management. New Delhi: Tata
McGraw-Hill Publication.
Chunawala & Patel. (2009). Production and Operation Management. Mumbai: Himalaya
Publishing House.
Goel, B. S. (2010). Production Operations Management. Meerut: Pragati Prakashan.
Suggested Journals:
International Journal of Operations and Productions Management
International Journal of Production Economics
International Journal of Production Research
Learning Outcomes
Understand the basic frame work and significance of plant location and layout decisions.
Understand various tools and techniques of, necessary for running the production
process like, Capacity planning, Master production schedule, Routing and scheduling
decisions.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Analyze the processes involved in production, a scientific manner by utilizing the
concepts like work study and method study.
Understand the importance of Quality control tools and their implementation, in order to
maintain the quality of product/services
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Logistics Management
Course Code: MLS3007 Year: I Trimester: III Max. Hours: 30
Objectives of the Course:
Understand the framework and fundamentals of Supply Chain Management especially
logistics related activities as the foundation for building and sustaining high performance
and effectiveness in the organization.
Develop an understanding of the significance of Supply Chain Management to achieve
cost effective supply and distribution of goods & services to meet varying customer
demand.
Demonstrate the ability to analyze and apply critical thinking and learning skills related
to "real life" problems and situations
UNIT – I
Introduction to Logistics : Concept of Logistics and Logistics
Management , Logistics Activities , Logistics for Economy :
Macro Prospective , Logistics Interfaces with other areas,
Logistics in the firm : Factors affecting Cost and importance of
logistics , Techniques for Logistics System Analysis ,
Approaches to analyzing logistics systems .
(5 Sessions)
UNIT –II
The Logistics of Business – The Logistical Value Proposition – The
Work of Logistics – Logistical Operating Arrangements – Flexible
Structure – Supply Chain Synchronization. (5 Sessions)
UNIT – III
Transport Management : Role of transportation in SCM ,
Transportation Planning and Strategy , Transportation execution
and control , Transportation Technology ,Transport Functionality,
Principles and Participants – Transportation Service –
(5 Sessions)
Preamble: Logistics as a management discipline originated after use of logistics in the
military and later branched into the commercial sector as business logistics. Now, the hottest
topic in the commercial sector is supply chain management. It is concerned with the efficient integration of suppliers, factories, warehouses and stores so that merchandise is produced and distributed: – In the right quantities – To the right locations – At the right time. This course
examines the historical evolution of management thought to its newest frontier—supply chain
management, reviews the emerging practices that define supply chain management in business
applications, and demonstrates that supply chain management is more than integrated
logistics.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Transportation Economics and Pricing – Transport
Administration – Documentation, Concept of Multi- Modalisation
UNIT – IV
International Logistics and Supply Chain Management:
Meaning and objectives, importance in global economy,
Characteristics of global supply chains,: Global Supply Chain
Integration – Supply Chain Security – International Sourcing –
Role of Government in controlling international trade and its
impact on Logistics and Supply Chain.
(5 Sessions)
UNIT – V
Port System and International Arrangements : Introduction
of Port System , Ports in India , Ports as Catalyst to Indian
Foreign Trade, Port capacity and Traffic throughput ,
Productivity of Indian Ports and Problems encountered by Ports ,
Government Policy Initiatives for Development of Ports in India
(5 Sessions)
UNIT – VI
International Insurance – Cargo movements – water damage – Theft
– Privacy– pilferage – Other risk – perils with air shipments – Risk
Retention – Risk Transfer – Marine Cargo Insurance – Coverage
A,B,C classes – Elements of air freight Policy – Commercial Credit
Insurance – Size of Vessels, Tonnage, Types of vessels- Container,
Combination ships – Non vessel operating carriers
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Coyle, J. John et al. (2013). Managing Supply Chain – A Logistics Approach. 9th
Edition. Cengage Learning .
Reference Books:
Levi, S. D. et al. (2003). Second Edition. Designing and Managing the Supply Chain:
Concepts, Strategies and Case Studies. Tata McGraw-Hill.
Christopher, M. (2000). Second Edition. Logistics & Supply Chain Management:
Strategies for Reducing Cost & Improving Service. Pearson, India.
Shapiro, J. F. (2001). Modeling the Supply Chain. Duxbury.
Sople, Logistics Management. Pearson, India.
Agrawal, D. K. Supply Chain Management-Strategy, Cases & Best Practices. Macmillan.
Shah, J. Supply Chain Management- Text and Cases. Pearson, India.
Suggested Journals:
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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International Journal of Decision Making in Supply Chain & Logistics, Serials
Publications, New Delhi.
Supply Chain Management: An International Journal, Emerald.
Journal of Supply Chain Management, Wiley-Blackwell.
Supply Chain Forum: An International Journal, BEM – ISLI.
Learning Outcomes
Will be able to understand the basic frame work of Logistics system and its significant
in achieving firm‘s objectives.
Will be able to solve real business life issues related to International Ports systems and
its various issues during practical implementation
Will be able to design and develop Transportation system for logistics companies which
is the backbone for whole logistics industry..
Will be able to make decisions about purchasing policies, vendor selection and material
handling issues for logistics industry .
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Strategic Management
Course Code: MBA4001 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To understand the nature of strategic management and its competitive and institutional
context
To appreciate the strengths and limitations of strategic analysis, and how it fits into the
overall strategy process
To master a range of methods and techniques of strategic analysis and have a clear
appreciation of their theoretical and empirical foundations, range of applicability,
qualifications and limitations.
UNIT – I
Introduction to Strategic Management
Definition and importance of Strategic Management, Strategic
Management Process, Levels of Strategy
Strategic Intent: Hierarchy of Strategic Intent
Basic Concepts: Stretch, Leverage, Business Definition &
Model, Business Policy, emergent and realized strategy
(6 Sessions)
UNIT –II
Internal Environmental Analysis
The Resource Based View Of The Firm, VRIO Framework &
Application, SWOT Analysis, Value chain analysis,
Evaluating Firm‘s Internal Capabilities,
(4 Sessions)
UNIT – III
External Environmental Analysis
Macro Environment, Industry analysis, Porter‘s 5 Forces Model,
Strategic Groups and Strategic Types, Imitation & Competitive
Dynamics in an Industry
Strategy Formulation- Environment And Positioning School
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Corporate Level Strategies: Portfolio Analysis – BCG and GE
models, The Corporate Parent, Directional strategies – types of
strategies for Growth, Stability & Retrenchment (6 Sessions)
UNIT – V Business Level Strategy: Porter‘s Generic strategy model, (5 Sessions)
Preamble: Strategic management is the core element of any business course as it acts like
glue that holds other business subjects together. It is the field of management designed to help
general managers improve the long-term competitive position of their organization. It is about
success and failure, both from an individual and organizational perspective. It can help
management trainee to master the corporate jungle and to achieve individual career aims. It
instills the habit of reaching an identified goal by developing the necessary competence and
seizing available opportunities. In short, an understanding of strategy enhances performance
and improves career prospects
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Strategic Choice, ‗Blue-Ocean‘ Strategy
Strategy Implementation
Strategy Implementation and challenges, Structural, Cultural and
Functional aspects of Implementation - Strategic Management in
HR, Marketing, Finance, Operations, etc., McKinsey 7S‘ Frame
work, Corporate Restructuring
UNIT – VI
Strategy Evaluation
Strategy Evaluation and Control, Developing Performance
Indicator-Balance Score Card, Delta Model, Porter‘s Diamond
Model, Managing Strategic Change
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Thompson, Strickland, Gamble & Jain. (2005). Crafting and Executing Strategy. 14th
Edition. New Delhi: Tata McGraw Hill Publication
Azhar, K. (2008). Business Policy and Strategic Management. New Delhi: Tata McGraw
Hill Publication.
Hamel, G. & Prahalad, C. K. (2003). Competing for the Future. Harvard Business
School.
Reference Books:
Johnson, & Scholes. (2006). Exploring Corporate Strategy. Prentice Hall India.
Hunger and Wheelen, (2004). Strategic Management. New Delhi: Pearson Education.
Galbraith, J.R. (2006). Strategy Implementation: The Role of Structure and Process. West
Publishing Company.
Macmillan, H. & Tampoe, M. (2005). Strategic Management. Oxford University Press.
Pearce II, Robinson Jr., & Mittal. (1999). Strategic Management: Formulation, Implementation
and Control. Tata McGraw Hill
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Supply Chain Management
Course Code: MBA4002 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Understand the framework and fundamentals of Logistics & Supply Chain Management
as the foundation for building and sustaining high performance and effectiveness in the
organization.
Develop an understanding of the significance of Supply Chain Management to achieve
cost effective supply and distribution of goods & services to meet varying customer
demand.
Demonstrate the ability to analyze and apply critical thinking and learning skills related
to "real life" problems and situations.
Unit -I
Concept of Supply Chain Management- Evolution, Flows in
SCM, Process View of SCM, Drivers of SCM, Macro Process of
SCM, Value Chain Analysis, Supply Chain Decision Phases.
Supply Chain Performance: Competitive and Supply Chain
Strategies, Achieving Strategic Fit.
(5 Sessions)
Unit- II
Forecasting in Supply Chain: Forecasting in Supply Chain,
Methods of Forecasting, Planning Supply and Demand in a Supply
Chain.
Inventory Management: Concept of Inventory, Types of
Inventory, Inventory Systems, Inventory Modeling: Deterministic
and Probabilistic Models( Single Period Decision
Model).ABC/VED and other Inventory Control Techniques
(4 Sessions)
UNIT- III
Designing Distribution Network: Role of Distribution in Supply
Chain, Factors influencing Distribution Network Design, Design
Options for a Distribution Network, Role of Network Design in
Supply Chain,
Risk Management and Network Design
(6 Sessions)
Preamble: Supply Chain as a management discipline originated after use of logistics in the
military and later branched into the commercial sector as business logistics. Now, the hottest
topic in the commercial sector is supply chain management. This course examines the
historical evolution of management thought to its newest frontier—supply chain management,
reviews the emerging practices that define supply chain management in business applications,
and demonstrates that supply chain management is more than integrated logistics.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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MID-TERM EXAMINATION
Unit- IV
Logistics Management: Role of logistics in SCM, Difference
between SCM and Logistics, Logistics Costs, Logistics Models,
Bullwhip Effect, 3PL, 4PL.
Transportation Management: Role of Transportation in SCM,
Transportation Decisions, Push vs. Pull System, Cross Docking.
(5 Sessions)
Unit- V
Purchasing Management: Meaning, Functions of Purchase
Department, Purchasing Policies.
Material Handling System Design and Decision: Warehousing,
Store Management
Sourcing Decision: Role of Sourcing in Supply Chain, &
Outsourcing, Vendor Rating & Vendor Management
(6 Sessions)
Unit -VI
IT in SCM: Supply Chain Integration, Role of IT in SCM, EDI,
ERP, Internet and Intranet, Bar-coding, RFID
Development in SCM: Supply Chain Restructuring, Demand
Chain Management, Virtual Supply Chain Management.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Chopra, S., & Meindel, P. (2007). Supply Chain Management –Strategy, Planning and
Operation. 3rd Edition. Pearson/PHI.
Reference Books:
Levi, S. D. et al. (2003). Second Edition. Designing and Managing the Supply Chain:
Concepts, Strategies and Case Studies. Tata McGraw-Hill.
Christopher, M. (2000). Second Edition. Logistics & Supply Chain Management:
Strategies for Reducing Cost & Improving Service. Pearson, India.
Shapiro, J. F. (2001). Modeling the Supply Chain. Duxbury.
Sople, Logistics Management. Pearson, India.
Agrawal, D. K. Supply Chain Management-Strategy, Cases & Best Practices. Macmillan.
Shah, J. Supply Chain Management- Text and Cases. Pearson, India.
Suggested Journals:
International Journal of Decision Making in Supply Chain & Logistics, Serials
Publications, New Delhi.
Supply Chain Management: An International Journal, Emerald.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Journal of Supply Chain Management, Wiley-Blackwell.
Supply Chain Forum: An International Journal, BEM – ISLI.
Course Outline
Business to Business & E-Marketing
Course Code: MBA4003 Year: II Trimester: IV Max. Hours:30
Objectives of the Course:
To prepare for a career in ―Business to Business Marketing‖
To expose the students to a variety of product-market situations in the Indian context
To share the concepts and frameworks which may be more relevant in industrial
marketing situations
Have a understanding of various data analysis techniques
Evaluating the opportunities and risk factors involved in conducting e-Business.
Identifying organizational processes and relationship that may have value added through
the application of an e business strategy
Assisting in the incorporation of an e-business strategy into the organization‘s goals and
objectives.
UNIT – I
B2B Market, B2B Versus Consumer Marketing, Understanding
B2B Markets,
B2B Marketing Environment, Strategies for managing the B2B
marketing environment
(4 Sessions)
Preamble: B2B marketing throws up special challenges and opportunities to those who
serve market other than for personal consumption. Since the students get more exposed to B2C
situations, the course is intended to help students develop a greater understanding of
institutional markets, where are they , and how do they operate ,strategies to tap these markets
and serve them.
This course will provide the students with an analytical and technical framework to
understand the emerging world of e-Business. e-Business poses both a challenge and an
opportunity for managers. As a matter of competitive necessity, savvy managers must gain an
understanding of the rapidly changing technology and business models. They need to develop
a basic understanding of how electronic business differs from ―real‖ business settings.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT –II
Nature of Business Buying, Interpersonal dynamics of
organizational buying behavior, Accessing market opportunities,
Segmentation, targeting and positioning in B2B marketing (6 Sessions)
UNIT – III
Developing product strategy, Strategic innovation and new
product development, Marketing channels participants, Physical
distribution and customer service. (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Planning, Organizing and Controlling selling function,
Managing advertising, sales promotion and publicity strategy,
Pricing decision analysis (5 Sessions)
UNIT – V
Introduction to E-Marketing. Mapping fundamental concepts of
Marketing, Strategy and Planning for E-Marketing, Models Of
E-Marketing, Ethical and Legal Issues.
Internet of the future: ―Customerization‖.
(5 Sessions)
UNIT – VI
Online Advertising: Display Advertising, Pay-Per-Click
Marketing, Email Marketing, Blogging, Podcasting, RSS, Social
and Business Networking, Product Opinion Sites. Forums. (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Ghosh,P.K., Industrial Marketing, Oxford Publication
Kalakota,Ravi,E-Business, Delhi, India: Pearson Education.
Reference books:
Havaldar,K. Industrial Marketing, New Delhi, India: Tata McGraw Hill.
Vitale,P. Robert, Business to Business Marketing,Delhi,India:Thomson
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Consumer Behaviour
Course Code: MBA4004 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To develop an understanding of consumer behavior from a variety of perspectives
(multicultural, interdisciplinary, etc.).
To develop an understanding of peoples' consumption-related behaviors and to develop
and evaluate marketing strategies intended to influence those behaviors.
To develop understanding of concepts in consumer behavior.
To develop ability to apply the concepts to strategic marketing decisions.
To develop ability to conduct research in consumer behavior.
UNIT – I
Consumer Behavior – Disciplines and applications of consumer
behavior, Reasons for studying consumer behavior, Cultural
factors- Culture and Sub-culture, Core cultural values (3 Sessions)
UNIT –II
Social factors- Social Class, life style profile and applications,
reference groups- Consumer related reference groups, Celebrity
and other reference groups, Family- Functions and roles, Family
Life Cycle
(6 Sessions)
UNIT – III
Personal/Psychological factors:- Personality, self concept and life
style, Motivation- Buying motives, learning and memory,
Information Processing models (6 Sessions)
MID-TERM EXAMINATION
Preamble: Human behavior is very complex and difficult to predict. Marketers have always
been interested in knowing how consumers make their buying decisions regarding various
products. Who influence them and how. How do they respond to the various marketing stimuli
like advertisements, sales promotional offers, use of celebrities etc. offered by the marketers.
What are the latent motives behind the purchase of product. If these things are known to the
marketers it is possible to influence the consumers in favorable way.
This course will give knowledge about the determinants of consumer behavior which fall under
four main categories- cultural, social, personal and psychological. Insights from the industry
will help to understand the behavior of consumers. Developing marketing mix according to the
consumer behavior is the main motive behind this course.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – IV
Attitude formation and change, consumer loyalty towards
product, brand and stores, diffusion of innovation process,
opinion leadership. (5 Sessions)
UNIT – V
Consumer Decision Making Process: Problem Recognition and
marketing strategy, Information search- sources and
implications, Evaluation of alternatives- evaluation criteria and
decision rules.
(5 Sessions)
UNIT – VI
Purchasing Process and Outlet Selection, Purchase Behavior ,
Post-purchase Behavior, Models of Consumer Behavior,
Organizational/institutional Buying Behavior, intermediary
decision making
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Schiffman Leon G. and Kanuk Leslie lazar- Consumer Behavoiur (Pearson/ Prentice
Hall, 9th Edition.
Reference Books:
Hawkins, Best and Coney- Consumer Behaviour (Tata Mc Graw Hill, 9TH Edition).
Loudon, David L. and Della Bitta, Albert J. - Consumer Behavior (Tata Mc Graw Hill,
4TH Edition).
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Course Outline
Product and Brand Management
Course Code: MBA4005 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
This course will attempt to understand various types of products in the product portfolio
of an organization. Developing new products and eliminating exiting products from the
portfolio will be examined. Why a marketer needs brand names and what is the need to
maintain brands equity
UNIT – I
Product Management: Product Mix concepts, Product
Classification, Product Management: Product Development,
Product focused organization; Market focused organization,
Factors influencing design of the product, Changes affecting
product management.
(6 Sessions)
UNIT –II
Product Market Strategies: Product Life Cycle Stages and
corresponding Strategies, Product Evaluation Product
Positioning: Concept, Product Differentiation, Positioning
Strategies, Preference Analysis, Benefit Segmentation
(5 Sessions)
UNIT – III
Brand Management: Brands Vs Products, Benefits of branding;
Brand attributes, Significance of branding to consumers & firms,
Brand Elements (4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
The Brand Equity concept, Brand Equity Models – Brand Asset
Valuation, Aaker Model, BRANDZ, Brand Resonance. Brand
Building: Brand building blocks and implications, Measuring
Brand equity: Brand Value Chain and Brand Tracking, Brand
Equity Management System
(6 Sessions)
UNIT – V
Brand Positioning & Values: Brand Knowledge, Identifying
and establishing Brand Positioning, Positioning Guidelines,
Brand Values and Brand mantras. (4 Sessions)
UNIT – VI
Designing & Sustaining Branding Strategies: Brand hierarchy,
Branding strategy, Brand extension and brand transfer,
Managing brand over time- Reinforcing Brands, Revitalizing
Brands, Co-branding, Celebrity endorsement, Brand Crisis.
(5 Sessions)
Preamble: It is a course designed to give marketing students, an overview and
understanding of Brand management. It discusses various aspects about how a product is
developed as a brand in market. The second half of the course we discuss the role of the
various components & strategies in building a brand.
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* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Keller, K. L. (2004). Strategic Brand Management: Delhi: Pearson Education.
Kotler, P., Keller, K. L., Koshy, A., & Jha, M. (2007). Marketing Management. New
Delhi: Pearson Education
Reference Books:
Sengupta, S. (2006). Brand Positioning.
Majumdar, R. (2007). Product Management in India. Delhi: Prentice Hall of India
Kazmi, S. H. H. & Batra, S. K (2008). Advertising and Sales Promotion. New Delhi:
Excel Books.
Suggested Journals:
Indian Journal of Marketing- Associated Management Consultants
Journal of Marketing – American Marketing Association
Journal of Marketing Management – ICFAI University Press
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Training & Development
Course Code: MBA4006 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To enable one to develop the necessary knowledge, skills and confidence for undertaking
training activities.
To develop an understanding of how to identify and assess training needs, and to develop,
plan, organize, deliver and evaluate the training programmes in an organisational setting.
To develop an understanding on various training & development solutions to improve
employee performance.
UNIT – I
Human Resource Development: concept, need and importance of
HRD, evolution of HRD in India, nature of Training and
Development, training approaches, Need for Training , Types of
Training, Aligning training function to business strategies,
training & development as source of competitive advantage,
Forces influencing working and learning.
(5 Sessions)
UNIT –II
Training Models, The Systematic Training Cycle, Methods of
Training Needs Assessment, Training Process, Design of
Evaluation Programme, Determining Return on Investment,
Types and Methods of Training Evaluation
(6 Sessions)
UNIT – III Employee Development: Approaches to employee development,
the development planning process, company strategies for (4 Sessions)
Preamble: The efficiency of an organization depends directly on the capability and talent of
its personnel, and how motivated they are. Capability of a person depends on his ability to
work and the type of training he receives. While his personal capability is evaluated through
proper selection procedure, his training is taken care of by the organization after he has been
employed by the organization. Since training inputs may vary from on-the job experience to
off-the-job training, most of the organizations conduct skill based & specific training for their
employees. In Indian organizations, training and development activities have assumed high
importance in recent years because of their contributions to the achievement of organizational
objectives. The present course is designed to study the concepts and processes of training and
development.
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providing development.
MID-TERM EXAMINATION
UNIT – IV
Employee‘s career management, a model of career development,
role of employees, managers, and company in career
management, challenges in career management: dealing with
older workers.
(4 Sessions)
UNIT – V
Introduction, characteristics, approaches and domains of
learning, Principles of Learning, Loops of learning, Learning
Process in training, Holistic approach to learning.
Key attributes and factors influencing the learning process
during training.
Organizational learning: concept and need, practices and values
of learning organization, manager‘s role in learning organization.
(6 Sessions)
UNIT – VI
Special issues in Training & Development program: Train the
trainer, on line learning & computer based training, outsourcing
training, training for developing Creativity, Managing Change,
Leadership development, Team Playing , Effective
Communication, Managing Cultural Diversity, Time
management, Ethical issues for training & Development
Professionals, future trends that will affect training.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Noe, A. R. (2008). Employee Training & Development. Tata McGraw-Hill Education.
Reference Books:
Deb, T. (2008). Training & Development- Concepts & Applications. Ane‘s Books India
Krishnaveni, R. (2008). HRD- A researcher’s Perspective, Excel Book Publication.
Lall, M., & Sharma, S. (2009). Personal Growth and Training and Development. Excel
Book Publication.
Journals:
International Journal of Training and Development
International Journal of Training and Development.
Journal of Counseling and Development
Corporate Training: Pulse Check, Training
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Course Outline
Leadership and Team Building
Course Code: MBA4007 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
After finishing this course the student will be able to:
Assess adequately preconditions for leadership and team-building.
Respect other people‘ personality and take the full advantage of differences between
them as well as of their individual abilities and skills for the synergic effect.
Understand the conditions for formation and development of team co-operation.
Adopt crucial competences like Problem-solving, creativity, independence and
responsibility-taking.
UNIT – I
Leadership: Concept, Introduction, meaning, definition,
Components of Leadership- Leader, Followers and situation,
Leadership myths.
Assessing leadership: Managerial incompetence, Leadership
Talent Management system.
Measuring effects of Leadership: Superior‘s effectiveness &
performance ratings, subordinate‘s rating of satisfaction,
organizational climate, morale, motivation and leadership
effectiveness, and Unit performance indices
(4 Sessions)
UNIT –II
Power, Influence and leadership: Sources of power, Power
acquisition for leadership, approaches to understanding power:
Emerson‘s power dependence theory, Salancik & Pfieiffer
Strategic contingency Model, Mintzberg‘s Genesis of power
theory. Influence tactics.
Leadership and values: Concept, forms of leadership, Moral
reasoning, Key work values, Stages of Leadership culture
development, Moral justification.
Organizational Politics: Concept, significance, Political
strategies: increasing power and exercising power.
(4 Sessions)
UNIT – III Leadership Theories: Evolution of leadership theories, Basic
leadership models- Trait theory, Behavioral theories- Ohio State (7 Sessions)
Preamble: The leadership and team building course is designed to provide the student the
essentials of leadership and team building by developing the student’s ability to apply and
build skills using the leadership concepts studied. This course foundation is built on creating a
leadership vision, articulating this through effective communication, motivational skills, and
team building while helping students to identify and develop their leadership style.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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studies, University of Michigan Studies, Blake and Mouton‘s
Managerial Grid, Contingency Models- Fiedler‘s Contingency
Theory, Hersey and Blanchard‘s Situational Leadership theory,
Contemporary theories- Servant leadership, transactional and
transformational leadership.
MID-TERM EXAMINATION
UNIT – IV
Leadership and Change: Concept, approaches to organizational
change.
Leadership traits: bright side of personality and dark side of
personality.
Leadership skills: Basic and advanced skills.
Leadership styles: Lewin‘s leadership styles. Behavioral,
charismatic, traditional and Situational leadership styles.
(5 Sessions)
UNIT – V
Groups – Nature, Group Size, Stages of Group Development,
Group Roles, Group Norms, Group Cohesion.
Group Dynamics: Factors affecting group dynamics,
Approaches- Proximity theory, Homan‘s Interaction theory,
Balance theory, Exchange theory.
Teams – Types, Ginnett‘s Team Effectiveness Leadership
Model, Leadership prescription of the model.
(6 Sessions)
UNIT – VI
Team Building: Stages in team building, Effective Team
Characteristics, Team building skills.
Team building interventions: Levels of Team Building
interventions, types of interventions.
Building high performance teams: The Rocket Model.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Hughes, Ginnett, Curphy (2010) - Leadership, Enhancing The Lessons of Experience
(Tata Mc Graw Hill, 5th Ed.)
Reference Books:
Halder U (2010) - Leadership and Team Building (Oxford university Press, 2nd Ed.)
Yukl G (2007) - Leadership in Organisations (Pearson Education Ltd., 6th Ed.)
West Michael (2003) - Effective Team Work (Excel Books, 1st Ed.)
Sadler Philip (2007)- Leadership (Crest Publishing House)
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Course Outline
Performance Management and Competency Mapping
Course Code: MBA4008 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Performance management and competency mapping is the most critical function and
strong determinant of organizational excellence.
To develop and appreciation skills essential for designing and instituting effective
performance management and competency management systems.
UNIT – I
Introduction: Basic concept of performance and performance
management system, objectives, components, benefits, the
performance management model, approaches to performance
management and performance management process.
(5 Sessions)
UNIT –II Role of Performance Management:-In Employee motivation,
Leadership, National culture, organizational culture. (3 Sessions)
UNIT – III
Performance Appraisal: Need and methods for Performance
Appraisal: Assessment center, psychometric tests, Leaderless
group discussions, Management games, Simulation exercises,
Role Plays, Self-appraisal,360 Degree appraisal, BARS, Balance
score card, Performance analysis, Performance review discussion.
(7 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Competency: Concept, origin and development, factors
affecting competency, classification of competencies.
Competency mapping: Concept, process. Methods of
Competency Mapping: Critical incident technique, interview
technique and questionnaires.
(4 Sessions)
UNIT – V
Developing Competency Models: The Lanchester Model of
Managerial competency, the Transcultural Managerial
competencies. (4 Sessions)
UNIT – VI
Issues related to development of competency models, resistance
and recommendations.
Application of Competency Mapping: Competency based: (7 Sessions)
Preamble: Common approaches for this class include lecture, written assignments, presentations, and
small group & team exercises. The success of the course will depend upon student’s understanding of concepts
and the way they relate these with real life corporate. A proper methodology will be followed to make the
students aware about the emerging performance management and competency mapping issues.
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recruitment, selection, performance appraisal- performance
linked remuneration system, Training and development,
promotion and succession planning.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Deb Tapomoy (2009). Performance & Reward Management.,Ane Books Pvt. Ltd.
Reference Books:
Herman Aguinis (2009). Performance Management, Pearson Education.
T. V. Rao (2002). Appraising & Developing Managerial Performance, Excel Books
GaneshShermon (2004). Competency Based HRM, , TMH.
SeemaSanghi(2004). A Handbook of Competency Mapping, Response Books.
Radha R Sharma (2006). 360 Degree Feedback, Competency Mapping and Assessment
Centers, , TMH
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Course Outline
BUSINESS ANALYSIS AND VALUATION
Course Code: MBA4009 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To enable the students with key issues in financial analysis and business valuation
An understanding of the importance of various assumptions underlying the valuation
models along with explanation of various business valuation techniques, with their pros and
cons
To develop an understanding of the valuation approaches for various with the help of application
of the concepts in real-life situations, with many examples.
UNIT – I
Financial Statement: An Overview
Balance Sheet
Profit and Loss Account
Economic versus Accounting Profit
Statement of Changes in Financial Position
(4 Sessions)
UNIT –II
Financial Statement Analysis (I)
Users of Financial Analysis
Liquidity, Leverage and Profitability Analysis
Financial Ratios as Predictor of Failure
DuPont Analysis (Evaluation of a Firm‘s Earning Power)
(5 Sessions)
UNIT – III
Financial Statement Analysis (II)
Comparative Statements Analysis
Trend Analysis
Intra-firm & Inter-firm Analysis
Analyzing Historical and Forecasting Future Performance
(6 Sessions)
Preamble: Corporate world in recent times has increasingly become more dynamic as
well as volatile. Globalization, enhanced IT capabilities, the all pervasive role of the
media, and growing awareness of investors have rendered the situation quite complex.
This subject attempts to give an insight into valuation approaches and align it along with
transactions, financings, taxation planning and compliance, ownership transition, and
planning and litigation support.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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MID-TERM EXAMINATION
UNIT – IV
Business Valuation: Basics
Concept of Value, Principles & Techniques of Valuation
Discounted Cash Flow Valuation: Steps, Assumptions,
Applications, Value Drivers
Relative Valuation: Steps, Applications, Advantages &
Disadvantages, Valuation Multiples
Impact of Different Stakeholders in terms of Business
Valuation
Priorities of Different Stakeholders in terms of Business
Valuation
Value based Management
(5 Sessions)
UNIT – V
Valuation of Assets and Liabilities (I)
Valuation of Fixed Assets
Valuation of Inventories
Valuation of Financial Investments and Marketable
Securities
(5 Sessions)
UNIT – VI
Valuation of Assets and Liabilities (II)
Valuation of Goodwill, Patents and Copyrights
Valuation of Brands
Valuation of Real Estate
Valuation of Liabilities
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Prasanna Chandra. (2011), Corporate Valuation and Value Creation. (ISBN:
9780071078221). Tata McGraw Hill.
Reference Books:
Edward Nelling. (2011). Business Valuation Demystified. (ISBN: 9780071702744). Tata
McGraw Hill.
Robert Reilly, Jr., Robert Schweihs (2004). The Handbook of Business Valuation and
Intellectual Property Analysis. (ISBN: 9780071429672). Tata McGraw Hill.
Institute of Cost and Works Accountants of India Study Material
(http://students.icwai.org/studies/studies/Bus_val_man.aspx)
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Course Outline
Investment and Portfolio Management
Course Code: MBA4010 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To develop an understanding of the investment alternatives that exists in the financial markets
To develop ways of analysis of different securities.
To instill in them the ability to construct and analyze a portfolio of investments.
UNIT – I
Introduction:
The Investment Environment, Financial Markets, Investment
Alternatives, Trading Procedure
Investment Approaches, Structure of Securities Market,
Participants in Security Market
Regulatory Mechanism: SEBI and its Guidelines; Investor
Protection
(5 Sessions)
UNIT –II
Concept and Measurement of Risk & Return.
Market Efficiency, Empirical Evidence on Security Returns.
EMH & its implications for investment decision.
Adaptive Markets Hypothesis (AMH) as an Alternative to the
Efficient Market Hypothesis (EMH)
(4 Sessions)
UNIT – III
Valuation of Equity:
Nature of equity instruments, Equity Valuation Models.
AApppprrooaacchheess ttoo EEqquuiittyy VVaalluuaattiioonn::
Technical Approach: Overview of Concept & Tools Used
Fundamental Approach: Economy, Industry and Company
Analysis
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Fixed Income Securities: Nature of Bonds, Bond Prices and Yields, Term Structure of
Interest Rates, Managing Bond Portfolio, Bond Theorem (3 Sessions)
Preamble: The course is intended to develop familiarity with the theory and empirical
evidence related to investment analysis and portfolio management. An emphasis is placed on
understanding how an investment professional would allocate funds in an hypothetical
portfolio. Major topics include estimation of capital market parameters, trade-off between
risk and return, optimal portfolio selection, equilibrium asset pricing models, and
delegated portfolio management. Emphasis will be put on development of techniques that
should be part of the tool kit of those interested in becoming professional investors and/or
researchers in finance.
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UNIT – V
Portfolio Theory & Equilibrium in Capital Markets:
Portfolio Return & Risk, Efficient Frontier, Optimal Portfolio,
Risk-less Lending & Borrowing, Optimal Risky Portfolio,
Capital Asset Pricing Model, Single-Index and Multifactor
Models, Arbitrage Pricing Theory,
(7 Sessions)
UNIT – VI
Portfolio Management: Portfolio Management Process,
Approaches to Portfolio Construction, Determinants of
Objectives, Choice of Asset Mix, Formulation of strategy,
Portfolio Execution, Portfolio Evaluation and Portfolio Revision.
Portfolio Management and Performance Evaluation:
Performance Evaluation of Existing Portfolio: Sharpe, Treynor,
Jenson, Fama Measures
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Chandra, P. (2008). Investment Analysis & Portfolio Management. New Delhi: Tata
McGraw-Hill Company Limited.
Reference Books:
Bodie, Zvi, K., Alex, Marcus, Alan, J. & Pitabas, M. (2008). Investments. Tata McGraw-
Hill Publishing Company Limited, New Delhi.
Jones, C. P. (2008). Investment Analysis & Management. New York: John Wiley &
Sons.
Sharpe, W. (2008). Investments. New Delhi: Prentice Hall India.
Fischer & Jordan (2008). Security Analysis & Portfolio Management. New Delhi:
Pearson Education.
Ranganatham & Madhumati (2008). Investment Analysis & Portfolio Management. New Delhi:
Pearson Education.
Kester, Ruback & Tufano (2007). Case problems in Finance. New Delhi: Tata McGraw-
Hill.
Indian Securities Market Review (2009), www.nseindia.com.
The Fact Book (2009). www.nseindia.com.
Suggested Journals:
Journal of Fixed Income
Review of Derivatives Research
Case Folio: ICFAI
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Portfolio Organizer, ICFAI
The Chartered Financial Analyst, ICFAI
Course Outline
Merger Acquisition and Corporate Restructuring
Course Code: MBA4011 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To develop an understanding of the motives and modes of M&A in contemporary business
environment.
To enable the students to explore the valuation of M&A deals from finance perspective
To instill in them the ability to evaluate the benefits and costs of M&A deals.
UNIT – I
IInnttrroodduuccttiioonn
Business Alliances: Various Forms of Business Alliances,
Strategic Choice of Type of Business Alliance, Basic
Concepts in M&A, Forces driving M&A Activities, Types of
Merger, Motives behind Mergers, Theories of M&A,
Operating, Financial and Managerial Synergy of Mergers,
Merger Process, Legal Procedures, Major Challenges to
success of Mergers, Due Diligence
Corporate Restructuring: Reasons, Broad Areas, Techniques,
Implications
(4 Sessions)
UNIT –II
TTaakkeeoovveerr DDeeffeennsseess
Defensive Operating Performance, Defensive Financial
Techniques, Restructuring and Financial Engineering, Anti-
takeover Charter Amendments, Other Board or Management
Methods, Post Acquisition Bid Techniques
(4 Sessions)
Preamble: The course is intended to develop familiarity with the theory and empirical
evidence related to strategic alliances and various allied finance related issues. Major topics
include theories and motives behind M&A, Financial Engineering, Takeover Defenses,
Valuation of M&A, Pricing of M&A Deals, and Legal framework as to M&A in India.
Emphasis will be put on recent cases of corporate alliances and exploration of synergy
benefits of such deals to understand the relevance of M&A in global business environment.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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UNIT – III
VVaalluuaattiioonn ooff MM&&AA ((II))
Valuation Approaches, Discounted Cash Flow Valuation,
Relative Valuation, Valuing Operating & Financial Synergy,
Valuing Corporate Control, Share Exchange Ratio
(7 Sessions)
MID-TERM EXAMINATION
UNIT – IV
VVaalluuaattiioonn ooff MM&&AA ((IIII))
Pricing of M&A Deals, Estimating Merger Gains and Costs,
Methods of Payment in Merger Transactions, Comparable
Companies or Transactions Approach
(5 Sessions)
UNIT – V
KKeeyy FFiinnaanncciiaall MMaannaaggeemmeenntt IIssssuueess iinn MM&&AA
Mergers as a Capital Budgeting Decision, Cost of Capital,
Financing the Mergers and Takeovers, Tax Planning for
M&A
(6 Sessions)
UNIT – VI
MM&&AA EEtthhiiccaall aanndd LLeeggaall FFrraammeewwoorrkk
Ethical Issues of Merger and Take-over, Legal and
Regulatory Framework of M & A, Provisions of Company‘s
Act 1956, Indian Income Tax act 1961, SEBI Takeover Code,
Provisions of Competition Act
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
TEXT BOOKS:
B Rajesh Kumar (2010). Mergers & Acquisitions: Text & Cases. McGraw Hill
Education.
Chandrashekar Krishna Murthy & Vishwanath S.R (2008). Merger Acquisitions &
Corporate Restructuring. Sage Publication.
REFERENCE BOOKS:
Ashwath Damodaran (2010). Corporate Finance – Theory And Practice. John Wiley &
Sons
Ravindhar Vadapalli (2007). Mergers Acquisitions and Business Valuation; Excel books,
1/e
Sudi Sudarsanam (2003). Value Creation from Mergers and Acquisitions. Pearson
Education, 1/e
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Weston, Mitchel And Mulherin (2003). Takeovers, Restructuring And Corporate
Governance. Pearson Education, 4/e
Ravi M. Kishore (2009). Financial Management. TaxMann Publications, 7th Edition
Course Outline
WORKING CAPITAL MANAGEMENT
Course Code: MBA4012 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To enable the students with key issues in working capital management
To develop skills for interpretation business information and application of financial theory in
corporate investment decisions, with special emphasis on working capital management.
To develop an understanding of the working capital management approaches for various
components with the help of application of the concepts in real-life situations.
UNIT – I
Introduction to Working Capital
Conceptual Framework, Operating Environment of Working
Capital, Determination of Working Capital Requirement,
Working Capital Policy - Aggressive & Defensive
(4 Sessions)
UNIT –II
Management of Receivables
Receivables: Nature & cost of maintaining receivables, objectives
of receivables management, policies for managing accounts
receivables, determination of potential credit policy and its
implications
(5 Sessions)
UNIT – III
Management of Cash and Marketable Securities
Cash: Motives for holding cash, objectives of cash management,
Cash Management Models
Cash Management: basic strategies, techniques and processes,
(6 Sessions)
Preamble: Corporate world in recent times has increasingly become more dynamic as
well as volatile. Working capital management ensures a company has sufficient cash flow
in order to meet its short-term debt obligations and operating expenses. This course
attempts to enable students to explore various strategies and approaches for working
capital management in real scenario.
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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cash management practices in India
Marketable Securities: Concept, types, choice of securities;
management practices
MID-TERM EXAMINATION
UNIT – IV
Management of Inventory
Inventory: Need for monitoring & control of inventories,
objectives of inventory management, risks and costs associated
with inventories
Inventory Management: Minimizing cost in inventory,
Techniques of Inventory Management
(5 Sessions)
UNIT – V
Working Capital Financing
Need and objectives of financing of working capital, cost-benefit
analysis of alternative strategies for financing working capital,
Pattern and sources of Working Capital Financing in India, with
reference to Government policies
(5 Sessions)
UNIT – VI
Working Capital Management: An Integrated View
Liquidity vs. Profitability Trade-off, Payables Management,
Short-term International Financial Transactions, Integrating
Working Capital and Capital Investment Process
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Pandey, I. M. (2009). Financial Management. 9th
Edition. New Delhi: Vikas Publishing
House.
Bhalla, V. K. (2011). Working Capital Management: Text and Cases. 13th
Edition.
Anmol Publication Pvt. Ltd.
Reference Books:
Kishore, R. M. (2008). Financial Management. 6th
Edition. New Delhi: Taxmann
Publication.
Khan, M. Y., & Jain, P. K. (2009). Financial Management. New Delhi: Tata McGraw-
Hill Publication.
Rangarajan, K., Rangarajan, K., & Misra, A. (2006). Working Capital Management.
Excel Books India
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Periasamy, P. (2011). Working Capital Management –Theory & Practice. Himalaya
Publishing House.
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Course Outline
Global Business Environment
Course Code: MBA4013 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To explain the social, political and economic context of business.
To understand cross cultural management and different forms of business organization
To analyze emerging market multinationals
To understand liberalization and economic nationalism.
UNIT – I
Introduction to International Business Environment: Social,
cultural and technological environment - Understanding the role
of culture – communicating across cultures – cross cultural
negotiations and decision making. Political Environment foreign
legal environment, Foreign Corrupt Practices Act; Demographic
Environment – Segmentation of the International Market.
(5 Sessions)
UNIT –II
International Economic Environment: International Monetary
System and Foreign Exchange Marketing: The Pre-
Bretton Wood‘s period, breakdown of Bretton Wood system and
emergence of EMS, EU and EURO.
(5 Sessions)
UNIT – III
International Investment: Types and significance of foreign
investments – factors affecting international investment – growth
and dispersion of FDI – cross border mergers and acquisitions –
foreign investment in India – The New Policy – EURO/ADR
issues – M & A – Indian companies going global.
(5 Sessions)
MID-TERM EXAMINATION
Preamble: International business has created a network of global links that bind countries,
institutions, and individuals with trade, financial markets, technology, and living standards.
International business: – causes the flow of ideas, services, and capital across the world –
offers consumers new choices – permits the acquisition of a wider variety of products –
facilitates the mobility of labor, capital, and technology – provides challenging employment
opportunities – reallocates resources, makes preferential choices, and shifts activities to a
global level What is International Business? International business consists of transactions
that are devised and carried out across national borders to satisfy the objectives of individuals,
companies, and organizations. International Business Questions • How will an idea, good, or
service fit into the international market? • Should trade or investment be used to enter a
foreign market? • Should supplies be obtained domestically or abroad? • What product
adjustments are necessary to be responsive to local conditions? • What are the threats from
global competitors, and how can these threats be counteracted?
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Text Books:
The International Business Environment by Anant K. Sundaram / J. Stewart Black-
Prentice Hall
International Business environments and Operations John D Daniel,
Lee H Radebaugh, Daniel P Sulivan- Pearson Education, 10th ed,
2004
Reference Books:
International Management Managing Across Borders and Cultures, Fourth Edition by
Helen Deresky – PHI
Dynamics of successful International Business Negotiations by Robert T. Moran,
William G. Stripp – JAICO
The International Environment of Business by Gerald M. Meier – Oxford press, 2006
UNIT – IV
Global Integration and Regional groupings: Regional
integration and trade blocks – Types of integration – theory of
customs union, European union – regional groupings –
integration of developing countries – SAARC, SAPTA, Bilateral
& Multi lateral contracts – Economic institutions – International
Monetary Funds (IMF) – World Bank, Asian Development
Bank, UNCTAD, UNIDO, International Trade Centre, WTO,
GATT, GATS, TRIM, TRIPS.
(5 Sessions)
UNIT – V
Multi National Corporation : Multi National Corporation :
Definition and Meaning – Importance and dominance of MNCs
– Code of conduct – MNCs in India – Transfer of Technology –
global competitiveness –indicators of competitiveness -
competitive advantage of nations – Technology and Global
competitiveness. International Operations – Global supply chain
management – global manufacturing strategies – factors
affecting international HRM and staffing policy – International
negotiations –international asset protection – Protection of IPRs.
(5 Sessions)
UNIT – VI
Country Risk Analysis: Country Risk Analysis; Classification
of Risk Involved- Political Risk, Socio-cultural Risk, Economic
Risk; Managing risk. (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
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Course Outline
International Trade
Course Code: MBA4014 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To explain the importance of international trade.
To understand the implications of international trade theories in modern era.
To understand the functioning of balance of payment.
To conceptualize the idea behind administered protection and economic integration.
To explain the dimensions of trade promotion measures.
To create awareness about the various bodies working on the international level for the
promotion of international trade.
UNIT – I
INTRODUCTION TO INTERNATIONAL TRADE
International Trade: Concept and Definition, Growing
importance of trade in world economy , differences between
domestic and international trade; Gains from trade; trade
equilibrium and determination of terms of trade; Government role
in foreign trade.
(4 Sessions)
UNIT –II
TRADE THEORIES AND BALANCE OF PAYMENTS
Classical Trade Theories: Absolute advantage theory,
Comparative advantage theory, Factor Proportion theory
International Trade Theories: Human capital approach theory,
Natural resource theory, Identical preferences theory, Strategic
trade theory, International product life cycle theory
Balance of Payment: Meaning, Balance of trade and balance of
payment, structure of balance of payment; equilibrium,
disequilibrium and adjustments; Different approaches to
adjustment.
(7 Sessions)
UNIT – III
ADMINISTERED PROTECTION AND INTERNATIONAL
ECONOMIC INTEGRATION
Trade Barriers: Free trade versus protection; tariff classification;
economic effects of tariff; tariff retaliation; export subsidies,
countervailing duties and anti-dumping duties, quota and other
non-tariff measures
(4 Sessions)
Preamble: This course is designed to give students a fundamental understanding of the
growing importance of trade in world economy. Increasing international trade is crucial to the
continuance of globalization. Without international trade, nations would be limited to the
goods and services produced within their own borders. A great increase in the importance of
international trade has brought the various parts of the world in to much closer economic
relations. Practically all countries governments seek to regulate foreign trade in the national
interest.
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MID-TERM EXAMINATION
UNIT – IV
International economic integration – forms and levels; trade
creating and trade diverting effects of a custom union;
repercussions of regional economic groupings on the strategy of
international marketers.
(4 Sessions)
UNIT – V
TRADE PROMOTION MEASURES
Export assistance and promotion measures; EPCG scheme;
Import facilities; Duty exemption schemes; Duty drawback; Tax
concessions; Marketing assistance; Role of export houses,
trading houses and state trading organizations; EPZs and SEZs;
import substitution; logic of state trading and canalized trade;
trade fairs and exhibition.
(7 Sessions)
UNIT – VI
INTERNATIONAL ECONOMIC ORGANISATIONS
World Trade Organisation (WTO); International Monetary Fund
(IMF); International Bank for Reconstruction and Development
(IBRD);Organisation of Petroleum Exporting Countries
(OPEC) ;United Nations Conference on Trade and Development
(UNCTAD) ; North American Free Trade Area (NAFTA);
South Asian Association for Regional Cooperation (SAARC).
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Hill C.W. (2009), International Business, Tata McGraw Hill (5th Edition) New Delhi.
Heller H.R(2009), International Trade, Prentice Hall of India, New Delhi
Reference Books:
Keegan J Warren,,Global Marketing Management, Pearson Education (7th Edition),
New DelhiOnkvisit, S & Shaw. J, , International Marketing, Pearson Education (3rd
Edition), New Delhi.
Aswattapa K, International Business, Tata McGraw Hill (3rd Edition) New Delhi.
Paul.Justin(2005):International Business, PHI, New Delhi
Varsheny R.L. and B. Bhattacharya: International Marketing Management, Sultan
Chand & Sons, New Delhi.
Rawat, M.S.: International Trade and Commerce,Deep & Deep Publications,New
Delhi
Subba Rao, P.: International Business,Himalaya Publishing House, Mumbai
Verma, M.L(2005): International Trade, Vikas Publishing House, New Delhi.
Suggested Journals :
Global Business Review; International Management Institute
Journal of World Economic Review; Serial Publications,India.
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IUP journal of Intellectual property rights; IUP,India
Foreign trade review, IIFT
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Course Outline
International Treaties & Conventions
Course Code: MBA4015 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To prepare for a career in ―International Business‖
To expose the students about international treaties and conventions.
Have a understanding of international business environment.
UNIT – I
The making of treaties Entangled treaty and custom ,Methods of expressing consent to be
bound, Unilateral statements, Non-binding agreements, ―Object and
purpose‖ of a treaty, International Treaties: Features and Importance
The Vienna Convention on the Law of Treaties
(4 Sessions)
UNIT –II
The observance, interpretation, and application of treaties
Internal law, Interpretation, Rights and obligations of third states,
Invalidity and violation of treaties
Generally, Error, fraud, corruption and coercion, Ultra vires treaties, Breach , War between the contracting parties , Termination by consent,
State succession
“German Court: No Airline Shoot downs,”
(6 Sessions)
UNIT – III
General principles, equity, judicial decisions, and highly qualified
publicists The broad expanse of general principles ,Considerations of equity and
humanity ,Judicial decisions ,International law scholars, Declarations
and resolutions of international organizations
Limits of Law, Prerogatives of Power
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Conflicts between statutes and treaties General principles, The last-in-time doctrine
(5 Sessions)
Preamble: International treaties and conventions is sub-part of international business.
Through this subject student will get exposure about international environment, international
treaties and conventions and role of theses treaties in international business prospective.
Through this subject, role of international laws in global environment can also be realized.
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“The Legality of Using Force,”
Constitutional limits on treaties Federalism and other constitutional prohibitions ,Self-executing and
non-self-executing treaties, Limitations concerning subject matter,
Interpretation and amendment,
“Texas Executes Mexican Despite Objection,”
UNIT – V
The constitutional power to terminate treaties General principles ,The ABM Treaty
Goldwater v. Carter,
Statehood and recognition
What is a state, Termination of recognition, Criteria, necessity and
effect of recognition
“The World Courts Non-Opinion,”
(5 Sessions)
UNIT – VI
International Treaties and Conventions on Intellectual
Property
a)The Paris Convention for the Protection of Industrial Property
b)The Berne Convention for the Protection of Literary and Artistic
Works
Implementation of international law in India: role of judiciary
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
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MMCCAA44007700:: BBUUSSIINNEESSSS IINNTTEELLLLIIGGEENNCCEE AANNDD DDAATTAA MMIINNIINNGG ((MMBBAA))
Prerequisite: Data mining is not an “intelligence” tool or framework. Business Intelligence, typically drawn from an enterprise data warehouse, is used to analyze and uncover information about past performance on an aggregate level. Data warehousing and business intelligence provide a method for users to anticipate future trends from analyzing past patterns in organizational data. Data mining is more intuitive, allowing for increased insight beyond data warehousing. An implementation of data mining in an organization will serve as a guide to uncover inherent trends and tendencies in historical information, as well as allow for statistical predictions, groupings and Classification of data. Objectives of the Course:
It advances in data gathering, distribution and analysis have also created a need for an application of intelligent data analysis techniques to solve business modeling problems.
Intelligent data analysis provides powerful and effective tools for problem solving in a variety of business modeling tasks
Module No. Content Teaching
Hours
UNIT I.
Introduction to Data Mining: Motivation for data mining, Data mining definitions and functionalities, classification of data mining Systems, data mining task primitives
5 Sessions
UNIT II.
Integration of data mining systems with a database or a data ware house, Major issues in data mining, Data preprocessing: why?, descriptive data summarization, data cleaning: missing values, noisy data.
6 Sessions
UNIT III.
data integration and transformation, Data reduction: Data cube aggregation, dimensionality, reduction, numerosity reduction
4 Sessions
UNIT IV Mining frequent patterns, Associations and correlations: Market basket Analysis, frequent items and association rules, frequent pattern mining, efficient and scalable frequent itemset mining methods
5 Sessions
UNIT V The Apriori Algorith for finding frequent Itemsets using candidate Generation, Generating Association Rules for frequent itemsets, Frequent itemsets without Candidate generation using FP tree
5 Sessions
UNIT VI Data Mining for Business Intelligence Application: Data Mining for applications like data mining for financial data analysis, retail industry, telecommunication industry, biological data analysis etc.
5 Sessions
Text Books:
Jiwaei Han, M. K. (2008). Data Mining Concepts & Techniques. Elsevier.
Reference Books:
Dunham, M. H. (2008). Introduction to Data Mining. New Delhi: PHI.
Credits: 04 L–T–P: 4–0–0 Trimester IV
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MMCCAA44007711:: DDAATTAABBAASSEE MMAANNAAGGEEMMEENNTT SSYYSSTTEEMM ((MMBBAA))
Prerequisite: A Database Management System (DBMS) is a set of computer programs that controls the creation, maintenance, and the use of a database. It allows organizations to place control of database development in the hands of database administrators (DBAs) and other specialists. A DBMS is a system software package that helps the use of integrated collection of data records and files known as databases. It allows different user application programs to easily access the same database. DBMSs may use any of a variety of database models, such as the network model or relational model. Objectives of the Course:
To provide knowledge regarding how data is more secure in this as compared to flat file systems. How to manage data in the form of tables. In DBMS you can update/select/delete data or records.
Module No. Content Teaching
Hours
UNIT I.
Introduction: An overview of database management system, database system Vs file system, Database system concept and architecture, data model schema and instances, data independence, DDL, DML.
5 Sessions
UNIT II.
Data Modeling using the Entity Relationship Model: ER model concepts, notation for ER diagram, mapping constraints, keys, Concepts of Super Key, candidate key, primary key, Generalization, aggregation, reduction of an ER diagrams to tables.
5 Sessions
UNIT III.
Relational data Model and Language: Relational data model concepts, integrity constraints, entity integrity, referential integrity, Keys constraints, Domain constraints, relational algebra.
5 Sessions
UNIT IV
Introduction on SQL: Characteristics of SQL, advantage of SQL. SQL data type and literals. Types of SQL commands. SQL operators and their procedure. Tables and views. Queries and sub queries. Aggregate functions. Insert, update and delete operations, Joins, Unions, Intersection, Minus.
7 Sessions
UNIT V
Data Base Design & Normalization: Functional dependencies, normal forms, first, second, third normal forms, loss less join decompositions, normalization using FD, MVD, and JDs, alternative approaches to database design.
4 Sessions
UNIT VI Transaction Processing Concept: Transaction system, Testing of serializability, serializability of schedules, conflict & view serializable schedule, recoverability, Recovery from transaction failures.
4 Sessions
Text Books: Date C J, “ An Introduction to Database Systems”, Addision Wesley
Korth, Silbertz, Sudarshan,” Database Concepts”, McGraw Hill
Reference Books:
Ramkrishnan, Gehrke, “ Database Management System”, McGraw Hill
Credits: 04 L–T–P: 4–0–0 Trimester IV
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Bipin C. Desai, “ An Introduction to Database Systems”, Gagotia Publications Majumdar & Bhattacharya, “Database Management System”, TMH
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MMCCAA44007722:: IINNTTEERRNNEETT PPRROOGGRRAAMMMMIINNGG AANNDD VVIISSUUAALL BBAASSIICCSS ((MMBBAA))
Prerequisite: Common approaches for this class include lecture, written assignments, presentations, and small group & team exercises. The success of the course will depend upon student’s understanding of concepts and the way they relate these with real life corporate. A proper methodology will be followed to make the students aware about Internet programming and visual basics. Objectives of the Course:
To describe basic Internet Protocols. Explain JAVA and HTML tools for Internet programming. To enable students to get an idea about visual basic language
Module No. Content Teaching
Hours
UNIT I.
INTRODUCTION TO WEB: Internet: Internetworking, Concepts, Internet Protocol Addresses, WWW Pages & Browsing, Security, Internet Applications, Analog & Digital Signals, Bandwidth, Network Topology.
5 Sessions
UNIT II.
More About Web: Packet Transmission, Long Distance communication, Network Applications. E-mail. URL, Domain Name System, Overview of HTTP,HTTP request response, generation of dynamic web pages, cookies.
5 Sessions
UNIT III.
HTML, An Introduction, Basic HTML, Formatting and Fonts, Commenting Code, Anchors, Backgrounds, images, Hyperlinks, Lists, Tables, Frames, simple HTML Forms, XHTML. Introduction to dynamic HTML.
5 Sessions
UNIT IV
Introduction to Visual Basic: Event-driven Programming, Starting and Exiting VB, Understand VB Environment, Project Explorer, Properties Window, Toolbox, Form Layout Window, Property Pages, Getting Help, Saving Project, Printing Project, Running Applications.
5 Sessions
UNIT V
How to code in Visual Basic: Code Window, Naming Conventions, Variables ( all datatypes ) - Byte, Boolean, Integer, Long (long integer), Single (singleprecision floating point), Double (double-precision floating point), Currency (scaled integer), Decimal, Date, Object, String (variable- length), String (fixed-length), Variant (with numbers), Variant (with characters), User- defined (using type), Scope (Global, Local, Static), Constants
5 Sessions
UNIT VI
VISUAL BASICS: Functions and control statements String Functions, Mathematical Functions, Date Functions, Data type Conversion Functions. Control Statement: IF and IIF Statement, Select Case Statement, Do Statement, For Statement Exit Statement.
5 Sessions
Reference Books:
Deitel, Deitel and Nieto, “Internet and World Wide Web – How to program”, Pearson Education Publishers, 2000.
R. Krishnamoorthy & S. Prabhu, “Internet and Java Programming”, New Age International Publishers, 2004.
Thomno A. Powell, “The Complete Reference HTML and XHTML”, fourth edition, Tata McGraw Hill, 2003.
Credits: 04 L–T–P: 4–0–0 Trimester IV
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Course Outline
Finance in Retail Operations
Course Code: MBA 4019 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To prepare for a career in ―Finance in Retail Operations‖
To share the concepts and frameworks of Financial Dimensions of Retailing
Have a understanding of various financial analysis techniques in Retail Operations
Practices.
Assisting in the incorporation of financial strategy in the retail organization‘s goals and
objectives.
UNIT – I
Introduction, Merchandising Transactions - Income measurement
for a Merchandising company — Revenue from sales - Cost of
goods sold -Operating expenses - Work sheet for Merchandising
Company – Classified Financial Statements.
(5 Sessions)
UNIT –II
Management of Debtors - Objectives - Credit standard norms –
Credit analysis - Determination of credit policy - Management of
cash - Motives –Cash planning and control - preparation of cash
budget in Retail Management
(5 Sessions)
UNIT – III
Costing - Cost concepts - Cost classification – CVP analysis -
BEP calculation - Cost control - Cost reduction technique and
tools in Retail business (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Pricing the merchandise in Retail, Pricing Objective and
Policies; Interaction between Retailer‘s pricing Objectives and
other Decisions; Specific Pricing Strategies; Basic Markup
Formulas; Markdown Management
(5 Sessions)
UNIT – V Management of Working Capital - Meaning - Significance -
Types; Factors Determining working capital needs in retail (5 Sessions)
Preamble: Financial retailing gives more exposure of financial and accounting dimensions
apart from retail marketing practices. This knowledge will explore more opportunities apart
from marketing domain to financial domain that are still not explored. This course will create
awareness about the accounting procedures, cost concepts and working capital practices in
Retail Management.
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business - optimum working capital— working capital cycle.
UNIT – VI
Financial Merchandise management, Inventory Valuation: The
Cost and Retail Methods of Accounting; Merchandise
Forecasting and Budgeting; Unit Control System; Financial
Inventory Control. Financial Implications of Retail Strategy
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference books:
Retail Management; Michael Levy, Barton A Weitz, & Ajay Pandit; The McGraw Hill
publications.
Retail Management, Chetan Bajaj, Rajnish Tuli, & Nidhi V Srivastava; Oxford
University Press.
Retail Management: A strategic approach, Barry Berman and Joel R. Evans; Prentice-
Hall, Inc.
Cost. Accounting: Principles and Practice; Manash Dutt; Pearson Education, India
Financial Management; S.N. Maheswari; Sultan Chand & Co. New Delhi
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Course Outline
Fundamentals of Retail Management
Course Code: MBA4020 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Understand effective methods and strategies required for retail management.
Understand how to utilize resources and techniques used in retail management.
Understand analysis of store location, merchandising, products and pricing.
UNIT – I
Introduction to Retailing – Definition and Concept, Functions of
Retailing, Significance of retail industry, Marketing retail
equations, Marketing concepts applied to retailing, Driving
Forces for Retailing.
(4 Sessions)
UNIT –II
Understanding the Retail Consumers- The factors influencing
retail shopper, Consumer decision making process, changes in the
Indian consumer, the use of market research as a tool for
understanding markets and consumers
(5 Sessions)
UNIT – III
Retail Formats and Theories- Theories of retail development,
Concept of retail life cycle, Classification of retail stores.
Choosing a Store Location: types of locations, steps involving in
choosing a location, trade areas and their evaluation
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Retail Merchandising- The concept of merchandising, the
evolution of merchandising function in retail, Store design and
Layout, The Store and its Image, The External Store, Internal
Store, Display, Visual Merchandising and Atmospherics
(5 Sessions)
UNIT – V
Managing Retail Business: HRM in retail, Retail Organization
and Operations Management, Financial Dimensions, Managing
Retail Services. Service Characteristics, Branding, Perceptions
of Service Quality.
(5 Sessions)
UNIT – VI
Retail in India: Evolution and Size of retail in India – Drivers of
retail change in India, Foreign Direct Investment in retail –
Challenges to retail developments in India. (5 Sessions)
Preamble: This course will develop knowledge of contemporary retail management issues at
the strategic level and helps the students in analyzing the retailing works, specifically the key
activities and relationships. It also provides an academic underpinning to the above through
the application of retailing theory and research.
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Global retail markets: Challenges and Threats in global retailing.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Berman B and Evans J.R - Retail Management (Pearson Education, 9th Ed.)
Reference Books:
Michael Levi M and Weitz BW - Retailing Management (Tata McGraw Hill, 5th Ed.)
Swapna Pradhan – Retailing Management – Text and Cases, Tata McGraw Hill – 2nd
edition, 2004
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Course Outline
Shoppers Behavior & Selling Skills
Course Code: MBA4021 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To prepare for a career in ―Retail business ‖
To expose the students to with shoppers behaviors in Indian context in retailing
Outline the functions of selling in different contexts and introduce the concept of ethical
behavior in selling
Make candidates aware of factors influencing customers‘ purchasing decisions
Have the knowledge of how to ‗sell‘ themselves
UNIT – I
Introduction to the Study of Shoppers behaviour, dynamics of
shopping -
Demographics of shopping (Men, Women and Kids) factors
influencing Shoppers Behaviour - Shoppers Behaviour in Indian
Environment
(4 Sessions)
UNIT –II
Shopper Decision Making Process - Need/Problem
Recognition -Information Collection - outlet selection and
Purchase Alternative evaluation in shopping - Shopping Behavior
- Post of Purchase Behavior.
(6 Sessions)
UNIT – III
Influence of Culture, Cross Culture & Sub Culture on Shoppers
Behavior, Influences of Social class on Shopper's Behavior,
Element of Perception -Learning-Attitude, Motivation and
Motives & Shoppers Behaviour
Shopper Delight - e-shopper Behaviour
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV Functions of the sales role - Satisfying the customer ,Closing the sale ,Helping the sales person‘s
organization achieve its objectives ,Retaining customers, Getting (5 Sessions)
Preamble: Shopper’s behavior course will provide the understanding about different
consumers and their motives for shopping. This study will help in understanding consumers
and their opinion towards retailing in Indian context.
This course will provide the understanding about the concept and techniques of selling. This
will also enlighting the ethical issues in selling to develop customer satisfaction.
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referrals and repeat business
Roles of a sales person in a variety of selling situations- Retail sales ,Field sales ,Telemarketing, telephone sales support
UNIT – V
Basic influences on customers’ buying behavior
The buying process, AIDA model,
Internal (personal) influences on buyer behaviour:
External influences on buyer behaviour: Marketing by competitors,
Opinion formers and other influencers
(5 Sessions)
UNIT – VI
Identify sales activities in the sales cycle-
Pre-Sale: Finding potential customers/prospecting, Making
appointments ,Preparation
Sale: Rapport building/ice-breaking ,Need/problem identification,
Presentation, Handling objections, Closing the sale
Post-Sale: Processing the order, Follow-up contact
Ethical selling-Truth, Honesty, Professionalism
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Berman, Evans ,Retail Management, Pearson publication, New Delhi
Levy, Weitz, Pandit ,Retailing Management, TMH Publication,New Delhi
Still, Cundifts, Govani ,Sales Management, Pearson Publication,New Delhi
Sahu & Raut ,Salesmanship & Sales Management, Vikas publication
Reference books:
Paco Underhill : Why we buy - the ScienceofShopping, SIMON & SCHUSTER
Rockefeller Center, NewYork.
ICFAI: Retailing Sector, 1CFAI Press, Hyderabad, Andhra Pradesh.
S.Ramesh Kumar :Conceptual Issues in Consumer Behaviour, Pearson Education,
Delhi, India
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Course Outline
Environmental Management for Rural Development
Course Code: MBA4022 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Introduction to the principles and practices of environmental management.
Its ambit also covers the management of dry land agriculture.
Paper aims to equip students with basic skills required for dealing with land and water
management projects putting people at the centre stage.
UNIT – I
Introduction to Environmental management
Self, Society, and Environment, Preservation vs. Conservation,
Fundamental Causes of Environmental Problems, Opposing
Values and Viewpoints on the Environment, Literature and
the Environment
(3 Sessions)
UNIT –II
Environmental policy
Introduction to Public Policy, Environmental Policy/Politics,
International Environmental Law, International Environmental
Politics.
(4 Sessions)
UNIT – III
Land management
Soil, formation processes and factors, physical, chemical and
biological composition and properties of soil, soil classification.
Manures and fertilizers importance of organic matter for soil,
manure and compost preparation green manuring, use of
fertilizers, soil testing.
(8 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Water Management
Water : Importance source and various uses. Concept, principles
and practices of people‘s friendly watershed management water
conservation factors influencing soil erosion and damages. (5 Sessions)
UNIT – V
Forestry
Definition & classification; Definition of Forest – General,
Ecological and Legal classification of forests based on method of (6 Sessions)
Preamble: This paper introduces the students, coming from disparate backgrounds, to the
basics of Environmental Science. Major themes and issues confronting our present day
environment are introduced in this paper from a scientific perspective.
The paper also deals with the human dimension of development and environment. It aims to
provide adequate insight on management of natural resources by imparting training in tools
and methodologies of ecological and environmental economics.
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regeneration, Age, composition, objects of management and
Legal status. Forest types of India. Extent, Role and importance
of forests to rural/tribal people
UNIT – VI
Global issues in environmental management
Impact of human activities of developmental and non-eco-
friendly technologies on environment. Global concern for
Environment.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
William Dudley: The Environment: Opposing Viewpoints. Opposing Viewpoints Series.
Greenhaven Press, 2001.
Reference Books:
Craig. J.R., Vaughan. D.J., Skinner. B.J., 1996, Resources of the Earth: origin, use, and
environmental impact, 2nd Ed. Prentice Hall, New Jersey.
Klee. G.A, 1991, Conservation of natural resources.. Prentice Hall Publ. Co., New Jersey.
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Course Outline
Inclusive Growth for Sustainable Development
Course Code: MBA4023 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To develop an understanding of relevance of inclusive growth for a developing economy
To enable the students to explore the various dimensions of sustainable development and
inclusive growth
UNIT – I
Inclusive Growth
Meaning, Rationale, Need, Evolution of Inclusive Growth
Inclusiveness, Growth and Gender Equity
Inclusive Growth Focus on Employment
Inclusive Growth and Economic Development
Inclusive Growth and Globalization
(5 Sessions)
UNIT –II
Inclusive Growth in India
India’s Growth : Past Performance and Future Prospects
Financial Inclusion: A Step towards Inclusive Growth
Equity and Growth, Inclusion Dynamics of Gender Disparities
in India
SWOT Analysis of Inclusive Growth Initiatives
(5 Sessions)
UNIT – III
Policy Framework for Inclusive Growth in India
Expedition for Inclusive Growth : Continuity and Constraints
in Indian Economic Policies
Environment, Development and Inclusive Growth in India
Regulatory and Policy Framework for Inclusive Growth in
(5 Sessions)
Preamble: The course is intended to develop familiarity with the theory and empirical
evidence related to inclusive growth and sustainable development. Major topics include
gender equity, relevance of inclusive growth in economic development, policy framework,
market and non-market mechanism for inclusive growth and role of financial bodies for
inclusive growth. Emphasis will be put on live field cases of success stories of inclusive growth
in India.
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India
The way forward: Good and inclusive growth policies tailored
to real-world challenges
MID-TERM EXAMINATION
UNIT – IV
Sustainable Development & Inclusive Growth
Role of Inclusive Growth in Sustainable Development
Natural Capital: Managing resources for Sustainable Growth
Physical Capital: The role of Infrastructure in Inclusive Growth
(5 Sessions)
UNIT – V
Inclusive Growth: Influencing Firms, Consumers, and Policy Makers
through Market and Nonmarket Mechanisms
Incentivizing: Providing effective market signals to spur green
growth
Informing and nudging: Using information and framing to
influence economic actors
Imposing: Using rules and regulations
(5 Sessions)
UNIT – VI
Inclusive Growth : The Role of Banks in Emerging Economies
Microfinance: As a vehicle of Financial Inclusion
Rural Credit: A New Model of Credit Delivery for Inclusive
Growth
Financial Innovation for Inclusive Growth
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
TEXT BOOKS:
Tandon B. B & Vasudeva P.K. (2010). Inclusive Growth and Sustainable Development: Ideal for
Indian Economy. Neha Publishers & Distributors. ISBN: 8184502621
World Bank Group (2012). Inclusive Green Growth: The Pathway to Sustainable Development.
World Bank Publications. ISBN: 0821395513
REFERENCE BOOKS:
Raj Kn Ashoka. (2010). Inclusive Growth. Orient Longman Limited. ISBN: 812503045X.
Katuri Nageswara Rao. (2009). Inclusive Growth: Global Perspective. ICFAI University Press. ISBN-
10, 8131424715.
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Dholakia J R. (2008). Perspectives on Inclusive Growth in India. ICFAI University Press. ISBN:
8131415279
Course Outline
Non Government Organisations Management
Course Code: MBA4024 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To introduce the students to NGO Sector and familiarize students with concept of NGOs and civil
society
To provide sound understanding of the issues faced by NGOs.
To reflect on the impact and implication of the management and organizational challenges faced
by NGOs.
To equip students to manage all aspects of NGO Manpower, Finance, Marketing and Project
Management.
UNIT – I
Introduction, Evolution, Concept, Function and types of NGOs.
Registration method of NGOs: As a Charitable Trust, Registered
Society and Company. (5 Sessions)
UNIT –II
Memorandum Of Association , NGO‘s activities in modern
world, Strengths of NGO, Staffing and Funding of NGOs
Economic, Investment and Political Activities of NGOs,
Dissolution of NGOs.
(6 Sessions)
UNIT – III
Tax laws for NGOs, General Scheme, Corpus donations,
Business income, Disqualification from Exemption, Tax
deduction for Donors, Reporting foreign Contributions, and
Customs Duties.
(4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
The Indian Rural/Urban Development Strategy, CAPART, NGO
and Civil societies. Main potential Contributions of NGOs to
society, current barriers to NGOs (5 Sessions)
UNIT – V
Marketing of Non-profit organizations:- Concept, Characteristic
of NPO, Marketing procedure of NPO, Models of social
marketing, NGO Accountability & Global Governance, Internal
control and management practices
(5 Sessions)
UNIT – VI
International Agencies supporting NGOs: UN Agencies, donor
Agencies, Asian Development Bank, World Bank. Premier NGO
of India: PRADHAN, RAMKRISHAN MISSION, DISHA,
SEVA MANDIR.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
Preamble: The course would help students understand various development issues and how
the knowledge related to NGO management would help in resolving these issues. It would also
help in formulating strategies in various social contexts, in order to empower the
underprivileged sections of the society.
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** 1 Session = 60 Minutes
Text Books:
Ovasdi, J. M. (2009). Management of NGOs. 3rd
Edition. New Delhi: Macmillan Publication.
Reference Books:
Mahajan, S. (2008). NGO Management. 1st Edition. New Delhi: Pearls Books Publication.
Jordan, L. & Tuijl, P. V. (2007). NGO Accountability Politics, principles and Management. 4th
Edition. Earthscan Publication. London.
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Course Outline
Management of Innovation and Research and Development
Course Code: MBA4025 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To enable students understand the managerial aspects of innovation.
To develop skills for framing innovation strategies in organizations.
To develop understanding about how people and technology integrate in organization.
To understand the significance of research and development in the current scenario.
UNIT – I
Introduction & Managerial aspects of Innovation function
Introduction, Components of Innovation, Types of Innovations,
Models of Innovation Processes, Evolution and characteristics of
Innovation Management, Key drivers of Innovation, Factors
influencing Innovation.
(5 Sessions)
UNIT –II
Organizing for Innovation : Introduction, Factors influencing
organizational design, Developing Innovation Strategy,
Characteristics of creative organization, Framework for
innovation and creativity in the organization.
(4 Sessions)
UNIT – III
Technological Innovation: Competitive advantages through new
technologies: product development – from scientific breakthrough
to marketable product – Role of Government in Technology
Development. Linkage between technology, development and
competition, Managing Intellectual Property.
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Human Aspects in Technology Management: Integration of
People and Technology, Organizational and Psychological
Factors. Social Issues in Technology Management:
Technological Change and Industrial Relations, Technology
Assessment and Environmental Impact Analysis.
(5 Sessions)
UNIT – V
Research and Development Management
Introduction, Meaning, Objectives, Significance, Classification
of R&D according to R&D type, process phase, measurement
level, purpose of measurement and measurement perspective.
(5 Sessions)
Preamble: Common approaches for this class include lecture, written assignments, presentations, and
small group & team exercises. The success of the course will depend upon student’s understanding of concepts
and the way they relate these with real life corporate. A proper methodology will be followed to make the
students aware about the emerging Innovation practices and research and development techniques.
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Technology development approaches, Performance of R&D
management in Indian scenario.
UNIT – VI
Financial Evaluation of R&D Projects
Introduction, Cost effectiveness of R&D,R&D financial
forecasts, Project selection,Evaluating R&D ventures,
Conflicting views of managers, Allocation of resources, R&D
programme planning and control, Project management, Project
Planning and Control techniques.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference Books:
Managing Technological Innovation – Twiss, B. -. Pitman.
Strategic Management of Technology & Innovation – Burgelman, R.A., M.A. Madique,
and S.C. Wheelwright -. Irwin.
Strategic Management of Technological Innovation – Schilling – McGraw-Hill, 2nd ed.
Managing Technology and Innovation for Competitive Advantage – V K Narayanan -
Pearson Education Asia
Handbook Of Technology Management – Gaynor – Mcgraw Hill
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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Course Outline
Technology Policy
Course Code: MBA4027 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
Understand the concept and need of technology policy in developing country like
India.
Identify the various important issues related to policy formulation, implementation,
evaluation and control.
Appreciate the role of technology policy in development of best and cost effective
manufacturing methods.
Identify and evaluate the effectiveness of technology policy.
UNIT – I
Introduction to Technology Policy
Understanding of the links between science, innovation and
technological change ,basic science policy, Need of a technology
policy, various components of technology policy, role of
innovation and technology progress in globalised economy,
developing research and development programs in crafting a
sound technology policy, role of policy makers in developing a
technology policy
(5 Sessions)
UNIT –II
Technology policy implications in knowledge-based economy
The Essential Features of the New Knowledge-Driven Economy,
Consequences for Innovation & Technology Policy, Policy
Priorities for the Knowledge-Driven Economy, Recent Changes
in our understanding of the Innovation Process and the Role of
Knowledge in technology policy making
(5 Sessions)
UNIT – III The technology policy development process (5 Sessions)
Preamble: The future depends on our ability to resist the imposition of technology which is
obsolete or unrelated to our specific requirements and of policies which tie us to systems which
serve the purposes of others rather than our own, and on our success in dealing with vested
interests in our organizations: governmental, economic, social and even intellectual, which
bind us to outmoded systems and institutions. This course will helps to understand the various
issues related to technology policy framing & its successful application in development of
sound technology and making the people’s life better.
.
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Formulation of technology policy, purpose and scope of
formulating a technology policy, precautions taking while
formulating technology policy, stakeholder involvement in
formulating a policy
MID-TERM EXAMINATION
UNIT – IV
Policy implementation process
Need of an efficient technology policy implementation, role of
resources and timelines, Training, communication, proper
documentation in policy implementation, hurdles faced during
implementation process, policy implementation strategies
(5 Sessions)
UNIT – V
Technology Policy monitoring, evaluation and review
Identifying policy performance indicators, developing a
monitoring plan, scrutiny of documentation, records and reports,
and action planning and action plans, deciding the responsibility
and authority for monitoring process
(5 Sessions)
UNIT – VI
New directions in research and technology policy
Modern research in innovation and technological change,
focusing on their implications for technology policy, the changed
policy environment, Conditions for Successful Technology
Policy in Developing Countries, identifying core policy issues,
investment in policy development for developing
competitiveness
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Foray Dominique , 2009, The New Economics of Technology Policy:, Edward
Elgar Publishing.
Reference Books:
Akhilesh, K.B. (Ed.) 2013, Emerging Dimensions of Technology Management,
Springer-Verlag.
Meissner, Dirk; Gokhberg, Leonid; Sokolov, Alexander (Eds.) 2013, Science,
technology and Innovation Policy for the Future, Springer-Verlag.
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Course Outline
Business Intelligence
Course Code: MBA4028 Year: II Trimester: IV Max. Hours: 30
COURSE OBJECTIVES:
To provide the student a solid understanding of modern information system. To provide a basic understanding of the concept of business intelligence from both a
technical and a person/organization perspective. To clarify the role of business intelligence to gain business advantages
UNIT – I
Introduction
Introduction to Information Systems and Business Intelligence, business
pressures- response-support model, components, benefits and applications,
business intelligence processes, costs, fitting BI with other technology
disciplines issues and future of Business intelligence
(5 Sessions)
UNIT –II
Business intelligence architectures Business intelligence architectures, cycle of a business intelligence analysis,
Enabling factors in business intelligence projects, Development of a
business intelligence system, successful Bi implementation, major tools and
techniques, Ethics and business intelligence
(5 Sessions)
UNIT – III
BI Concepts Data Sources, ETL - Data Transfer Processes, Data Repositories, Final User
Tools
Definition of data warehouse, Data warehouse architecture and process, data
warehousing - development, implementation, administration and security
issues, The role of mathematical models for decision making Data
Warehouse Processes - Query and Reporting, Executive Information
Systems (EIS)
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV Data Mining
Fundamental Concepts, Data Mining process, Data Mining Techniques,
Data Mining Issues and Challenges, The Business Context of Data Mining (5 Sessions)
Preamble: Organizations rely on computer-based information systems for capturing, analyzing,
and distributing the information required to develop, implement, and evaluate corporate strategies
in all functional areas. Managing data as a corporate resource requires a deep understanding of
business processes and of the underlying structure of the data needed to support them.
Business Intelligence is a set of methodologies, processes, architectures, and technologies that
transform raw data into meaningful and useful information used to enable more effective strategic,
tactical, and operational insights and decision-making. The focus of this course is on concepts
central to the management of data resources and the development of business intelligence
capabilities.
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- Data Mining for Process Improvement, Marketing, Data Mining for
Customer Relationship Management, Data Mining as a Research Tool
UNIT – V
BI and strategy Business intelligence capabilities, BI tools and vendors, technologies
enabling business intelligence, BI implementation and integration issues,
Business Performance Management –technologies and applications
(5 Sessions)
UNIT – VI
Competitive Intelligence
Concept and importance, Factors influencing CI, sources of CI, framework
for competitive analysis, Market research as a source of CI, analysis and
verification of intelligence, ethical issues
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Turban E, Sharda R (2007), Business Intelligence: A Managerial Approach, Pearson
Prentice Hall
Carlo Vercellis (2009), Business Intelligence: Data Mining and Optimization for
Decision Making, John Wiley and Sons
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Course Outline
Advance Project Management
Course Code: MBA4029 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
To develop human resources with the basic competence in and sound understanding of
the theory and practice of Project Management.
To introduce students to the purpose, principles, problems and challenges, concepts,
techniques and practice of the Project Management and its various facets: impart skills in
Project Planning, execution and control methods, introduce students to Project
Management Software and application
UNIT – I
Project Management in Retrospect:-Project Management as a
discipline, Project Management – A vehicle for Value creation,
Role of a Project Manager (4 Sessions)
UNIT –II
Linking Strategy to Project Management:- Project Selection
Techniques (Project Feasibility & Detailed Project), Project
Financing, Project Cost Management (EVM) (4 Sessions)
UNIT – III
Advanced Concepts, Tools & Techniques: - Project Time
Management Techniques, Project Quality Management, TOC &
CCPM (7 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Global Procurement & Managing relationships:- -
Procurement Management (including Global Procurement
Management), Managing Customers, contractors & sub-
contractors
(6 Sessions)
UNIT – V
Project Leadership & Managing Human Resource:- The
organizational & managerial control, Building the Project Team,
Leading Effective Teams, Motivation – Theories Applications (4 Sessions)
Preamble: Project consumes resources and project generates revenue. Hence projects are
the back bone of any economy. The range of activities that can be covered under the head
'Project' is so wide that it almost encompasses all economic activities. Project Management
deals with the identification of Project opportunities, formulation of profitable project profiles,
procurement of finance for the project implementation, scheduling of project activities in such
a way to complete the project with minimum cost possible cost/time, monitoring of the project
after its implementation.
Thus Project Management offers an interesting study of the resources utilization and is gaining
importance as a separate field of study, since the future lies in the optimum resource
utilization.
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UNIT – VI
Risk Management :- Concept of risk & risk management, Project
risks identification and their impact, probability matrix,
analyzing and prioritizing risks, planning of risk management,
risk register, risk responses, monitoring & control
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Chandra, P. (2009). Project Management. New Delhi: New Age International (P) Ltd.
Publishers
Nagarajan, K. (2010). Project Management. New Delhi: New Age International (P) Ltd.
Publishers
Reference Books:
Choudhury, S. (2004). Project Management. New Delhi: Tata McGraw-Hill Publication.
Cleland, D. & Ireland, L. (2010). Project Management. New Delhi: Tata McGraw-Hill
Publication.
Heerkens, G. (2010). Project Management. New Delhi: Tata McGraw-Hill Publication.
Heerkens, G. (2010). Project Management: 24 Steps to Help You Master Any Project.
New Delhi: Tata McGraw-Hill Publication.
Horine, G. (2009). Absolute Beginner's Guide to Project Management. 2nd
Edition. Que
Press
Newton, R. (2008). Project Management Step by Step: How to Plan and Manage a
Highly Successful Project. 1st Edition. FT Press.
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Course Outline
Demand & Business Forecasting
Course Code: MBA4030 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Upon successful completion of this course, students would be able to:
Explain the importance of forecasting.
Explain the types of forecasting models.
Solve forecasting problems with softwares.
UNIT – I
Concept, objective and classification of Business forecasting,
Characteristics of Good Forecast, forecasting accuracy,
constrained forecast, Forecast Value Added (FAV) analysis,
Design of forecasting system. Concept of Demand forecasting,
Demand Volatility.
(7 Sessions)
UNIT –II
Models of Demand Forecasting: Extrapolative, Causal and
Subjective judgmental models. Sources of data for forecasting.
Selection of forecasting method: Selection Tree. (5 Sessions)
UNIT – III
Judgmental forecasting Method: Concept and scope. Tools:
Executive opinions Delphi technique, Sales forces polling,
Consumer surveys. (3 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Extrapolative forecasting Method: Moving average, Exponential
Smoothing, time series, components extraction. Trend equation
analysis. ARIMA model and Box-Jenkins approaches of
forecasting.
(5 Sessions)
UNIT – V
Causal forecasting Method: Multiple regression model for
forecasting, using EXCEL and SPSS soft-wares. Focus
Forecasting technique, Collaborative Planning Forecasting and
Replenishment (CPFR) model.
(6 Sessions)
UNIT – VI
Forecasting errors: Concept of forecasting error, Sources of
errors, various measurements of forecasting error-RSFE, MFE,
MAD, MSE, MAPE, TS. (4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
Preamble: This course provides an introduction to the functional area of production and
operations management, with special reference to forecasting. It includes various models for
forecasting models used in real world, which will be discussed with software’s.
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** 1 Session = 60 Minutes
Text Books:
Bedi, Kanishka. (2007). Production & Operations Management. Oxford University
Press..
Reference Books:
Everet, Adam Jr. (2004).Production and Operations Management .Prentice-Hall.
Ashwathapa, K. & Shridhara, Bhat, K. (2007). Production and Operations Management.
Himalaya Publishing House
Chunawala & Patel. (2007) Production and Operations Management. Himalaya
Publishing House.
Mahadevan, B. (2008). Operations Management-Theory and Practice. Pearson Education.
R, Panneerselvam. (2005). Production and Operations Management. New Delhi: PHI
Case Studies:
Air Traffic Forecasting by Airbus
Bedi, Kanishka. (2011). Production & Operations Management (pp 686-692). Oxford
University Press.
Suggested Websites :
http://www.sciencedirect.com
http://www.emeraldinsight.com
http://fisher.osu.edu/jom
http://www.elsevier.com
http://www.poms.org
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Course Outline
Operations Strategy
Course Code: MBA4031 Year: II Trimester: IV Max. Hours: 30
Objectives of the Course:
Develop students' understanding of the strategic impact of operating decisions and the
trade-offs inherent in these choices.
Introduce students to the basic components of an operating strategy, including
architecture, systems, and process technology.
Provide analytical tools and conceptual frameworks for both assessing and designing
operating strategies that fit with broader competitive goals of the company.
Stimulate critical thinking about emerging concepts and ideas in the field of operations
strategy.
UNIT – I
OPERATIONS STRATEGY & COMPETITIVENESS: Operations Management in Modern ERA, operations Strategy-Concept,
The operations strategy matrix, Framework for Operations Strategy in
Manufacturing and Services. Operations performance objectives
Measuring Operations Performance,
(4 Sessions)
UNIT –II
MANUFACTURING STRATEGY CONCEPTS: Manufacturing
Strategy(lean Manufacturing) , Capacity strategy-overall level of
operations capacity, Capacity change, Supply network strategy-
Traditional market-based supply, Partnership supply, Supply chain
instability, Network management-Coordination, matching supply
network strategy to market requirements.
(5 Sessions)
UNIT – III Process’ Technology strategy And Development & Improvement : Suitable dimensions for characterizing process technology, Evaluating
(6 Sessions)
Preamble: This course provides a framework to describe and formulate an operations
strategy , understand and evaluate the key decisions in operations that have a substantial
impact on a firm's competitive position. Thus, the word strategy has two connotations:
formulating an operational strategy (long-term plan) and making strategic (important)
operational decisions.. The course will also examine today's critical strategic issues such as
outsourcing and globalization. Beyond integration of manufacturing decisions with business
strategy, manufacturing and operations strategy emphasizes the concept of operations as a
source of competitive advantage. Using the broad notion of manufacturing, a company's
strength in manufacturing and operations can be the basis of competitive position. A
competitive advantage can accrue through superior product development, cost, quality,
features, etc.
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process technology-Evaluating feasibility, Evaluating acceptability,
Evaluating market and resource acceptability, Evaluating vulnerability.
Improvement Strategy– Process Improvement , Importance–
performance mapping, The sand cone Theory
MID-TERM EXAMINATION
UNIT – IV
DEVELOPING OPERATIONS STRATEGY: Deploying
capabilities in the market ,The strategic importance of
product and service development, Product and service
development as a process
Checking markets, Outcome of Market debate –Order Winners,
Order Qualifiers.
(6 Sessions)
UNIT – V
SUSTAINABLE ALIGNMENT FOR OPERATIONS
STRATEGY: Sustainable Alignment, Formulation models for
alignment, practical challenges of formulating operations
strategies, ‗New‘ approaches to operations-Waste elimination,
Business process Reengineering
Quality as strategic factor – CAD/CAM/CIM, Delivering Value
to customer.
(4 Sessions)
UNIT – VI
INFRASTRUCTURE DEVELOPMENT: operations
implementation, Implementation risk – market and
operations performance becoming out of balance, Forms of
organisation structure Importance, issues involved – organizational issues operational
approaches to improving delivery system, controlling operations
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Slack and Lewis. (2003). Operations Strategy. Prentice Hall.
Hill Irwin. (2002) Manufacturing Strategy. McGraw-Hill.
Miltenburg.(1995). Manufacturing Strategy: How to formulate and implement a winning
plan. Productivity Press.
Reference Books:
Hayes, Pisano and Upton. (2008)Strategic Operations: competing through capabilities
.The Free Press.
David Garvin. (2009)Operations Strategy. Prentice Hall.
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Course Outline
Corporate Governances & Business Ethics
Course Code : MBA5001 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To provide an overview of current thinking and developments in the field of corporate
governance
To enable students critically examine the ethical dilemmas and to understand the
importance of ethical principles and governance in globalised economy.
To develop an understanding of ethics and values in the business community and their
relationship to corporate governance.
UNIT – I
Corporate management: Understanding a corporate,
management vs. governance, corporate meetings,
Conceptual framework of corporate governance : Concept,
principles & need of Corporate Governance, Benefits of good
Corporate governance ,
Theories of Corporate Governance – Agency Theory,
Stewardship Theory, Stakeholder Theory,
Models of Corporate governance – the outsider & insider
model, US & UK ,Japanese and Indian model, Mechanism of
Corporate governance
(5 Sessions)
UNIT –II
Corporate Governance Committees- Cadbury Committee on
CG1992, Hampel Committee 1995, Confederation of Indian
Industry (CII) 1996, Narayana Murthy Committee Report2003,
Dr. J.J.Irani Report on company Law 2005, Challenges & Future
of Corporate Governance in India.
(5 Sessions)
Preamble: Corporate governance is a system of making Management accountable towards
the stakeholders for effective management of the companies. It is also concerned with the
morals, ethics, values, parameters, conduct and behaviour of the company and its
management. The importance of corporate governance lies in its contribution both to business
prosperity and to accountability. Good corporate governance is not just a matter of
prescribing particular corporate structures and complying with a number of hard and fast
rules - there is a need for broad principles, which can be applied to the varying circumstances
of individual companies. Understanding of Business Ethics provides a framework to maintain
fair practices, which build trust in the industry and help in long term growth of a company.
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UNIT –III
Agents & Institutions in Corporate Governance -Role of
Board Of Directors (BOD), Roles, duties & Responsibilities of
Auditors, Auditors failures leading to corporate scams- The
Enron Debacle, Corporate governance in Indian banks,
Corporate Reporting, corporate Disclosure & Investors
Protection in India.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Corporate Social Responsibility-Concept, CSR and corporate
governance, CSR and business ethics, Drivers of CSR,
Environmental aspect of CSR, the Indian scene.
(5 Sessions)
UNIT – V
Business Ethics: values and ethics, benchmark of business
ethics, code of ethics for business managers, ethics committee,
benefits from managing business ethics, developing a
comprehensive ethics programme.
(5 Sessions)
UNIT – VI
Indian ethos and management learnings from religious scriptures
including Ramayan, Bhagwat Geeta and Bible etc.
Application of Ethics in various decision areas: ethical Issues
in marketing, operation, finance, human resource & Information
Technology.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Fernando, A.C. (2006),Corporate Governance: Principles Policies & Practices, Pearson
Education.
Reference books:
Mathur,U.C.,(2005),Corporate Governance & Business Ethics, Macmillian.
Christine,A.Mallin,(2008),Corporate Governance, Oxford.
Velasquez,(2007 ),Business Ethics: Concept & Cases, Prentice Hall.
Ferrel, L. and Ferrel, O.C.(2009), Business Ethics: A case perspective, Cengage learning.
Journals :
The ICFAI University Journal of corporate governance. www.iupindia.org
―Journal of Human Values‖ Management centre for Human values, IIM, Calcutta.
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Course Outline
Project Management
Course Code: MBA5002 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To develop human resources with the basic competence in and sound understanding of
the theory and practice of Project Management.
To introduce students to the purpose, principles, problems and challenges, concepts,
techniques and practice of the Project Management and its various facets: impart skills in
Project Planning, execution and control methods, introduce students to Project
Management Software and application
UNIT – I
Project Management Overview
Project: Concept, Taxonomy, Project Development Cycle
Project Management: Project Management Concept & Phases,
Top Deliverables, Tools and Techniques for Project Management,
Role & Responsibility of Project Manager
(4 Sessions)
UNIT –II
Project Initiation & Planning
Project Initiation: Project Idea Generation & Screening, Project
Rating Index, Market and Technical Analysis, Project Appraisal,
Cost Estimation, Project Financing
Project Planning: Project Scope Management, Identifying
Project Activities, Work Break Down Structure
(4 Sessions)
UNIT – III
Project Analysis:
Situational Analysis and Specification of Objectives
Conduct of Market Survey, Demand Forecasting, Uncertainties in
Demand Forecasting, Technical Analysis
Financial Estimates and Projections
(7 Sessions)
Preamble: Project consumes resources and project generates revenue. Hence projects are
the back bone of any economy. The range of activities that can be covered under the head
'Project' is so wide that it almost encompasses all economic activities. Project Management
deals with the identification of Project opportunities, formulation of profitable project profiles,
procurement of finance for the project implementation, scheduling of project activities in such
a way to complete the project with minimum cost possible cost/time, monitoring of the project
after its implementation.
Thus Project Management offers an interesting study of the resources utilization and is gaining
importance as a separate field of study, since the future lies in the optimum resource
utilization.
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MID-TERM EXAMINATION
UNIT – IV
Project Selection
Key Considerations in Project Selection
RRiisskk AAnnaallyyssiiss iinn PPrroojjeeccttss:: Sources, Measures and Perspectives
on Risk, Decision Tree Analysis, Sensitivity Analysis, Scenario
Analysis, Simulation Analysis, Break-Even Analysis, Hillier
Model,
SSoocciiaall CCoosstt BBeenneeffiitt AAnnaallyyssiiss:: Rationale for SCBA, UNIDO
Approach, Little-Mirrlees Approach
(6 Sessions)
UNIT – V
Project Financing
Capital Structure, Sources of Short-term & Long-term Financing
Venture Capital, Raising Capital in International Markets
(4 Sessions)
UNIT – VI
Project Implementation
Project Planning & Control
Network Techniques for Project Management: CPM, PERT
Post Completion Audits & Abandonment Analysis,
Human Aspects of Project Management
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Chandra, P. (2009). Project Management. New Delhi: New Age International (P) Ltd.
Publishers
Nagarajan, K. (2010). Project Management. New Delhi: New Age International (P) Ltd.
Publishers
Reference Books:
Choudhury, S. (2004). Project Management. New Delhi: Tata McGraw-Hill Publication.
Cleland, D. & Ireland, L. (2010). Project Management. New Delhi: Tata McGraw-Hill
Publication.
Heerkens, G. (2010). Project Management. New Delhi: Tata McGraw-Hill Publication.
Heerkens, G. (2010). Project Management: 24 Steps to Help You Master Any Project.
New Delhi: Tata McGraw-Hill Publication.
Horine, G. (2009). Absolute Beginner's Guide to Project Management. 2nd
Edition. Que
Press
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Newton, R. (2008). Project Management Step by Step: How to Plan and Manage a
Highly Successful Project. 1st Edition. FT Press.
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Course Outline
Marketing Research
Course Code: MBA5003 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To introduce the student to marketing research.
To have understanding of the various research designs.
To be aware of the different sources of marketing data and the process of gathering such
data.
To prepare the student for conducting marketing research studies.
UNIT – I
Introduction: Definition, Objective, Application and Limitation of
Marketing Research, Marketing Information System, Marketing
Research Process.
Research Design: Overview of Research Designs used in
marketing.
(5 Sessions)
UNIT –II
Primary and Secondary Data: Advantages & Disadvantages of
Primary Data & Secondary Data, Overview of Secondary Data,
literature review, sources available in India.
Introduction to basic Methods of Collecting Data like
Questionnaire Method and Observation Method, Process and
guidelines for preparation of Questionnaire.
(5 Sessions)
UNIT – III
Measurement and Scaling: Types of Scales, Difficulty of
Measurement, Sources of Error, Development of Marketing
Measures.
Introduction to selected Attitude Scales, Limitations of Attitude
Measurement.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Sampling: Introduction to Sample and population, Various
Techniques of Sampling, Problems associated with Sampling.
Data Processing and Analysis: Introduction to SPSS, coding and
feeding of data in SPSS.
(5 Sessions)
UNIT – V
Research designs- Descriptive, Causal, Exploratory and Data
Analysis through SPSS. Brief overview of multivariate data
analysis techniques and application of common techniques like
exploratory factor analysis, correlation and regression through
SPSS.
(5 Sessions)
UNIT – VI
Report Preparation: Layout of Research Report.
Introduction to APA format of referencing for Books, Journal
papers, Newspaper, Internet Sources and Magazines. (5 Sessions)
Preamble: This course addresses the use of research tools as an aid in analysis and making
marketing decisions specifically, how the information used to make marketing decisions is
gathered and analyzed.
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* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Note:
a. Relevant Case Studies should be discussed and presented in the class.
b. Practical problems should be discussed, analyzed and solved wherever applicable.
c. Students should be exposed to relevant software‘s like SPSS.
d. A mini-project after completion of the second unit should be given to students in group of
e. There should be presentation and evaluation of the same in the class.
Text Book:
Malhotra & Dash. Marketing Research, Pearsons Education, New Delhi.
William G., Zikmund and Babin Barry J. Essence of Marketing Research, Cengage
Learning.
Reference books:
Beri, G.C. (2010). Market Research. New Delhi, India: Tata McGraw Hill.
Cooper, Donald, R., & Schindler, Pamela, S. (2007). Marketing Research: Concept and
Cases. New Delhi, India: Tata McGraw Hill.
Burns, Alvin, C., & Bush, Ronald, F. (2007). Marketing Research. Delhi, India: Pearson
Education.
Suggested Journals:
Journal of Marketing Research
International Journal of Research in Marketing
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Course Outline
Rural Marketing Management
Course Code: MBA5004 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To create awareness about the applicability of the concepts, techniques and processes
of marketing in rural context.
To familiarize with the special problems related to sales in rural markets.
To help understand the working of rural marketing institutions and agricultural
products.
UNIT – I
Introduction to Rural Marketing: Rural Marketing : Definition,
Characteristics and Dimensions of Rural Markets , Image of
Indian Rural Marketing and Approach to Rural Markets of India, Rural Market Profile, Rural Market in India, Size and Scope
,Environment of Rural Markets in India, Constraints in Rural
Marketing and strategy to overcome the constraints.
(5 Sessions)
UNIT –II
Rural Consumer Behaviour: Factors affecting Rural Consumer
Behaviour, Socio-cultural, Personal, Psychological Factors,
Buying Decision Process, Buying Behavior Pattern, Buying
Evaluation Procedure, Brand Loyalty, Innovation Adoption,
Challenge.
(3 Sessions)
UNIT – III
Rural Marketing Strategies: Segmentation, Targeting,
Positioning for rural market, Product strategies, Pricing strategies,
Distribution strategies, Promotion strategies. (7 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Rural Market Research: Rural Vs. Urban market research,
Marketing Research Process, Planning the rural research,
Research tools for rural market, Field procedures and rural
realities, Limitations & Challenges in Rural Marketing Research.
(4 Sessions)
UNIT – V
Rural Marketing Communication: Importance of Rural
Marketing Communication, Rural Communication Media, Types
of Rural Communication, Challenges of Rural Communication,
Ways to Achieve Effective Rural Communication.
(4 Sessions)
UNIT – VI
Rural Marketing Network: Intermediaries in the Rural
Distribution Channel, Rural Marketing Institution, Corporate
Presence in Rural India, Problems in Agricultural Marketing, (7 Sessions)
Preamble: The objective of the course is to provide conceptual understanding on the Rural
Marketing with special reference to Indian context and develop skills required for planning of
Rural Products. This course give immense opportunities to understand the rural sector
marketing strategies, and marketing of both agricultural and allied sector products in rural
areas.
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Marketing of Agricultural Input and Non-farm Products, Role of
Government in Rural Marketing
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Pandey, M., and Tewari, D.(2010) The Agribusiness Book: Analysing South Asia.
Lucknow. India: IBDC Publisher.
Gaikwad, V. R. (1973).’A search for the Rural Consumer’in New Opportunities in Indian
Agriculture. Indian Institute of Management, Ahmedabad: Wheeler Publishing.
Gopalaswamy, T.S. (2010) Rural Marketing: Enviroment, Problem and Strategies. New
Delhi, India: Vikas Publishing.
Velayudhan, S.K. (2011). Rural Marketing: Targeting the Non-urban Consumer. New
Delhi, India: Response Books.
Reference Books:
Philip Kotler: Marketing Management, Analysis, Planning Implementation and Control.
Barkar, J.W.: Agricultural Marketing, Oxford University Press, New York.
Jha, S.M. & Singh, L.P.: Marketing Management in Indian Perspective, Himalaya,
Bombay.
Jonathan Reuvid, Guide to Rural Business (Kogan Page) 2003.
Brown Ben, Practical Accounting for Farm and Rural Business (Lavoisier) 2003.
Suggested Journals:
Indian Journal of Marketing- Associated Management Consultants
Journal of Marketing Management – ICFAI University Press
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Course Outline
Sales and Distribution Management
Course Code: MBA5005 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
Appreciating the inter-dependence and relationship amongst channels of distribution.
Understanding how sales and distribution fits into the big picture of marketing and how
these aspects can be combined to achieve organizational goals.
To analyze decision alternatives and planning and implementation of Sales and marketing
programs
To analyze selection, motivation of channel members and managing conflict.
UNIT – I
Introduction to Sales Management, Difference between sales and
marketing, Styles of selling, Personal Selling and Process of
Personal Selling, Qualities of a Successful Salesman, and Goals
in Sales Management.
(5 Sessions)
UNIT –II Analyzing Market Demand and Sales Potential, Preparation of
Sales Budget, Sales Quota and Designing Sales Territories. (5 Sessions)
UNIT – III Sales Organization, Designing the Structure and Size of Sales
Force, Recruitment and Selection of Sales Force (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV Motivating, Training and Compensating the Sales Force,
Evaluation and Analysis of sales force. (5 Sessions)
UNIT – V
Distribution Channel: Introduction, importance, types, functions,
and design of Channels.
Overview of Channel Management decisions, Channel conflict
and resolution.
(5 Sessions)
UNIT – VI
International Channels of Distribution.
Major modes of transportation, Multimodal Transport System-
Overview, Containerization, Multimodalism in India.
Third Party Logistics- Service providers, Risks of Outsourcing
and risk management.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
Preamble: It is a course designed to give marketing students, an overview and
understanding of sales and distribution function in business and other disciplines. It discusses
various aspects of the sales function ranging from various sales organization structures to the
role of the sales manager in improving sales by hiring, training, motivating and leading the
sales force. The second half of the course deals with the distribution function and discusses
logistics and channel management.
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** 1 Session = 60 Minutes
Text Book:
Jobber, D. & Lancaster, G. (2008). Selling and Sales Management. New Delhi: Pearson
Education.
Still, Richard R., Cundiff, E. W. & Govoni, N. (2007). Sales Management – Decision,
Strategies and Cases. New Delhi: Pearson Education/Prentice Hall of India.
Spiro, R., Stanton, W. and Rich, G. (2003). Management of a Sales Force. New Delhi:
McGraw Hill.
Reference Books:
Kapoor, S. K., & Kansal, P. (2006). Basics of Distribution Management. New Delhi:
Prentice Hall of India.
Rosenbloom, B. (2008). Marketing Channels: A Management View. New Delhi:
Thomson Learning.
Dalrymple, D. J., Cron, W. L. & Decarlo, T. (2005). Sales Management. New Delhi:
John Wiley & Sons (Asia) Pvt. Ltd.
Journals:
Journal of Sales Management and Personal Selling.
International Journal of Physical Distribution & Logistics Management
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Course Outline
Industrial Relations and Trade Union
Course Code: MBA5006 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To develop an understanding of the interaction pattern among labor, management and the
state.
To build awareness of critical issues in industrial relations and impart knowledge of the
contents of the labor laws to the stake holders.
UNIT – I
Industrial Relations: Concept, Scope and Objectives,
Significance, Approaches, Principles of good industrial
relations, Role of State, Employers and the Unions in industrial
relation.
(5 Sessions)
UNIT –II
Trade Unionism and Industrial Relations: Labor movement,
Concepts ,Trade union movement, Development of trade
unionism in India, Functions and Problems of trade unions (5 Sessions)
UNIT –III
The Trade Union Act, 1926
Definition of a trade union, Registration of trade union, rights
and privileges of a registered trade union, Duties and liabilities
of a registered trade union, regulations, penalties.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Industrial Disputes: Meaning, Causes and forms. Industrial
Relations machinery to solve industrial disputes: Works
Committee, Conciliation-Conciliation Officers--Board of
Conciliation – Court of Enquiry, Arbitration, Adjudication-
Labor Court-Industrial Tribunal - National Tribunal.
(6 Sessions)
UNIT – V
Worker’s Participation in Management: Evolution of
Concept, Objectives of W.P.M, Forms of Worker‘s Participation
in India, Sachar Committee and Varma Committee on Worker‘s
(4 Sessions)
Preamble: Indian Industry is waking up to the challenges thrown in by market economy. To
survive in this highly competitive scenario, managers are being pressurized to improve quality,
to increase productivity , cut down waste and eliminate inefficiency. The collective efforts of
the employer and the employee assumed relevance in this context.
As the expression industrial relation and trade union by itself means relationship that emerges
out of day to day working and association of labor and management. The course aims to fulfill
the need for developing competency to handle IR issues.
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Participation. Necessary Conditions for effective working of
WPM,
UNIT – VI
Industrial relations in Major Industrialize Economies :An
Overview: Comparative study of Industrial relations in U.K,
Industrial relations in European Union, Industrial relations in
China, Industrial relations in Australia
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Mamoria, C. B., Gankar, S.V., & Mamoria, S. (2010). 13th
Edition. Dynamics of
Industrial Relations. New Delhi: Himalaya Publishing House..
Reference books:
Venkata, R. (2010). 13th Edition. Industrial Relations. New Delhi: Oxford University
Press.
Singh, B.D. (2010). Industrial Relations and Labour Laws. New Delhi: Excel Books.
Monappa, A. (2006). 1st Edition. Industrial Relations. New Delhi: Tata McGraw Hill
Publishing Company Ltd.
Singh,P.N.,& Kumar,N.(2010).Employee Relations Management. New Delhi: Pearson
Publication
Srivastava, S. C. (2003). 4th Edition. Industrial Relations and Labour Laws. New Delhi:
Vikas Publishing House Pvt. Ltd.
Journals :
Labor Law reporter.
The Indian Journal of Industrial Relations by Shri Ram Centre (for Industrial relation and
Human Resources), New Delhi Publication.
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Course Outline
Change Management
Course Code: MBA5007 Year: II Trimester: V Max. Hours:30
Objectives of the Course:
To enable students understand variety of approaches to managing organizational change. To make them acquire knowledge, skills and tools that enable a leader/organization to
facilitate change in a pro-active participative style. Identifying the roles of change agent in the process of change within the organization,
examining the barriers to successful implementation, and demonstrate ability to
analyze internal and external threats.
UNDERSTANDING CHANGE
UNIT – I
Organizational Change: Introduction, Types of change, Forces of
change: Internal and external, theoretical framework of
organizational change: life cycle theory, teleological theory,
dialectical theory, evolutionary theory.
Perspectives on organizational change: Contingency and resource
dependence, population-ecology, institutional, evolutionary.
(5 Sessions)
UNIT –II Strategic change, stakeholder and congruence analysis, PESTLE
analysis (3 Sessions)
UNIT – III
Organisation Development- overview, managing the OD process,
Action research, OD interventions – types and expected results.
Recent approaches to OD and change
Models of change: Introduction, Classical and systems paradigm.
Process based change models: lewin‘s model of change, planning
model, model of change management process, Integrative model
for planned change, Schein‘s model of change.
Content Based models: the dissipative equilibrium model, Burke
Litwin model. Integration of change models: Leavitt‘s model,
Nadler and Tushman‘s model and managing change model.
Punctuated equilibrium model
(7 Sessions)
Preamble: Change management is a systematic approach to dealing with change, both from the
perspective of an organization and on the individual level. Successful adaptation to change is as crucial within
an organization as it is in the natural world. A proactive approach to dealing with change is at the core of all
HR activities in the contemporary business environment. This course is designed to help students understand the
common approaches to bring about planned changes into the organization and how best implementation can
be done through cultures, structures, leadership and other systems.
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MID-TERM EXAMINATION
IMPLEMENTING CHANGE
UNIT – IV
Resistance to organizational change: Concept, Nature, factors
contributing to resistance, mechanisms underlying resistance, the
behavioural elements, cognitive and affective processes,
suggestions to managing resistance to change.
(4 Sessions)
UNIT – V
Role of change agents and leadership: Introduction to change
agents, Role of HRD in managing change, level 5 leadership.
Implementing organizational change: Introduction. Delta
technique, Skills for managing change, Strategy for organizing
change.
(5 Sessions)
UNIT – VI
Organizational culture and change
Culture: Introduction, nature, levels, patterns of work culture.
Formal and informal components of organizational culture,
functions of organizational culture and change, researches on
cultural differences in organizations. Organizational culture
leadership and firm size. Emerging trends in organizational
culture.
(6 Sessions)
END-TERM EXAMINATION
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Change Management, concepts and applications, Radha R. Sharma,TMH
Managing organizational change, Palmer, Dunford, Akin, Tata Mc-Graw Hill edition
Reference Books:
Mirza S.Saiyadan, Organisational Behaviour,TMH, 2003, New Delhi.
Robert A Paton and James McCalman, Change Management: A Guide to Effective
Implementation 2/e.Response Books, New Delhi, 2000.
Sethi: Orgnisational Transformation Through Business Process Reengineering Pearson
Education.
Art Horn: Gifts of Leadership: Team Building through Focus and Empathy, Macmillan
India, 1998.
C.S.Venkataratnam: Negotiated Change -Collective Bargaining, Liberalisation and
Restructuring in India, Response Books, New Delhi, 2003.
Course Outline
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Managerial Counseling and Stress Management
Course Code: MBA5008 Year: II Trimester: V Max. Hours: 30
Objectives of the course:
It aims to make the students clear about the role of managerial counseling at work place
in improving employee‘s relations and their mental & physical health.
It aims to recognize the relationship of stress with individual performance and also to
study counseling as a therapy for stress free life.
UNIT – I
Counseling Concept: Emergence and historical Development of
the Counseling Profession, Factors contributing to the emergence
of counseling, Types of counseling: goals and expectation,
Counseling process, evaluation of counseling and ethical issues.
Counseling and related fields: Psychotherapy, Clinical
Psychology, Hygiology. Modern trends in counseling.
(5 Sessions)
UNIT –II
Managerial Counseling at Work Place: Self-Development of
Managers as Counsellors, Assertiveness and Interpersonal Skills
for Counsellors, Counselling Relationship, counseling outcomes. (4 Sessions)
UNIT – III
Development of Counselling Skill: Introduction to the
Important Schools of Counselling, Psychoanalytic Foundations,
Transactional Analysis, Gestalt Therapy, Rational Emotive
Therapy, Person-Centred Approach to Counselling, Nonverbal
Clues.
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Selection of Counselling Strategies & Interventions in
Organisations: changing behaviour through Counselling,
empathy, Listening and responding, Effective Feedback,
Performance Counselling, Counselling in Problem Situations,
Interpersonal Conflicts, Midlife Blues, Integration and Action
Plan.
(5 Sessions)
UNIT – V Stress: types of stressors,purpose of stressors, long-term effects
of stressors: physiological and psychological, specific (5 Sessions)
Preamble: Stress affects just about every person, everyday of their lives. Many things can
cause stress and there are different ways of dealing with stress. The basic purpose of this
course is to assist individuals by providing an overview of the counselling processes and
techniques and creat a forum for practising the basic counselling skills. The course will also
help them to deal with stress and to make their own decision from among the choices available
to them for the purpose of enhancing their personal and professional effectiveness. This course
aims to understand the stress process and its relation to health issues and behavioural
effectiveness in organization.
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applications of stress as it relates to the workplace and different
target groups,Potential Sources of Stress at Work Place,
Relationship between Stress and Job Performance, Stress and
Personality.
UNIT – VI
Stress Management: Stress Management Model, Stress
Management Strategies: Individual and Organizational Coping
Strategies, Golden Principles to a Stress Free Life. (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
T1- Rao, S., & Narayana. (2006). Counseling and Guidance. New Delhi: Tata McGraw-
Hill Publications.
Reference Books:
R1- Pareekh, U. (2007). Understanding Organization Behaviour. New Delhi: Oxford
Higher Education Publication.
R2- Singh, K. (2010). Organization Behaviour Text and Cases. New Delhi: Pearson
Publications.
R3- Decenzo, D. A., & Robbins, S. P. (2004). Personnel / Human Resource
Management. New Delhi: Prentice Hall India.
R4- Aswathappa, K. (2006). Human Resource Personnel Management. New Delhi: Tata
McGraw Hill.
Journals:
The IUP Journal of Organization Behaviour
HRD Review by The Academy of Human Resource Development
Course Outline
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Financial Derivatives
Course Code: MBA5009 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To make the students aware about various financial derivatives available
To evaluate how these financial derivatives are used to minimize risk
To learn how to formulate option trading strategies and execute them
To learn when to use a particular financial derivative
UNIT – I
DDeerriivvaattiivveess::
Definition and Origin of Derivatives
Type of Derivative Contracts: Forwards, Futures, Options &
Swap
Participants in Derivative Market
Economic Function of Derivative Market – Risk Management,
Market Efficiency, Price Discovery
Role of Derivatives in Hedging, Speculation & Arbitrage
(5 Sessions)
UNIT –II
OOppttiioonn CCoonnttrraaccttss::
Option Terminology, Comparison between Futures and Options,
Options Payoffs, Application of Payoffs
EExxoottiicc OOppttiioonnss::
Asian, Bermudan, Compound, Binary, Barrier, Look back, Shout,
Chooser
(5 Sessions)
UNIT – III
PPrriicciinngg ooff OOppttiioonnss:: Variables affecting Price of Options,
Binomial Model and Black-Scholes Model for Option Pricing
Option Greeks: Delta, Gamma, Theta, Vega & Rho (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV OOppttiioonn TTrraaddiinngg SSttrraatteeggiieess::
Long / Short Call, Long / Short Put, Covered Call / Put, Long / (7 Sessions)
Preamble: Financial risk management has become one of the most important
aspects in recent times. With the advent of financial derivatives, this has become
relatively easy. At the same time, as financial derivatives work as double edged
weapons, a considerable large number of investors lost their money as they
wrongly used them. Hence there is a need to have a course on financial
derivatives to know how best they are used.
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Short Strangle, Long / Short Straddle, Collar, Spread, Long /
Short Call Butterfly, Long / Short Call Condor
UNIT –V
FFuunnddaammeennttaallss ooff FFuuttuurreess::
Difference between Forward & Futures, Futures Terminology,
Margins, Daily Mark-to-Market and Final Settlement, Contango
and Backwardation
Payoff Matrix from Futures, Hedging with Futures
(5 Sessions)
UNIT – VI
SSwwaappss:: Interest Rate Swaps & Currency Swaps
CCrreeddiitt DDeerriivvaattiivveess:: Credit Risk & Rating, Collateralized Debt
Obligations (CDO), Credit Default Swaps (CDS)
Regulatory Framework of Derivative Markets
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Hull, J.C. (2001). Options, Futures and Other Derivatives. New Delhi: Prentice Hall of
India Limited.
Reference Books:
Gupta S. L. (2010). Financial Derivatives. New Delhi: Prentice Hall of India Limited.
Arditti, F.D. (1996). Derivatives: A Comprehensive Resource for Options, Futures,
Interest Rate Swaps and Mortgage Securities, Washington, D.C.: Island Press.
Johnson, P.M. (1999). Derivatives: A Manager's Guide to the World's Most Powerful
Financial Instruments. USA: McGraw-Hill Professional
Kolb, R.W. & Overdahl, J.A. (2003). Financial Derivatives. New York: Wiley and Sons.
Miller, M.H. (1997). Merton Miller on Derivatives, New York: Wiley and Sons.
Somanathan (1998). Derivatives: Markets, Valuation, and Risk Management, New Delhi:
Tata McGraw-Hill
ISMR 2009, www.nseindia.com
Fact Book, www.nseindia.com
Derivatives Market Dealer‘s Module, www.nseindia.com
Capital Market Dealer‘s Module, www.nseindia.com
Suggested Journals:
Review of Finance
Review of Derivatives Research
Case Folio: ICFAI
Course Outline
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Microfinance
Course Code: MBA5010 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To provide a thorough knowledge of the concept of microfinance and how microfinance
institutions work, including the operational aspects of an SHG/ MFI.
To build up the financial literacy of the students aspiring careers in microfinance and SME sector.
UNIT – I
Perspectives of Microfinance:
Microfinance, Need of Microfinance, Evolution and Character of
Microfinance in India, Microfinance Product Portfolio, Key
Principles of Microfinance
Dilemmas in Contemporary Microfinance Functioning
Microfinance as a Tool for Development; India, MDGs and
Microfinance
(6 Sessions)
UNIT –II
Microfinance Delivery Methodologies:
Self Help Group Model, Federated Self Help Group Model,
Association Model, Community Banking Model, Grameen Bank
Model, Cooperative / Mutually Aided Cooperative Model,
Rotating Savings and Credit Association (ROSCA), Non
Banking Finance Company (NBFC) Model (BASIX)
(5 Sessions)
UNIT – III
Emerging Microfinance Issues:
Legal and Regulatory Framework, Emerging Issues
Impact Assessments and Social Assessments of MFIs
(4 Sessions)
MID-TERM EXAMINATION
UNIT – IV
SHG-Bank Linkage Programme:
Overview, Evolution, Need, Models of Linkage between Banks (3 Sessions)
Preamble: The subject intends to deliver the comprehensive knowledge of Microfinance in
Indian context with a lot of focus on its practical implication. The course intends to provide a
thorough knowledge of the concept of microfinance and how microfinance institutions work,
including the operational aspects of an SHG/ MFI and to build up the financial literacy of the
students aspiring careers in microfinance and SME sector.
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and Self-Help Groups, Impact, Progress, Promotional Initiatives,
Issues in SHG – Bank Linkage Programme, Challenges
UNIT – V
Operational aspects of Micro Finance (I)
Accounting and Financial Reporting, Financial Analysis,
Revenue Model, Operating Costs and Efficiency, Products and
Services, Risk Management, Credit Bureaus and Credit Scoring
(6 Sessions)
UNIT – VI
Operational aspects of Micro Finance (II)
Basics of Banking, Priority Sector Norms of Lending,
Commercial Banks as Micro lenders, The Technological Base:
Payment Systems and Banking Software, Building the Market
for Investing in Microfinance
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Indian Institute of Banking and Finance. (2008). Micro-Finance: Perspectives and
Operations; Macmillan India Limited.
Panda D. K. (2009). Understanding Microfinance.; Wiley India Publication.
Reference Book:
Rhyne, E. (2009). Edition I. Microfinance for Bankers and Investors: Understanding the
Opportunities and Challenges of the Market at the Bottom of the Pyramid. Tata McGraw
Hill Publication, New Delhi.
Course Outline
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Management of Financial Services & Institutions
Course Code: MBA5011 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To give the students an sight into the principles, operational policies and practices of the
prominent Financial Markets and Institutions, their structure and functioning in the
changing economic scenario, and to make critical appraisal of the working of the specific
financial institutions of India.
UNIT – I
Management of Commercial Banking Institutions (I):
Banking industry in India and its constituents, RBI – introduction
& major functions, commercial banks in the Emerging
Environment of Privatization and Globalization, Internet banking
and mobile banking.
(5 Sessions)
UNIT –II
Management of Commercial Banking Institutions (II):
Management of deposits of commercial banks, management of
loans in commercial banks, Asset liability management,
Management of NPAs, Interest rate structure
(5 Sessions)
UNIT – III
Management of Financial Services: Mutual Fund – origin and growth of mutual fund, Constituents
and management of Mutual Fund – sponsors, trustees, AMCs and
custodian, Type of mutual fund schemes, benefits of mutual fund
as an investment option.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Management of development Financial Institutions:
Meaning and importance of development financial institutions.
IDBI, ICICI, IFCI, NABARD and SFCs – introduction and
major objectives.
(5 Sessions)
Preamble: Finance is at the heart of corporate strategy. It provided the tools and language
which inform strategic choice, and prioritise which maximum shareholder value. For emerging
economies, financially educated students can help ensure that the financial sector marks an
effective contribution to real economic growth and poverty reduction.
This course will provide an insight of Indian Banking System, Mutual Fund Industry,
Insurance Industry and other financial institutions and services.
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Microfinance: Need, Evolution, Initiatives, Challenges, SHG –
Bank Linkage Programme, Financial Inclusion
Micro Finance Institutions – concept and services.
UNIT – V
Merchant Banking and Venture Capital:
Merchant banking – origin and development of merchant
banking in India. Importance of merchant bankers, guidelines of
SEBI towards merchant banking.
Venture Capital – concept and importance of venture capital,
venture capital in India, guidelines for venture capital.
(6 Sessions)
UNIT – VI
Management of NBFCs :
Non Banking Financial Institutions – Activities and Role of
NBFC; Regulatory Framework of NBFC; Recent Development.
Leasing & Hire Purchase – concept of lease & hire purchase,
lease vs. hire purchase, benefits to lesser and lessee.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Frank J. Fabozzi, F. Modigiliani, Foundation of Financial Markets & Institutions (Third
Edition), Pearson Education.
Meir Kohn, Financial Institutions & Markets, TATA McGraw Hill.
M Y Khan. Indian Financial System (Fourth Edition), TATA McGraw Hill.
Reference Books:
Bharti V Pathak. (2010). Indian Financial System. Pearson Publication
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Course Outline
Tax Planning
Course Code: MBA5012 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To provide students a comprehensive overview of the taxation system, procedures,
structures and their implications in terms of tax planning for individuals as well as
corporate
To develop analytical skills of students to acquaintance of the practical functioning of
taxation in corporate spectrum by extending the maximum practical exposure to students
UNIT – I
Introduction to Taxation Basics
Introduction to Basic Tax Concepts
Evolution of Taxation System
Tax Planning, Tax Avoidance, and Tax Evasion
Residential Status of Assessee and its impact on Tax Liability
(4 Sessions)
UNIT –II
Taxation for Individual (I)
DDeetteerrmmiinnaattiioonn ooff TTaaxxaabbllee IInnccoommee ooff IInnddiivviidduuaall:: Income from
Salary, Income from House Property, Income from Business or
Profession, Income from Capital Gains, and Income from Other
Sources
(7 Sessions)
UNIT – III
Taxation for Individual (II)
Deductions from Gross Total Income, Computation of Tax
Liability, Permanent Account Number, Filing of Return, e-filing
of return, Assessment of Individuals.
(4 Sessions)
MID-TERM EXAMINATION
Preamble: The subject intends to deliver the comprehensive knowledge of corporate
taxation in Indian context with a lot of focus on its practical implication. The tax system works
as an important mechanism for revenue generation of any economy. On the other hand, for
companies it is essential to explore the various taxation provisions to make the compliance of
norms along with minimizing the tax liability for the company as it forms an integral part of
the cost of deliverables. This course content comprises of corporate taxation system, taxonomy
and procedures in India. A global comparison of the taxation systems across the globe is also
included. Finally, outlook to Central Excise Duty, Customs Duty, Capital Gains Tax, Sales Tax
or Value Added Tax are also included to make it more relevant.
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UNIT – IV
Corporate Taxation (I)
Depreciation, Set off and Carry forward of Losses, Deductions
and Reliefs under Income Tax Act, Taxation Structure and
Taxonomy in India, TDS Rates and Rules.
(4 Sessions)
UNIT – V
Corporate Taxation Procedure (II)
Determination of Tax Liability of Company, Minimum Alternate
Tax, Tax on Distributed Profits; Filing of Return and Procedure
of Assessment; Appeals, Revision and Rectification.
(5 Sessions)
UNIT – VI
An Outlook to Relevant Corporate Taxes
A Brief Insight of Central Excise Duty, Customs Duty, Value
Added Tax, Wealth Tax.
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Singhania, V. K. & Singhania, M. (2010). Corporate Tax Planning and Business Tax
Procedures. Taxmann Publication, New Delhi.
Mehrotra, H. C. (2010). Corporate Tax Planning. Sahitya Bhawan Publication.
Reference Book:
Bhatia, H. L. (2011). Public Finance. 27th
Edition. Vikas Publishing House.
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Course Outline
Global Strategic Management
Course Code: MBA5013 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To appreciate the major concerns and strategies of international businesses.
To understand and reorient the process of strategic management in International context.
To clarify issues which are of paramount importance for competitiveness in International
business operations
UNIT – I
Introduction to Global Strategic Management: benefits and
risks of single country strategy, dimensions of global strategy,
motives and reasons for internationalization of firms, basic
components of global strategy, drivers for global strategic
perspectives, competing pressures for Cost Reductions & Local
Responsiveness, value creation in business
(5 Sessions)
UNIT –II
Strategic Planning for international business: International
strategic management process; Approaches in formulating and
implementing strategy; developing a strategic planning model for
MNCs; Global strategy framework, Sources of competitive
advantage of global companies
(4 Sessions)
UNIT – III
Competitive Strategies for International Business: Strategic
roles of subsidiaries – types of subsidiary level strategies, and
roles of corporate parent; Entry Decisions for International
Business; Timing of Entry, Mode of entry in Foreign Market-
advantages and disadvantages and, risks vs control,
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Strategic Alliances: Motives for strategic global alliances;
strategic value of an alliance; partner analysis; Selection &
Structure of Strategic Alliance; criteria for successful alliances;,
Advantages of Strategic Alliances, Disadvantages of Strategic
Alliances.
(5 Sessions)
Preamble: This course is grounded on the fundamental principles of strategic management
and focuses on strategy making in business corporations. Globalization of business has led to
the emergence of global strategic management. A combination of strategic management and
international business will result in strategies for global cooperation. It examines the firm’s
international strategies, the nature and form of international business arrangements, to
determine if they fit within the firm’s overall global strategic position.
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UNIT – V
International strategies-Implementation: selection of foreign
market, implementation through structure culture and leadership,
global strategy structure relationship (5 Sessions)
UNIT – VI
International strategies-Control : Control Systems and
Incentives-Type of Control Systems, Incentive Systems for
control; Role of legal structure in controlling; designing an
effective monitoring and control system, ethical management in
MNCs
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Deresky, H., (2007), International Management-Managing across borders and cultures,
PHI New Delhi.
Lasserre, P., (2007), Global Strategic Management, Palgrave MacMillan, Hampshire
Reference Books:
Cullen J. B., Multinational Management – A Strategic Approach, South-Western, Ohio.
Sindhwani T. N., The Global Business Game – A Strategic Perspective , MacMillan,
New Delhi
Daniels J. D., International Business – Environment and Operations, Pearson
Education, New Delhi.
Sanyali, R.N., International Management- A Strategic Perspective, PHI, New Delhi
Clegg, S.R. (2006), Global Management Solutions, Sage Publications
Suggested Journals:
Global Business Review; International Management Institute
Journal of World Economic Review; Serial Publications, India.
IUP journal of Intellectual property rights; IUP, India
Foreign Trade Review, IIFT
Harvard Business Review
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Course Outline
Export-Import Procedure and Documentation
Course Code: MBA5014 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
The main objectives of this learning unit are to learn about different types of documents
used in international trade (import and export), which documents are usually required
by customs, the requirements for various documents and how to fill in these documents
correctly.
Analyzing the various classifications and requirements of export documents.
Learning what functions export documents perform.
Learning the different types of documents of origin that evidence the origin of goods.
Analyzing the various commercial and administrative documents.
UNIT – I
Export Management- An Overview:
Introduction to Export management
Definition of Export, needs and benefits arising from
Export
Importance of Exports to India
Selecting of export market and product for export.
Direction of Exports from India
Trend in India‘s Export.
Types of exporters
Reasons for India‘s poor share in world trade
(6 Sessions)
UNIT –II
Institutional Infrastructure for Export promotion:
Institutions for financing exports- EXIM Bank. ECGC.
Commodity Boards. Export Promotion Councils.
IIFT, Federation of Indian Export Organisation.
Indian Council of Arbitration. Export Development
Authority.
Agricultural and Processed Foods Export Development
Authority
(4 Sessions)
Preamble: To make the student aware regarding the need, requirement and importance of
the export-import procedure and documentation to make them equip with the need and
requirement of industry.
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SIDBI
UNIT – III
Export Procedures
Introduction , Stages in Export Procedure
Excise clearance procedure
Role of custom House Agents
Shipping and custom formalities
Marine Insurance
Negotiation of Export Documents
Realization of export proceeds
ISO 9000 certification
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Export Documentation :
Defining Export Documentation :- Main Commercial
Documents and Additional Commercial Documents
Means of export (sea, air, post, courier, ICD, etc) and
documentation required.
Instruments of payment and various Incoterms
(5
Sessions)
UNIT – V
Export Finance :
Pre-shipment Finance and Post-shipment Finance
Special Financial Facilities
Export Pricing, Mechanism of Price Fixation
(3 Sessions)
UNIT – V
Import Management in a Developing Economy:
Import procurement, methods, and Import financing
Purchase contract, Import Canalization,
Import under counter-trade,
Monitoring and follow up of import contracts.
(7 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:-
Export Management (2010) by Khurana P.K., Galgotia Publications, New Delhi
Reference Books:-
Export Management (2010) By T.A.S. Balagopal, Himalaya Publications, New Delhi
International Trade and Export Management (2010) By Dr.Francis Cherunilam,
Himalaya Publication, New Delhi.
Export Import Procedures & Documentation (2011) By By Jain Khushpat S.
Import/Export: How to Get Started in International Trade (2010) by Nelson C, Tata Mc
Grawhill, New Delhi.
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EXPORT IMPORT MANAGEMENT(2010) By Paul Justin and Aserkar Rajiv, Oxford
Press, New Delhi.
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Course Outline
International Logistics
Course Code: MBA5015 Year: II Trimester: V Max. Hours: 30
Objectives of the Course: New approaches for coordinating and working with suppliers and strategic partners in the
company‘s global supply chain
Aligning the incentives of the different players throughout the supply chain to develop
successful collaboration relationships
The scope of the procurement function: purchasing, supplier selection, evaluation and
management, and supply chain coordination
The role of logistics operators and 3PLs in the business and supply chain management:
justification of outsourcing projects in logistics, advantages and risks involved, required
steps for a successful transition to a logistics operator
Financial evaluation and supply chain metrics for management of the overall supply
chain.
UNIT – I
Introduction to International Logistics:
Concepts, objectives and scope of logistics
Elements and importance of logistics
Relevance of logistics in international marketing
Concept of International supply chain and logistics
Forms of Logistics management
Importance of Customer service in logistics
Types of Logistics :- Land, Sea and Air
(4 Sessions)
UNIT –II
Shipping Transportation structure and world sea trade
scenario:
Types of ships, shipping routes and Ship-liner and tramp
Organization of shipping company
Terminologies used in shipping industry.
Classification & characteristics of shipping company
Volume and value of trade
Flags of convenience
Conference systems
(6 Sessions)
UNIT – III
Freight structure and practices :
Terminologies used in different freight structure
Factors involved in ratemaking
Basis of freight rate structure
Various cost concepts involved in freight rates
Contracts of Affreightments
(5 Sessions)
Preamble: The Primary objective of the course is the presentation of international logistics
and its meaning for the transport. Students will learn about international supply chain
management, international logistics centers and the management of material.
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Types of sea freight rates: Linear and Tramp
MID-TERM EXAMINATION
UNIT- IV
Indian Shipping :
Shipping agents, freight forwarders and stevedore
Introduction, ports in India & Development in Indian
Shipping.
Port Infrastructure development (PTI)
Shipping Association
(4 Sessions)
UNIT – V
Containerization :
Introduction to containerization
Concepts and types of container
Inland Container Depot (ICD)
Indian container scenario
Problems and prospects of containerization
(4 Sessions)
UNIT – VI
International Air Transport and Information and
Technology role in International Logistics:
Concept and importance
Air cargo and tariff structure
International Air Transport Association (IATA).
Information and communication
Principles of Logistics Information
Logistics Information System Architecture
Logistics Information System Flow.
(7 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books: International Supply Chain Management (2010) by David A. Pierre, Cengage Learning,
New Delhi.
Reference Books: International Logistics: Global Supply Chain Management (2010) By Long, Douglas,
Springer Publications, USA.
International Logistics Management (2010) By Misra Anuranjan and Tayal Anusha, AB
Publications, New Delhi.
A Logistics Approach to Supply Chain Managemen (1st Ed.) 2010, By Coyle J. John,
Langley John C., Gibson J. Brian, Novack A. Robert, Bardi J. Edward, Cengage
Publications, New Delhi
Suggested Journals :
Taylor And Francis :-International Journal of Logistics Research and Applications
Emerald :- International Journal of Logistics Management
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MMCCAA55007700:: EE--BBUUSSIINNEESSSS ((MMBBAA))
Prerequisite: This course will provide the students with an analytical and technical framework to understand the emerging world of e-Business. E-Business poses both a challenge and an opportunity for managers. As a matter of competitive necessity, savvy managers must gain an understanding of the rapidly changing technology and business models. They need to develop a basic understanding of how electronic business differs from “real” business setting. They also need to acquire a hands-on knowledge of the underlying technological infrastructure in order to have a clear idea of the business and organizations possibilities inherent in these developments. This course will attempt to fill this need. Objectives of the Course:
Evaluating the opportunities and risk factors involved in conducting e-Business. Identify organizations processes and relationship that may have value added through the application of
an e-Business strategy. Assisting in the incorporate of an e-business strategy into the organization’s goal and objectives. Understanding the current state of e-business and the possible advantages and disadvantages of an e-
business strategy. Aiding in the development of managerial e-business tactics and objectives for the organization’s supply
chain management functions. Exploring and explaining the legal and international implications of conducting e- Business. Analyzing and evaluating how the internet, e-business technologies, and e-business concepts can assist
an organize its goal and objectives.
Module No. Content Teaching
Hours
UNIT I. Introduction, Background and Current Status, E-Business Architecture 6 Sessions
UNIT II. Enabling Technologies, E-Business Infrastructure, e-Business Design, Capacity Planning, Performance Modeling
4 Sessions
UNIT III. e-Business Models, e-Marketing, e-CRM, 5 Sessions
UNIT IV e-Business Security / Payment Services, e-SCM, e-Procurement. 5 Sessions
UNIT V Knowledge Management, ERP, e-BusinessBackbone 5 Sessions
UNIT VI e-Business Strategy into action, Challenges, e-Transition and Summary, Business Plan Presentation and Demonstration “Materialising e-Business: From idea to Realisation”.
5 Sessions
Text Books
Dave Chaffey (2007). E-Business and E-Commerce Management Strategy, Implementation and Practice . 4th Edition, Prentice Hall.
Daniel A. Menascé, Virgilio A. F. Almeida (2000). "Scaling for E-business: Technologies, Models, Performance, and Capacity Planning" , Prentice Hall.
Reference Books:
Ravi Kalakota (2004) , "E-Business 2.0: Roadmap For Success" , 2nd Edition, Pearson Education India. Jawedkar, S. (2007). Management Information System. 3rd Edition. Tata McGraw-Hill Publication
Credits: 04 L–T–P: 4–0–0 Trimester V
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MMCCAA55007711:: SSTTRRAATTEEGGIICC IINNFFOORRMMAATTIIOONN SSYYSSTTEEMM PPLLAANNNNIINNGG ((MMBBAA))
Prerequisite: Strategic information systems planning (SISP) has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. As a strategic plan, it includes overarching vision, mission, and values statements for the department. SISP is an important activity for helping information executives and top management identify strategic applications and align IT with business needs. Objectives of the Course:
To promote new and improved ways to solve technology problems without sacrificing other guiding principles.
Helps students to implement new information services that represent value to customers. Helps to incorporate metrics to measure performance and verify effectiveness of information resources..
Module No. Content Teaching
Hours
UNIT I Key Issues in Information Systems Management and the role of CIO, Analytical Framework for strategic IT initiatives, Value chain analysis
5 Sessions
UNIT II Sustaining competitive advantage by use of IT, Creativity, Learning organizations, Managing in the Market Space
4 Sessions
UNIT II. National Information Infrastructure and IT Policy at the national level, planning for strategic IT resources, IS governance, assessing ICT investments, development of information systems.
6 Sessions
UNIT IV Role of Information Technology in business transformation information partnerships. Managing the IT function, Outsourcing IT function and Off-shoring.
5 Sessions
UNIT V Knowledge Management Strategies, Evaluation and Risk Management for Information Systems, Evaluating Business Strategies and the use of Information Systems.
4 Sessions
UNIT VI Enhancing decision making, The future of systems development, Security and ethics: Protecting against intrusion and ensuring system availability: Privacy issues; Legal and ethical issues.
6 Sessions
Text Books
McNurlin, Barbara and Sprague, Ralph. (1998). Information Systems Management in Practice. Upper Saddle River, NJ. Prentice Hall.
Strategic Information Management - Challenges and Strategies in Managing Information System. Reference Books:
Strategic Information Systems - Competition through Information Technologies. Strategic Planning for Information Systems (Wiley Series in Information Systems). Strategic Management and Information Systems: An Integrated Approach by Wendy Robson.
Credits: 04 L–T–P: 4–0–0 Trimester V
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MMCCAA55007722:: SSYYSSTTEEMM AANNAALLYYSSIISS AANNDD DDEESSIIGGNN ((MMBBAA))
Prerequisite: This course provides an overview of various systems concepts, such as characteristics and elements, in an organization. It also describes the various phases involved in developing a new system and the role of the system analyst. Its discusses various steps and tools used for gathering information that will be required for preliminary investigation. The course identifies the types of feasibility analysis and the method to analyze the cost and benefit of a project. Further, the course introduces the concept of system design and the documentation tool required for the structured design of a system. Finally, the course discusses the need and methods for system testing, quality assurance, project maintenance, and software maintenance. Objectives of the Course:
To promote the conceptual and skill based learning needed to understand the process of analysing and designing information systems.
Understand the impact of information systems solutions in an organisation, both in terms of the business and resources required to create them.
Module No. Content Teaching
Hours
UNIT I.
Systems Concept; Characteristics of a System; Elements of System; Types of Systems; Decision Support, System; System Development Life Cycle, Waterfall model, Iterative model, Prototype model, Spiral model.
6 Sessions
UNIT II.
Phases of System development: Investigation, Analysis, Design, Implementation, Post Implementation Review and Maintenance 4 Sessions
UNIT III.
Systems Planning and Investigation: Basis for Planning in Systems Analysis - Dimensions of Planning, Initial Investigation, Needs Identification, Determining the User's Information Requirements, Feasibility Study, Feasibility Considerations
5 Sessions
UNIT IV Steps in Feasibility Analysis - Feasibility Report, Tools of Structured Analysis : Data Flow Diagram (DFD), Entity Relationship Diagrams, Data Dictionary
5 Sessions
UNIT V Process Modeling : Structured English, Decision Tree & Decision Table, Basics of Information Security, Types of Attacks, Viruses, Virus Control, Hackers
5 Sessions
UNIT VI Overview of Risks associated with Internet, Risk Management, Disaster Recovery Plan, Managing Risk, Information Security Policy, Creating a secure environment, Internet Security Standards
5 Sessions
Text Books Elias, M.A. System Analysis and Design. Greater Noida: Galgotia Publication Kenneth, E. K. & Kendall, J.K. System Analysis and Design. New Delhi: Prentice hall of India
Reference Books:
Grienstein & Feinman. E-commerce –Security, Risk Management and Control. New Delhi: Tata Mc Graw Hill
Singh, B. Network Security. New Delhi: Prentice Hall of India
Credits: 04 L–T–P: 4–0–0 Trimester V
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Course Outline
Legal Issue in Retails
Course Code: MBA5019 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
To make pupils aware of laws of land in retail sector so as to make them strong while
carrying out any responsibility in retail domain.
UNIT – I
Definition of Retail, Importance of Law in Retail, Impact of non
compliance of law in retail on internal and external factors,
Overview of The shops and establishments act, 1953, Standards
of Weight and Measures Act, 1976.
(5 Sessions)
UNIT –II The Essential commodity act 1955, Agricultural produce market
committee, Main features of The Payment of wages act 1936 (5 Sessions)
UNIT – III Main features of The provident fund act 1952
Payment of Bonus Act, 1965, Minimum wages act (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV Overview of Equal Remuneration act 1976, Overview of
Contract Labor Act, (4 Sessions)
UNIT – V
FDI Policy in India: Entry Options For Foreign Players prior to
FDI Policy, Franchise Agreements, Cash And Carry Wholesale
Trading, Strategic Licensing Agreements, Manufacturing and
Wholly Owned Subsidiaries, Foreign Investor‘s Concern
Regarding FDI Policy in India, Concerns for the Government for
only Partially Allowing FDI in Retail Sector ,
(6 Sessions)
UNIT – VI Overview of The Gratuity act 1972, Maternity act 1976,
Employees State Insurance Act, 1948 (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Mamoria C.B., (2009). Dynamics of Industrial Relations. New Delhi Himalaya
Publishing House.
Preamble: The Primary objective of this course is to acquaint the students with the legal requirements to be fulfilled in retail sector business. This course introduces students to various local laws.
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Reference Books:
Venkata Ratnam,C.S., (2010). Industrial Relation. 13th Edition. New Delhi: Oxford
University Press.
Srivastava,S,C., (2009). Industrial Relation and Labor Laws. 5th Edition. New Delhi:
Vikas Publication.
Suggested Journals:
Labor law reporter
Suggested websites:
www.indialawjournal.com
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Course Outline
Retail Store Operation
Course Code: MBA5020 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To develop the skill to manage store operations & make the store a profit centre.
To analyze the importance of customer service & practice it in real world.
UNIT – I
Store basics: Store Operations: Nature, scope and significance of
store operations, Importance of store operations; Responsibilities
of store operations, Store maintenance, Grooming ,Cleanliness &
Hygiene,Instore Returns for Online Purchases, Space Selling,
Offer Updation,In Store Training, Trolley & Basket Management,
Fun Zone, Customer Entry Measurement, SM DM Briefing, Store
Notice Board
(5 Sessions)
UNIT –II
Customer Services and Importance: Types of customer
services -Primary vs. complimentary services, Pre-transaction,
transaction and post-transaction, Services, Assessing customer
service expectations; customer life cycle analysis, Customer
Acquisition and Retention, Add on selling strategies, customer
loyalty and profitability of customer, Gift Wrapping, Baggage
Counter, In Store Communication, Free Gifts ,Gift Vouchers,
Customer Care Helpline, Home delivery system and its
management
(6 Sessions)
UNIT – III
Store Operations: Deciding about store opening hour and day‘s
policy, Parking and rest room services; Crèche and cafeteria
Services, Shopping carts, trolley and elevator facilities, Consumer
counseling and education, Trial facilities, Alteration, repair and
return services; Handling customer complaints and returns,
Statutory Record Maintenance, Unclaimed Baggage, Lost &
(4 Sessions)
Preamble: The retail operation is one of the most eminent tools aspiring the customers to
purchase the products offered by the retailers, influencing the perception formed by the
customer regarding the store, the products, services and staff. Consequently, the store itself
becomes an initial asset of the retail business and it plays a vital role in imbibing customer
satisfaction.
The subject aims to train student with practical retail skills and to motivate & foster
entrepreneurial spirit in them. By this subject students will have an understanding of the
mechanics of operating a retail store, sales and customer service and security, store
operations, handling cash, maintaining the store, and establishing policies and its procedures.
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Found, Returnable Gate Pass.
MID-TERM EXAMINATION
UNIT – IV
Cash management: Cash Management: Billing/invoicing,
Cashiering Process, Cashiering Troubleshooting, Handling I-Doc
& Barcode Issue, Store Managers Discount payment and
checkout services, RFID, Customer credit services, Expense
control; Asset protection - Mechanism and control, Retail Audit
(6 Sessions)
UNIT – V
Damages, Theft and Security: SIS concept and its
implementation, retail store Housekeeping & Security, Stock
Take Process, Shoplifting, Tagging Standards, Damage and
defective stock handling, Packaging and delivery services,
Mechanism for in store control and control of chain stores
(5 Sessions)
UNIT – VI
Trash Management: Trash management – Handling of scraps,
rejects, Perishables etc.Shrinkage, How to prevent shrinkage,
Avoiding Stock Damages, Stock in warding / Out warding,
Signage.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Das, Abhijit.(2006). Mall Management with Case Studies. New Delhi: Taxmann.
Reference Book:
Berman, Barry & R, Joel. Evans. Retail Management; A Strategic Approach. New Delhi:
Prentice Hall of India.
Pradhan, Swapan. Retailing Management- Text & Cases. New Delhi: Tata McGraw Hill
Bajaj, Chetan, Tuli, Rajnish & Srivastava, V. Nidhi. Retail Management. New Delhi: Oxford
University Press.
Lusch,F.Robert & Griffith, A.David. Retailing. New Delhi: Thomson Learning.
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Course Outline
Store Design Layout and Visual Merchandising
Course Code: MBA5021 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To discuss the prevailing VM practices and training the students for more effective VM styles.
To provide an insight of store layouts, merchandising and display basics
To understand store planning.
UNIT – I
Selection of Site for a Retail store: Store Location - Importance
of Location Decision, Selecting the Store Location, Evaluating
Specific Areas for Locations, evaluating a site for a Retail store,
Site Characteristics Site Evaluation & Site Selection.
(4 Sessions)
UNIT –II
Trading Area Analysis: Trading Area Analysis (Catchment
Study), Trade Area Characteristics, Estimating Potential sales for
a store site – Huff‘s Gravity model, Regression Analysis &
Analog approach, Negotiating a Lease – Types & Terms of
Lease, Category of Merchandise to be sold in stores, Key
considerations in arranging merchandise for better movement &
Display in the store.
(5 Sessions)
UNIT – III
Store Layout & Design: Objectives of a Good Store Design,
Types of Design (Circulation Patterns – Grid, Loop, Racetrack,
Spine, Herringbone). Angles & Sightlines, Store Map, Store
Exteriors (Marquee, Entrances, Door types, Walk Ways etc),
Store Interiors & Atmospherics (Lighting, Colors, Music &
Fragrance) Feature Areas, Space Planning.
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Understanding Visual Merchandising & Display Basics: The
world of VM - History, Definition & Function, Image Mix, 10
Ways a Store can turn off its customers, Elements of Display,
Model-AIDCS-(All I Do Can Sell)-Is my display good, Display
& Design Basics, Principles of Design, Color Blocking,
Signages.
(5 Sessions)
UNIT – V Store Planning & Fixtures: Store Planning & Fixtures-What is (5 Sessions)
Preamble: SDLVM has been conceptualized to study retail management, particularly store
designing , visual merchandising. The paper insights the basic issues and challenges of
creating effective layouts, visual merchandise, store ambience to attract new set of consumers
and maximize the ROI.
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store planning? Purpose of Planning Fixtures & Types of
Fixtures, Tips for Selecting & Planning Fixtures, Planograms-
Meaning & Purpose, Benefits, Implementation of a Planogram.
Merchandise Presentation- Meaning, Principles, Placement of
Merchandise & general Guidelines, Categories in Merchandise
presentation (Books, Stationery, Gift items, Shoes, Toys etc.),
Dominance Factor in Merchandise presentation, Cross
Merchandising, Presentation Techniques.
UNIT – VI
Window Displays, VM-Hands On & Experiential Retail :
Window Display(WD)-Meaning, Scope & Designing process,
WD vis-à-vis Merchandise, WD-Types of Settings, Promotional
Vs Institutional display, WD-Elements of Construction , Styling
& it‘s importance, Display Calendar, Handling the Mannequin,
Props, Lighting the Windows, Organizing an In-store event, VM
Tool Kit, Quality & Process in VM, SOPs.
Experiential Retail - Brand Experience(Brand Centric to
Customer Centric), Experience Design – Beyond VM.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Anuraag S. & Bhalla Swati, Visual Merchandising, New Delhi: Tata McGraw Hill, 2010.
Reference Book:
Levy Michael, & Weitz A Barton , Pandit A., Retailing Management, New Delhi: Tata
McGraw Hill, 5th reprint 2010.
Berman Barry & Evans Joel R., Retail Management; A Strategic Approach, New Delhi:
Prentice Hall of India, 2007
Martin M. Pegler; Visual Merchandising and Display, Fairchild Publications, 2006.
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Course Outline
Developmental Projects and Impact assessment
Course Code: MBA5022 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To know the process of developing a sustainable project.
To understand various financial issues relevant to development project.
To know various techniques of impact assessment of project.
UNIT – I
The role of project formulation and appraisal in the Planning process-
Methodology for project identification and formulation: Preparation of
Preliminary-studies, Feasibility Reports and Detailed Project Reports.
Appraisal of Project, Monitoring of Projects- Reports: Review of
project appraisal techniques adopted by financing agencies
(5 Sessions)
UNIT –II
Financial cost-benefit analysis: cash flow techniques, Net present
value, internal rate of return. Benefit-cost ratio, etc., Exercises and
case studies-• Social cost-benefit analysis: Tradeoff between efficiency
and equity goals in project-appraisal, measurement of direct and
indirect costs and benefits in different sectors of-urban and rural
development
(5 Sessions)
UNIT – III
Risk and uncertainty in the project environment; sensitivity and
profitability analysis in the Indian context-Emerging trends in the
decision making process with respect to project appraisal and resource
allocation at various levels of government- Logical framework
analysis
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Role of EIA in the Planning and decision making process- Definition
and need, evolution and objectives, tasks and scope- Methods of EIA;
advantages and limitations- Assessment of impacts on resources
(Including air, water, flora and fauna)
(5 Sessions)
UNIT – V Assessment of impacts on Land use- Assessment of social and health
impacts- Public Participation in EIA; definition and concepts,
objectives, techniques, advantages and limitation, PRA techniques. (5 Sessions)
UNIT – VI Environmental policies and legislation: Legislative and
environmental clearance procedures in India and other countries, (5 Sessions)
Preamble: Developmental Projects and Impact assessment is an often under-recognized
component of our Environment System, which should consist a project which is developed
which an objective of long term sustainability and hence it impact assessment is a crucial
activity.
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sitting criteria public participation, resettlement and rehabilitation.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Environmental Impact Assessment for Developing Countries: Asit K. Biswas.
Reference Book:
Environmental Impact Analysis Handbook : G.J. Rau and C.D. Wooten
Environmental Impact Assessment : L. Canter
Air Pollution : J.H. Seinfield
Principles of Surface Water Quality Modelling and Control : R.V. Thomann and J. A. M
uller
Projects-Prasanna Chandra, Tata McGrahill Publication
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Course Outline
Knowledge Management Techniques for Technology Management
Course Code: MBA5025 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
Appreciate the role of technology in the modern capitalist market economy
Understand the key aspects of intellectual property, complementary assets and
Commercialization strategies
Assess and develop the necessary critical factors in the introduction and management
of new technologies
Identify and evaluate opportunities for new technologies
UNIT – I
Technology management –concepts – main technologies and their
characteristics. Technology and strategy, Distinctive
technological competencies, Technology capability assessment,
Technology Management framework, Managerial functions of
TM.
(5 Sessions)
UNIT –II
Essentials of Knowledge Management, Learning organization:
components of learning organization, knowledge sources, and
documentation. Critical aspects of KM program, Strategic levers.
Knowledge creation process and practices, knowledge
management tools and techniques- Infrastructure, Thinking,
Discovering, Organizing, Storing, Knowledge worker support.
Knowledge mismanagement.
(5 Sessions)
UNIT – III
Technology development and acquisition, forecasting, generation
and development.
Technology absorption and diffusion, absorption, assessment,
evaluation, diffusion. Disruptive technologies.
System requirement and analysis. Technology Life Cycle,
Capability maturity model, Hype cycle.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV Meeting technology needs for meeting competitiveness, (5 Sessions)
Preamble: This course aims to enable students to develop an appreciation and
understanding how such a technology can be put into practice on a significant commercial
scale. From an entrepreneurial perspective, the objective is for students to become effective in
managing all aspects of innovation and problem solving of the actual technology, and the
managing of people to elicit the best from the technology.
.
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Application of knowledge for Technology strategy, road
mapping and technology portfolio.
Building the knowledge corporation and implementing
knowledge management in organization, Knowledge based
techniques for TM- role of artificial intelligence techniques.
UNIT – V
Technology and integrated KM, Factors Influencing Knowledge-
Based Technology Management, knowledge maps – locating and
acquiring expert advice, technologies for knowledge sharing.
Integrated systems and technologies, combining technology and
social aspects. Technology management in India.
(5 Sessions)
UNIT – VI
Managing new generation technologies – commercializing new
and innovative technologies – invention – innovation –
intellectual property rights.
Competitive advantages through new technologies – product
development – from scientific breakthrough to marketable
product. Technology leadership and followership, competing in
technology intensive industries- role of KM.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Knowledge Management- Elias M. Awad Hasan M. Ghazri, 2003, Pearson Education.
Handbook of Technology Management – Gaynor, 1996, Tata Mcgraw Hill.
Reference Books:
Knowledge Management – a resource book – A Thohothathri Raman, 2004, Excel.
Knowledge Management – Sudhir Warier, 2003, Vikas publications.
Leading with Knowledge, Madanmohan Rao, 2003, Tata Mc-Graw Hill.
Management of New Technologies for Global Competitiveness –Christian N Madu,
1995, Jaico Publishing House.
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Course Outline
Management of Intellectual Property Rights
Course Code: MBA5026 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
To achieve a understanding of the complexities, opportunities in the field of intellectual
property
To learn how to register and acquire various IPs.
To develop the scientific temper and the spirit of inquiry and reform in students
UNIT – I
Overview of Intellectual property rights: Concepts and Forms,
General Overview of Intellectual Property, Emerging Issues in
Intellectual Property, Role of Intellectual Property in Growth and
Development, Intellectual Property Rights – The Indian Scenario
(4 Sessions)
UNIT –II
Patents Law: Role of Patents in Promoting Invention, Innovation
and Technology, Paris Convention, Procedure for obtaining a
Patent, Patent Rights and Infringement
Patent Cooperation Treaty (PCT) and Patent law Treaty (PLT)
Overview of Licensing and Assignment of Patents
Software Licensing, General public Licensing , Compulsory
Licensing
(6 Sessions)
UNIT – III
Trademark: Introduction to Trademarks, Trademark Assignment
and Licensing, International Treaties Affecting Trademarks, The
Madrid System.
The Agreement on Trade Related Aspects of Intellectual Property
Rights, Importance of brands and the generation of ―goodwill‖
Trademark: A marketing tool , Trademark registration procedure,
Infringement of trademarks and Remedies available
(5 Sessions)
MID-TERM EXAMINATION
Preamble: While running a business we usually come across with several inventions, innovations
and different news concept or business ideas. We also develop many models and frameworks which we
want to use for exclusive purpose. Sometimes it is observed that people invent new things and ideas but
due to lack of knowledge of the concept of intellectual property they do not understand its intellectual
value and later some other company acquire the exclusive rights to use it.
The Primary objective of this course is to acquaint the students to various intellectual property rights.
So when they will be in corporate they will be the key person to develop and manage intellectual
property.
.
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UNIT – IV
Design Act And Geographical Act: Industrial Designs
Intellectual Property Rights for Layout Designs of Integrated
Circuits , Concept of Industrial Designs
Registration of Designs
Piracy of registered designs and remedies
Geographical Indications,
(6 Sessions)
UNIT – V
IP in Cyber World, Impact of New Technology, Internet and
Domain Names, Domain Name Dispute Resolution, Use of
Marks on the Internet, Technology Advances and IPR, IP and
Biotechnology, Protection of Genetic Resources
Protection of Databases, Protection of Computer Software
IP Issues in Developing Countries, Protection of Traditional
Knowledge, Challenges and Opportunities for Developing
Countries, Economic Issues in IPR, Economic Benefits of IP
Protection
(5 Sessions)
UNIT – VI
IP Management
Concept of IP Management
Valuation of Intellectual Property
Intellectual Property and Marketing
WIPO Copyright Treaty (WCT)
WIPO Performances and Phonograms Treaty (WPPT)
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Satarkar,S.V, (2006) Intellectual Property Rights & Copyright.Delhi: Ess Ess Publications (ISBN:
8170003504
Sreedharan, Sunita K. (2008) An Introduction To Intellectual Asset Management.. New Delhi:
Wadhwa book company.
Reference Books:
Catherine Holland, Vito Canuso III (2010). Intellectual Property: Patents, Trademarks,
Copyrights and Trade Secrets. New Delhi: Mc Graw Hill
GANGULI, PRABUDDHA (2008) INTELLECTUAL PROPERTY RIGHTS. New Delhi: Mc
Graw Hill Aswattapa, K. (2003). International Business. 3rd Edition. New Delhi: Tata McGraw
Hill.
Suggested Journals:
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Journal of Intellectual Property Law & Practice; Oxford University Press
International Journal of Intellectual Property Rights (IJIPR) (ISSN 0976-6529)
Course Outline
Advanced Inventory Control
Course Code: MBA5028 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
After the completion of the course the students will be able to
Apply Probabilistic inventory models
Understand the management of special class items
Plan and control in multiechelon inventory system
UNIT – I
Inventory Management: Inventory concept; need for inventory;
types of inventory, functions, use; Dependent and Independent
Demand
Strategic Inventory Management: Objectives and Importance of
the inventory management function in reference to Profitability,
Strategy, customer satisfaction and Competitive Advantage
(5 Sessions)
UNIT –II
Two bin inventory system, Production planning and inventory
management, Planning and control in multiechelon inventory
management. Material management, Material planning and
handling, Purchasing function, Material Requirement Planning
(5 Sessions)
UNIT – III
Assumptions of Basic EOQ model, sensitivity analysis ,Economic
production quantity(EPQ), selection of carrying charges, fixed
cost per replenishment, the exchange curve, Wagner-Whitin
method,Heurisitic approach for a variable demand pattern
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Inventory Control Techniques: Inventory classification and its
use in controlling inventory, Setup time and inventory control,
safety stock determination, Strategies to: Reduce throughput
time, Reduce WIP, eliminate waste, and reduce inventory level
in service and manufacturing organizations
(5 Sessions)
Preamble: This course provides an insight to the functional area of inventory management,
as practiced in organizations. It includes various sophisticated tools and techniques for
managing the inventory. Students are required to make a review of fundamentals of inventory
management, supply chain management and business statistics.
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UNIT – V
Management of special class items: Guidelines for control of A
items, determination of order point , order quantity , Coping with
nonstationarity.Control of C items with steady demand and with
declining demand.Style goods problem:Single item news vendor
problem, multiperiod news vendor problem
(5 Sessions)
UNIT – VI
Coordinated replenishment : Single stoking location,selection of
replenishment quantities: Family of items ,probabilistic demand
:with and without quantity discount, Concept of Shipping
Consolidation
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Inventory management and production planning and scheduling-Edward A. Silver, David
F. Pyke and Rein Peterson,Third edition John Wiley & Sons.
Reference Books:
Production Planning And Inventory Control - Seetharama L Narsimhan, Dennis W
McLeavy, Peter J Billington, Prentice Hall Of India Pvt Ltd,
Introduction To Materials Management, - J. R. Tony Arnold, Stephen N. Chapman -
Prentice Hall
Principles of Inventory and Materials Management - Richard J. Tersine, Prentice Hall
PTR
Essentials of Inventory Management - Max Muller, AMACOM/American Management
Association
Production And Inventory Control - J H Greene,Homewood III: Richard D Irwin
Materials Management – A.R.Palit
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Course Outline
Manufacturing System
Course Code: MBA5029 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
Upon successful completion of this course, students would be able to:
Explain the importance of facility layouts.
Explain the production planning and control.
Understand computer aided process planning
UNIT – I
INTRODUCTION TO MANUFACTURING SYSTEMS
Fundamentals of Manufacturing Systems Management , Different
types, Introduction to Cellular Manufacturing , Applications,
Unidirectional flow, Production Flow Analysis Capacity Planning,
Layout Management , ,Rank Order Clustering,.
(5 Sessions)
UNIT –II
Introduction to Just-in-time manufacturing, Cell control and JIT Basic
elements of JIT, Kanban systems,Critical success factors, Models in JIT
CONWIP. (5 Sessions)
UNIT – III
Introduction to synchronous manufacturing, principles of SM
Scheduling in SM ,Drum Buffer Rope system, Product mix problem,
Statistical Fluctuations. Flexible Manufacturing System (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Inspection - Cent percent Inspection, Sample Inspection, Operation
Characteristics Curves, Statistical Quality Control – Construction &
Interpretation of Control Charts – (X-R, n, p, c, np) Introduction to Six
Sigma, (Numericals expected for Control Charts). Gap analysis for
service quality assessment
(5 Sessions)
UNIT – V
MATERIAL FLOW PATH ANALYSIS IN MANUFACTURING
Material handling function-Types of equipment used-conveyor
systems-Automated guided vehicle systems- Guiding and routing-
Traffic control and safety-Interfacing handling and storage with
manufacturing-design factors in material handling systems
(5 Sessions)
UNIT – VI
COMPUTER AIDED PROCESS PLANNING SYSTEMS
Logical Design of Process Planning – Implementation considerations
– Manufacturing system components, production volume, No. of (5 Sessions)
Preamble: The Course of manufacturing system aims to familiarize students with various
methods and models applied by experts in the industry. This Course will develop a skill in the
students with the help of which they can easily make their decisions taking into account the
availability of limited resources in the organization, for effective and efficient manufacturing.
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production families – CAM-I, CAPP, MIPLAN, APPAS,
AUTOPLAN and PRO, CPPP
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference Books:
G.Halevi And R.D.Weill, ―Principles of Process Planning‖, Chapman and Hall, Madras 1995.
M.P.Groover, ―Automatic Production System and Computer Integrated Manufacturing‖, Prentice
Hall, 1990.
Bary Hawkes, ―CAD/CAM Processes‖, 1990.
Evert E. Adams Jr and Donold J. Ebert, ―Production and Operation Management‖, Prentice Hall
of India, 1994
N.Chary, ―Production and Operations Management‖, 3rd Edition, Tata McGraw Hill, New
Delhi,1991
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Course Outline
Total Quality Management
Course Code: MBA5030 Year: II Trimester: V Max. Hours: 30
Objectives of the Course:
To understand the Total Quality Management concept and principles and the various
tools available to achieve Total Quality Management.
To understand the statistical approach for quality control.
To create an awareness about the ISO and QS certification process and its need for the
industries.
UNIT – I
INTRODUCTION: Definition of Quality, Types of quality, Relation
b/w quality &cost, Productivity. Quality Leadership and business
strategy, Dimensions of quality, Basic concept of TQM , Principles of
TQM, Quality Council ,Quality Costs – Analysis& techniques for Cost
control of Quality, Barriers of TQM Implementation .
(5 Sessions)
UNIT –II
TQM PRINCIPLES: Deming Philosophy on quality ,JURAN
Trilogy,PDCA cycle ,Control of quality, control of Quality, quality
planning and sales income , Strategic Quality Management ,Designing
for quality--- Opportunity for improvement in product Design, ,
Improving effectiveness of Product Development Quality aspect for
manufacturing
(5 Sessions)
UNIT – III
ORGANISATION FOR QUALITY: Quality function , Coordination
of quality activities for cross Functional Aspects ,Developing a quality
culture , Standardization of Corporate wide Method for Cutting cost,
Role of Upper, Middle management and workforce & Quality Director
,Quality Circles , Employees and operators attitude for Quality
Improvement , Causes of operators errors and corrective methods .
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
STATISTICAL PROCESS CONTROL (SPC) : The seven tools of
quality, Statistical Fundamentals – Measures of central Tendency and
Dispersion, Population and Sample, Normal Curve, Control Charts for
variables and attributes, Process capability, Concept of six sigma, New
(5 Sessions)
Preamble: "Use of various methods and recent developments of quality control (such as
QA/QC, Deming and TQM) are covered in detail. Quality in design and planning is stressed as
equally important to quality in the constructed project and quality in production of goods and
services" ...source: 2006-2007 Saint Martin’s catalog. This course familiarizes students with
quality control techniques, quality assurance issues and quality management methods.
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seven Management tools.
UNIT – V
TQM TOOLS:, PER Technique, PPA Analysis ,Taguchi Methods,
Quality Function Deployment (QFD) – House of Quality, QFD
Process, Benefits, Taguchi Quality Loss Function, Total Productive
Maintenance (TPM) – Concept, Improvement Needs, FMEA – Stages
of FMEA.
(5 Sessions)
UNIT – VI
QUALITY SYSTEMS: Need for ISO 9000 and Other Quality
Systems, ISO 9000:2000 Quality System – Elements, Implementation
of Quality System, Documentation, Quality Auditing, TS 16949, ISO
14000 – Concept, Requirements and Benefits.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Dale H.Besterfiled, et al., ―Total Quality Management‖, Pearson Education, Inc. 2003.
(Indian reprint 2004). ISBN 81-297-0260-6.
Reference Books:
James R.Evans & William M.Lidsay, ―The Management and Control of Quality‖, (5th
Edition), South-Western (Thomson Learning), 2002 (ISBN 0-324-06680-5).
Feigenbaum.A.V. ―Total Quality Management‖, McGraw-Hill, 1991.
Oakland.J.S. ―Total Quality Management‖, Butterworth Hcinemann Ltd., Oxford, 1989.
Narayana V. and Sreenivasan, N.S. ―Quality Management – Concepts and Tasks‖, New
Age International 1996.
Zeiri. ―Total Quality Management for Engineers‖, Wood Head Publishers, 1991.
Lt. Gen. H.LaI, "Total Quality management", Wiley Eastern Limited, 1990. .
Greg Bounds. ―Beyond Total Quality Management‖. McGraw Hill, 1994. 3. Menon,
H.G, "TQM in New Product manufacturing", McGraw Hill 1992
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Course Outline
Entrepreneurship Management
Course Code: MBA6001 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To provide the basics conceptual framework on entrepreneurship development and
management of business enterprise.
To understanding the contribution of Small Scale Industries in the growth and
development of individual and the nation.
To acquaint students with the emerging challenges and concepts in the field of
entrepreneurship.
UNIT – I
Introduction to Entrepreneurship: Definition of entrepreneur,
Schumpeter‘s views, characteristics and types, functions,
difference between manager and entrepreneur, functions of an
entrepreneur, entrepreneurial process, Entrepreneurial motivation,
Internal and External Factors affecting entrepreneurship, Barriers
to entrepreneurship, Intrapreneurship.
(5 Sessions)
UNIT –II
Entrepreneurship Development; EDP, objectives,
entrepreneurship development cycle, entrepreneurial development
model, phases of training.
Institutes engaged in EDPs – NIESBUD, SIDO, SSIDCs etc.
(5 Sessions)
UNIT – III
Small and Medium enterprises: definitions, types,
characteristics and problems, growth and role of SMEs in India,
incentives and subsidies by government for MSME. (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Project: definition, types and importance, phases of project,
project identification, sources of idea generation, selection,
feasibility studies, formulation and project report, appraisal, (5 Sessions)
Preamble: The objectives of achieving sustained industrial development, regional growth,
and employment generation have always depended on entrepreneurial development. This
course would make students aware about the various aspects of entrepreneurship and instigate
them to become the budding entrepreneurs by analyzing how creative thinking and knowledge
could help them to become the master of their own. This course aims at instilling and
stimulating human urge for excellence by realizing individual potential for generating and
putting to use the inputs relevant to entrepreneurship. It will help to enrich the entrepreneurial
concepts that are linked with real life situations with the help of various practical examples.
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implementation, evaluation and control.
Setting up a small business enterprise: identifying the business
opportunity- importance of creativity, opportunities in various
sectors, stages for setting up of a small enterprise
Business plan: meaning, Objectives, preparation.
UNIT – V Project financing: Capital structure, sources of funds, Venture
capital, financial institutions – SIDBI, IFCI (5 Sessions)
UNIT – VI Family entrepreneurship, Women entrepreneurship, International
entrepreneurship, Social entrepreneurship, Agripreneurship (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Desai.Vasant (2008), Dynamics of Entrepreneurial Development and Management,
Mumbai: Himalaya Publishing House.
Reference Books:
Holt. (1998), Entrepreneurship: New Venture Creation, Prentice-Hall, New Delhi.
Charantimath,P.(2009),Entrepreneurship Development Small Business Enterprises,
Pearson Education, New Delhi.
Sahai,S.and Lall,M., (2008),Entrepreneurship, Excel Books, New Delhi.
Drucker,Peter F.(2009), Innovation & Entrepreneurship,Elsevier IndiaPvt Ltd.
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Course Outline
Innovating for Sustainability
Course Code: MBA6002 Year: II Trimester: VI Max. Hours: 30
Course Code: MBA 7602 Year: II Trimester: VI Max. Hours: 30
COURSE OBJECTIVES:
To develop an understanding of how sustainability can create value for a corporation by
addressing social challenges and opportunities, both for the corporation itself and its
customers. This can be through a lower cost structure, higher pricing and margins, greater
market share, faster growth, better risk management, and brand enhancement.
To explore how innovation in products, processes, and business models can improve both
financial and nonfinancial performance.
To understand the role various information intermediaries play in helping and
challenging companies to become more sustainable through innovation, and how
companies can effectively engage with them.
UNIT – I
History
• Defining sustainable development – concept and evolution.
• Environmental issues – the growing awareness and need for
regulation.
• The paradigm shift in doing business – the triple bottom line
approach, business sustainability.
• Corporate social and environmental responsibility
(5 Sessions)
UNIT –II
Sustainability Innovation in Business
• Environmental challenges and business management issues.
Limits to conventional growth model. Markets, efficiency,
ecoefficiency.
• Public good characteristics and externalities in environmental
(5 Sessions)
Preamble: This course is designed to help students develop a rigorous understanding of corporate
sustainability and the role innovation plays in achieving it. Sustainability is a topic of growing interest to
corporations and investors all over the world. Every major company is grappling with the meaning and
application of sustainability in relation to its industry and business model. Similarly, more and more
institutional investors are incorporating sustainability into their resource allocation decision making
process. As a result we are seeing the emergence of a new view of the role of the corporation in society,
one that simultaneously meets shareholders and other stakeholders' objectives. Achieving sustainability-
for corporations, investors, analysts, information intermediaries and other forms of organizations-often
requires innovations, both major and minor, in products, processes, and business models in order to
optimize both financial and nonfinancial (e.g., environmental, social, and governance [ESG]) outcomes.
Because the course is focused on sustainability, there is very little overlap with courses targeted on the
environment or corporate social responsibility specifically.
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management.
• Defining sustainability innovation.
• Basic corporate environmental strategies. Sustainable product
development.
UNIT – III
Framing Sustainability Innovation and Entrepreneurship
• Dynamics of public, regulation and corporate self regulation
• Defining sustainability innovation.
• Basic corporate environmental strategies. Sustainable product
Development related to sustainability issues.
• Managing creativity and innovation for business sustainability.
• Evolutionary adaptation, paradigms and mindsets, core ideas
and
Metaconcepts. Practical frameworks and tools.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Entrepreneurship and Sustainability Innovation Analysis
• Entrepreneurial process, systems thinking, molecular thinking,
weak ties, adaptive collaboration through value added networks.
• Social entrepreneurship and Innovation.
• Analysis of how corporate leaders/businesses are approaching
sustainability innovation.
(5 Sessions)
UNIT – V
Energy and Climate
• The industrial revolution and the role of human induced global
warming.
• The energy scenario and the linkages to environmental
sustainability, climate change.
• Global climate negotiations framework, the issues plaguing the
current talks between developed and developing nations.
• Defining Sustainability Strategy. Future scenarios.
• Elements
(5 Sessions)
UNIT – VI
Going Green and Communicating Sustainability
• What is Green? The pitfalls to avoid green washing.
•Corporate sustainability initiatives. Challenges and
opportunities
in supply chain and product development.
• How to report on sustainability/CSR
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
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Text Books:
Andrea Larson (2010), Sustainability, Innovation, and Entrepreneurship ,Flat World
Knowledge
John Bessant, Joseph Tidd (2007), Innovation and entrepreneurship, , John Wiley and
Sons,
Wendy Stubbs , Development of A "Sustainability Business Model", , Lap Lambert
Academic Publishing, 2010
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Course Outline
Advertising Management
Course Code:MBA6003 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To provide an appreciation of the range of the tools available for marketing
communication
To familiarize the student with the practice of promoting market for products through
advertisements and sales promotion
To develop managerial perspective and an informed decision-making ability for effective
and efficient tackling of advertising situation and creativity.
UNIT – I
Steps in Communication process, Factors in deciding Promotion
Mix. Promotion Mix Tools
Sales Promotion: Role and process of Sales Promotion,
Techniques of Sales Promotion- Consumer and Trade Oriented.
(4 Sessions)
UNIT –II
Direct Marketing: Objectives, Strategies and Media, Public
Relations and Publicity, Internet / Interactive Marketing
Personal Selling: Scope, Role and Process (4 Sessions)
UNIT – III
Advertising Management: Meaning, Evaluation of Advertising,
Objectives, Importance, Classification of Advertisement,
Economic and Social Effects of Advertising, Organization of
Advertising Department, Department, Advertising Agency
Management, Campaign Planning.
(7 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Advertising media management: Print, Radio, TV, Cinema
outdoor and other forms- Advantages, Limitations, Availability,
Media Rates, Media Planning and Scheduling. (5 Sessions)
UNIT – V
Advertising creativity: Advertising Copywriting for print and
Broadcast Media-Principles, Styles, Advertising visualization
and Design production of Print, Broad and other advertisements. (4 Sessions)
UNIT – VI Media strategy: setting and allocating media budget, media
scheduling, testing advertising effectiveness – pre-testing and (6 Sessions)
Preamble: This course designed to give marketing students an overview and understanding
of the important role of advertising in organizational success. In addition this subject will try
to make the student familiar with the promotional tools in detail. The subject will emphasize
the advertising in the promotion mix specially the creation of the advertising message.
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post testing
Advertising agencies: Organization and functioning, global
advertising, Advertising and society, advertising regulations.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Belch, G. E., & Belch, M. A. (2005). Advertising and Promotion. Delhi: Tata McGraw-
Hill Publication.
Reference books:
Batra, R. & Myers, J. G. (2006). Advertising Management. Delhi: Prentice Hall of India.
Jethwaney, J., & Jain, S. (2006). Advertising Management. New Delhi: Oxford
University Press.
Wells, W., Burnett, J., & Moriarty, S. (2002). Advertising Principles and Practice. Delhi:
Prentice Hall of India.
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Course Outline
International Marketing
Course Code: MBA6004 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To achieve an understanding of the complexities, opportunities & creative challenges of
marketing across time, space & cultures.
Recognize those factors which distinguish the marketing mix for overseas markets as
opposed to domestic markets.
To learn how to track & evaluate changes in world markets that affects the consumer
demand & shape of marketers‘ strategies.
To develop expertise in assessing of marketing opportunities for all sizes & types of
companies.
To learn how to develop successful marketing strategies targeted at specific global
market segments.
To identify & analyze ethical issues in international marketing affecting sustainable
development (―green-marketing‖) & social justice in business.
UNIT – I
Global Marketing: An Overview: Definition of International
Marketing, International Dimensions of Marketing, Scope and
challenges of International marketing:- EPRG Framework,
Domestic v/s International, Marketing, Process of
Internationalization, Benefits of International Marketing, Driving
& restraining forces.
(4 Sessions)
UNIT –II
Political, Legal & Cultural Environment: Political
Environment: Political Systems, Political Risks, Indicators of
Political Risk, Analysis and Measures to minimize Political Risk,
Legal Systems, Legal Form of Organization, Multiplicity of Legal
Environment, Bribery, Branch v/s Subsidiary, Counterfeiting,
(6 Sessions)
Preamble: Analysis of opportunities, distinctive characteristics, and emerging trends in
foreign markets, including exploration of alternative methods and strategies for entering
foreign markets; organizational planning and control; impact of social, cultural, economic,
and political differences; and competitive market development strategy. This is accomplished
through real life planning and implementation of an international marketing plan designed to
market a product or service in a foreign country or countries by the various reputed
international companies established in India.
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Gray Market
Culture and its Characteristics, Influence of Culture on
Consumption, Thinking, Communication Process; Cultural
Universals.
UNIT – III
International Marketing Planning: Marketing Research, Global
Marketing Information Sources, Marketing Information System,
Market Analysis, Marketing Strategies of US, EU & Japanese
MNC‘s, Foreign Market Entry Strategies – (Exporting, Licensing,
Joint Ventures, Strategic Alliances, Acquisitions Franchising,
Assembly Operations, Management Contracts, Turnkey
Operations, Free Trade Zones.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Product Policy and Planning: Product Design and
Standardization, Developing an International Product Line,
Foreign Product Diversification, International Branding
Decisions, International Packaging, International Warranties and
Services.
(4 Sessions)
UNIT – V
International Pricing Strategy: Role of Pricing, Price
Standardization, Pricing Decisions, Price Distortion, Transfer
Pricing, Counter Trade, INCO terms, Terms of Sale, Methods of
Financing and Means of Payment
International Channels of Distribution: Channel Members,
Channel Management, Retailing in International Scenario,
International Physical Distribution.
(5 Sessions)
UNIT – VI
International Promotion Strategies: Promotion Mix,
Promotion and Communication, Personal Selling,
International Sales Negotiations
International Advertising: Patterns of Global Advertising,
Global Advertising Regulations, Advertising Media,
Standardized International Advertising, Global e-marketing.
(6 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Warren, J. K. (2002). 7th
Edition. Global Marketing Management. USA: Prentice Hall.
Cateora, P., & Graham, J. (2003). 11th
Edition. International Marketing. USA: McGraw
Hill.
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Varshney & Bhattacharya. (2005). 18
th Edition. International Marketing. S Chand Publications.
Reference Books:
Ronkainen, Czinkota, & Michahel, R. (2002). Best Practices in International Marketing.
Fort Worth. Harcourt College.
Bradely, F. (2004). 2nd
Edition. International Marketing, Strategy. Hemal Hempstead,
Prentice Hall.
Kotler, P. (2002). 2nd
Edition. A Framework for Marketing Management. USA: Prentice
Hall.
Kotler, P., & Armstrong, G. (2008). 10th
Edition. Principles of Marketing. Pearson
education.
Derskey, H. (2007). 4th
Edition. International Management. New Delhi: Prentice Hall of
India.
Aswatthapa, K. (2006). 3rd
Edition. International Business. New Delhi: Tata McGraw-
Hill.
Suggested Journals:
Journal of International Marketing- American Marketing Association
International Marketing Review - Emerald
Journal of Global Marketing- Haworth Press, Inc.
Journal of International Marketing:- Institute of International Marketing
Journal of Global Marketing:- Routledge Imprint
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Course Outline
Marketing of Service
Course Code: MBA6005 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To understand what quality means in service delivery and how perceptions of service
quality are developed by customers
To appreciate the differences between services and physical goods and to understand how
these differences translate into strategic direction and explore the global perspective of
service marketing.
UNIT – I
Introduction: Difference between Product and Services
Marketing, Augmented Marketing Mix, Characteristics of
Services, Classification of Services. (4 Sessions)
UNIT –II
Service Marketing System: Service Quality, Understanding
Customer Expectations and Zone of Tolerance, Segmenting,
Targeting and Positioning of Services. Managing Perishability. (6 Sessions)
UNIT – III
Services Marketing Mix:, Developing the Service Product/
Intangible Product, Service Product Planning, Service Pricing
Strategy, Services Promotions, Services Distributions (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Delivering service: Role of Communication in Service
Marketing, People and Internal Communication, Process of
Operations and Delivery of Services, Service Recovery, Role of
Technology in Services Marketing.
(5 Sessions)
UNIT – V
CRM IN services: Relationship marketing, Customer
profitability segment, Relationship- tools and strategies, Use of
information technology for CRM
Marketing of Financial Services: Marketing Mix Strategies
with Special Reference to Credit Cards, Home Loans, Insurance
and Banking, Insurance Services.
(5 Sessions)
UNIT – VI Services in Global Perspective: International Marketing of
Services Recent Trends, Principal Driving Force in Global (5 Sessions)
Preamble: This course provides an understanding of how marketing is practiced in service
organizations. The course examines the marketing in industries that deals basically in services,
along with the perspective of all organizations, recognition of the fact that service is an
integral part of the offerings of any organization, irrespective of the sector in which it
operates.
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Marketing of Services, Key Decisions in Global Marketing,
Services Strategy and Organizing for Global Marketing.
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Zeithaml, A., Valarie. & Bitner, Mary, Jo.(2008).Services Marketing.New Delhi, India
:Tata Mc Graw Hill.
Reference Books:
Rao, K. Ramamohan. (2006). Services Marketing. New Delhi India: Pearson Education.
Bhattacharjee, C. (2008). Services Marketing: Concepts, Planning & Implementation.
New Delhi India: Excel Books.
Lovelock, Christopher. & Wirtz, Jochen.(2007). Services Marketing: People,
Technology, Strategy. New Delhi India: Pearson Education.
Nargundkar, Rajendra. (2008). Services Marketing: Text & Cases. New Delhi, India:
TMH.
Journals:
Indian Journal of Marketing
Paradigm: Journal of Institute of mgmt.
International Journal of Internet Marketing
Journal of interactive marketing
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Course Outline
Conflict Management & Negotiation
Course Code: MBA6006 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To help the students in understanding the conflict dynamics in organizations,
To enable students to understand themselves and their reaction to conflict and to learn
techniques to manage conflict in their personal and professional lives.
To develop their negotiation skills to handle conflicting situations in life more
constructively.
UNIT – I
Understanding conflict: Introduction and concept of conflict,
features, types, functional and dysfunctional aspects of conflict,
Perception of conflict: traditional, human relations and
interaction‘s views of conflict, Sources of conflicts in
organization and industry.
Processes and Dynamics of conflict, levels of conflict, conflict
Continuum, effect of conflicts on individual and group
performance.
(6 Sessions)
UNIT –II
Conflict resolution: concept, methods: negotiation, mediation,
community building, advocacy, diplomacy and counseling,
managerial skills and competencies for effective conflict
resolution.
(4 Sessions)
UNIT – III
Strategy and management of conflict: Strategies for
interpersonal conflict resolutions, management of conflict, styles
of conflict management -competing, accommodating and
avoiding, compromising and collaborating, self awareness for
(5 Sessions)
Preamble: Conflict is ubiquitous, and it is essential for the manager to know how to manage
and resolve conflict effectively. Effective conflict management involves analyzing a conflict,
understanding the dynamics between the parties, considering the alternatives ways of
approaching it, and determining which approach is likely to be best.
Through the course readings, discussions and simulations, students will develop an
understanding of conflict dynamics and the art and science of negotiation. The course will be
an amalgam of the theoretical and the practical learning’s, and will support student’s
understanding of his/her own relationship to conflict and negotiation and the ways she/he
typically deals with them.
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conflict management.
MID-TERM EXAMINATION
UNIT – IV
Managing Negotiation: Understanding negotiation, strategies
and Tactics of negotiation, negotiation process, approaches to
negotiation: the advocate‘s approach, the ―win-win‖ negotiators
approach & the new creative approach, common negotiation
mistakes, team negotiation, third party intervention.
(5 Sessions)
UNIT – V
Planning for negotiation: preparing a game plan, BATNA ,
Role of communication, emotions, perception and creativity in
negotiation ,
Cross-cultural dimension of negotiation: The Hosted model
for understanding cultural differences in business management,
Understanding various Stakeholders & constituents involved in
negotiation process, interest map study: interest and position,
types of negotiators interest.
(6 Sessions)
UNIT – VI
Managing negotiation in following contexts: cross functional
coordination, marketing relations-key strategies to manage
customer‘s mindset, international business, labor-management
relations, business-social relations, Ethics and negotiation.
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Singh, B.D. (2008). Managing Conflicts and Negotiation. New Delhi: Excel book
Publication.
Reference Books:
Corvette, B. A. B. (2009). Conflict Management: A Practical Guide to Developing
Negotiation Strategies. Pearson Education.
Steven, C. (2002). Negotiating Skills for Managers. Tata McGraw-Hill Publication.
Hill trop Jean-M, Udall Sheila. (2002). The Essence of Negotiation. Prentice Hall of India
Publication.
Stephen, R. P. (2000). Organizational Behavior. Prentice Hall of India Publication.
Luthans, F. (2005). Organizational Behavior. Tata McGraw-Hill Publication.
Stephen, R. P., & Sanghi S. (2007). Organizational Behavior. Pearson Prentice Hall of India
Publication.
Journals:
International Journal of Conflict Management, Published/Hosted by Emerald Insight. ISSN:
1044-4068.( www.journalseek.net, www.emeraldinsight.com) Friedman Raymond, Tidd
Simon, Vanderbilt University
The International Journal of Conflict Management 2000, Vol.11, No.1, pp. 32-55 1/23
Master of Business Administration in Logistics & SCM Course Curriculum (Session 2017-18)
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The journal of conflict resolution, journal of the peace science society (international),
volume-54,number-2,april-2010 (http://jcr.sagepub.com)
The journal of conflict and security law, volume-15, issue-2, summer2010
(jcsl.oxfordjournals.org)
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Course Outline
Organizational Development
Course Code: MBA6007 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
Gain expertise, knowledge and skills in a growing field.
Learn how to apply processes and tools in your organization or practice.
Improve your career opportunities and competitive advantage.
Support an organization's success as a business partner and leader.
UNIT – I
An introduction to organization Development:
Overview of organizational development: definitions, Field of
organizational development, Characteristics, change agent,
Assumptions And Values Underlying OD, Relevance of OD.
(4 Sessions)
UNIT –II
Foundations of OD:
Models and theories of planned change - Lewin‘s change model,
Burke Litwin model, General model of planned change, Systems
theory, Participation and Empowerment, Teams and Team work,
Parallel learning structures, Applied behavioral Science - Action
Research as a process and an approach.
(6 Sessions)
UNIT – III
Managing the OD Process:
Diagnosis - The six-box model – The action component , OD
interventions and their nature, Classification of OD interventions ,
Planning choosing and implementing of an intervention strategy,
Evaluating and institutionalizing OD interventions
(5 Sessions)
MID-TERM EXAMINATION
Preamble: This course is designed to provide in depth understanding of behavioral
interventions and enable the students to apply these interventions for building individual, team,
system, systems and process related competencies and helping organization to achieve peak
performance and become self sustaining.
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UNIT – IV
Human Process approaches: T-Groups, Process-consultation,
Third party intervention, Team interventions, Techniques used in
team interventions: Role Analysis Technique, Role Negotiation
Technique, Responsibility Charting.
Organizational process approaches: Organization
confrontation, Inter-group Relations interventions, Grid OD.
(5 Sessions)
UNIT – V
Techno-structural interventions: Socio-technical System,
Quality Circles, Total Quality Management, Work Redesign.
Strategic Interventions: Organizational Transformation
through Business Process Reengineering, The Self-Design
Strategy, Organizational learning, Knowledge Management.
(5 Sessions)
UNIT – VI
The future and OD:
Changing environment and fundamental strengths of OD,
implications of OD for the client, issues in consultant- client
relationship, ethical standards in OD.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Kavita Singh, 2005, Organization Change & Development:, Excel Books
Reference Books:
Wendell French, Cicil, H.Bell,Jr, Veena Vohra, 2006, Organization Development,
Pearson Education.
Wendell French, Cicil, H.Bell,Jr.(6e)2005, Organization Development – Prentice Hall
of India.
Thomas G.Cummings, Christopher G Worley, 2007, Organization Development and
Change, 8th
edition, Thomson.
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Course Outline
International and Strategic Dimensions of Human Resource
Course Code: MBA6008 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
Understand and apply the core aspects of human resource management in an
international context.
Enhance the ability to think strategically and understand the essentials of business and
organizations in order to manage change more effectively in the global business
environment.
Frame solutions to complex business problems
Improve skills of self-discipline, reflection, analysis, communication, and leadership.
UNIT – I
Strategic HRM: An Introduction
Defining SHRM, development of concept, strategy and strategic
management, linking HR strategy with business strategy, need
and importance of SHRM, foundations and theories of SHRM,
the concept of competitive advantage & human resources as a
source of sustainable competitive advantage, various dimensions
of Strategic HRM,
(5 Sessions)
UNIT –II
Strategic HRM implications
Strategizing the HR Process: Recruitment and retention strategies:
outsourcing recruitment, headhunting, assessment centers and
work life balances.
Reward and compensation strategies: skill based pay, broad
banding, variable pay profit sharing and stock option plan,
executive compensation.
Training and developing strategies: cross-cultural training, multi
skilling, succession planning, Creating a learning organization,
performance management strategies.
(5 Sessions)
UNIT – III Human aspects of strategic implementation
Organization culture, human side of mergers and acquisitions, (5 Sessions)
Preamble: The objectives of this course are to explore the challenges posed by rapid
globalization of business, understand and analyze human resource issues for making effective
decisions in the contemporary business environment. The course will review the theories,
models and concepts developed in the areas of international management, Strategic HRM,
international & strategic organizational behavior, cross-cultural management, and study their
implications on international HRM practices.
.
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organization power and politics, Managing ageing work force,
developing HR strategies for older workers , the changing role of
HR, future challenges of HR,
Strategic HRM in India: Emerging Dimensions
MID-TERM EXAMINATION
UNIT – IV
International HRM
Introduction & Overview; Approaches to IHRM; Differences
between Domestic & IHRM ,The emergence of International
Human Resource Management (IHRM),cultural differences and
HRM, Need for cultural training, Managing Human Resources in
an International Business.
(5 Sessions)
UNIT – V
International staffing policies
International Recruitment policy, international selection criteria,
factors influencing international recruitment and selection,
international training and development, , international
compensation and performance appraisal, Repatriation
(5 Sessions)
UNIT – VI
International labor relations and challenges
International labor characteristics, labor relations, international
labor organization, challenges of international organizational
behavior, ethics in International HRM.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Dhar, R.L.(2008),Strategic Human resource management, excel book publication, new
Delhi.
Peter J. Dowling, Denice E. Welch & Randall S. Schuler: International Human Resource
Management. Managing People in a Multinational Context, South-Western College
Publications, 3.ed, 1999
Reference Books:
Sharma, A. & Khandekar, A.(2010), Strategic human resource management, Response
books, New Delhi.
Rao, V.S.P. (2010), Human resource management,Excel books, New Delhi.
Mark Mendenhall & Gary Oddou: Readings and Cases in International Human Resource
Management, South-Western College Publications, 3.ed, 1999
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Course Outline
Labour and Social Security Legislations
Course Code: MBA6009 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To make aspirants understand the ground rules relating to labor laws
To equip the students with the working knowledge of various labor laws
UNIT – I
Labour Welfare: Philosophy of Labour Welfare; Historical
Development of Labour welfare legislation; Health, Safety and
welfare measures under Factories Act, 1948;
Industrial Disputes Act 1947: Objectives, Authorities for
investigation and settlement of industrial dispute, illegal strike
and lock-out.
(5 Sessions)
UNIT –II
Law relating to wages and Bonus: Concepts of wages:
minimum wage, fair wage, living wage.
Payment of Wages Act, 1936: Regulation of payment of
wages; Authorized Deductions,
Minimum Wages Act, 1948: Objectives and constitutional
validity of the Act; procedure for fixation and revision of
minimum rates of wages – exemptions and exceptions;
(5 Sessions)
UNIT –III
Payment of Bonus Act, 1965; Bonus - Its historical
background, present position and exemptions.
Legislation related to Social security: Protective provisions
under Equal Remuneration Act 1976 & Maternity Benefit Act
1961.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Social security against employment injury and other
contingencies : Concept and development of social security
measures; Employers liability to pay compensation for
employment injury; Legal protection: (4 Sessions)
Preamble: ―For running any enterprise there is a need of efficient handling of workforce.
While making policies, procedure one must keep in mind that what is the legal environment
accompanied with societal factors. This course will definitely help the budding managers in
their professional life.
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Workmen’s Compensation Act, 1923 - Concept of ‗accident
arising out of‘ and ‗in the course of the employment‘; Doctrine
of notional extension and doctrine of added peril; Total and
partial disablement; Quantum and method of distribution of
compensation.
UNIT – V
Employees State Insurance Act, 1948: Benefits provided
under the Act; Employees State Insurance Fund and
Contributions; Machinery for the implementation of the Act;
ESI court and appeal to High Court.
(6 Sessions)
UNIT – VI
Law relating to retirement benefits:
Employees Provident Fund and Miscellaneous Provisions
Act, 1952; Family Pension Scheme 1971 and Employees
Pension Scheme 1995;
Payment of Gratuity Act, 1972 – Concept of gratuity;
Eligibility for payment of gratuity; Determination of gratuity;
Forfeiture of gratuity.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Kapoor, N. D. (2009). 30th
Edition. Elements of Merchantile Law. New Delhi: Sultan
Chand & Sons.
Mamoria, C. B., Gankar, S.V., & Mamoria, S. (2010). 13th
Edition. Dynamics of
Industrial Relations. New Delhi: Himalaya Publishing House..
Reference books:
Sinha, N. (2004). 1st Edition. Industrial Relations, Trade Unions and Labour Legislation.
New Delhi: Pearson Education.
Singh, B.D. (2010). Industrial Relations and Labour Laws. New Delhi: Excel Books.
Kumar, H. L. (2006). 3rd
Edition. Labour Laws. New Delhi: Universal. Pvt. Ltd.
Srivastava, S.C.(2003). 4th
Edition. Industrial Relations and Labour Laws. New Delhi:
Vikas Publishing House Pvt .Ltd
Singh,P.N.,& Kumar,N.(2010).Employee Relations Management. New Delhi: Pearson
Publication
Journals :
Labor Law reporter.
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Course Outline
International Financial Management
Course Code: MBA6010 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To make the students understand financial management in global context.
To explain the foreign exchange market-major players, basic concepts, international
monetary system and contemporary practices.
To develop an insight into the meaning and increasing role of derivatives in the
international financial market and help students to make the short term and long term
financial decisions in the global market.
UNIT – I
IInntteerrnnaattiioonnaall EEnntteerrpprriissee && MMuullttiinnaattiioonnaall FFiinnaanncciiaall MMaannaaggeemmeenntt::
The rise of Multinational Corporation, The Internationalization
of Business and Finance, The Scope of International Finance,
Distinguishing Features of International Finance
IInntteerrnnaattiioonnaall MMoonneettaarryy SSyysstteemm::
The Gold Standard, The Inter-war Years, The Bretton Woods
System, The Smithsonian Agreement, The Flexible Exchange
Rate Regime, Alternate Exchange Rate Systems
(4 Sessions)
UNIT –II
TThhee FFoorreeiiggnn EExxcchhaannggee MMaarrkkeett::
Foreign Exchange Market and its Functions, Foreign Exchange
Rates, Arbitrage, The Spot Market, Cross Rates of Exchange,
Bid - Ask Spreads, The Forward Market, Interest Arbitrage
TThheeoorriieess ooff FFoorreeiiggnn EExxcchhaannggee RRaattee MMoovveemmeenntt::
Purchasing Power Parity, International Fisher Effect, Interest
Rate Parity
(4 Sessions)
UNIT – III
MMaannaaggeemmeenntt ooff FFoorreeiiggnn EExxcchhaannggee RRiisskk::
Foreign Exchange Risk, Management of Translation,
Transaction, and Economic Exposures
CCoouunnttrryy RRiisskk AAnnaallyyssiiss::
Measuring Political Risk, Economic and Political Factors
underlying Country Risk, Country Risk Analysis in International
(7 Sessions)
Preamble: This course is designed to develop an understanding of the foreign exchange
market and it’s working. It will help in understand the meaning and importance of hedging,
speculations, options, futures, financial swaps and forward transactions. Besides this it would
also facilitate short term and long term borrowing decisions.
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Banking
MID-TERM EXAMINATION
UNIT – IV
FFiinnaanncciiaall MMaannaaggeemmeenntt ooff tthhee MMuullttiinnaattiioonnaall FFiirrmm::
Cost of Capital and Capital Structure of the Multinational Firm,
Multinational Capital Budgeting – Application and
Interpretation, Multinational Cash Management, International
Taxation
(6 Sessions)
UNIT –V
FFoorreeiiggnn IInnvveessttmmeenntt AAnnaallyyssiiss
International Portfolio Investment, Optimal International Asset
Allocation, Measuring Total Return from Portfolio Investing,
The International Capital Asset Pricing Model
Corporate Strategy and Foreign Direct Investment
(4 Sessions)
UNIT – VI
BBaallaannccee ooff PPaayymmeennttss::
The International Flow of Goods, Services and Capital; Balance
of Payments Accounting, Balance of Payment Statements,
Coping with the Current Account Deficit
EEuurrooccuurrrreennccyy MMaarrkkeett::
Domestic Issues vs. Euro Issues, International Bonds Market,
External Commercial Borrowings, Euro Debt, Foreign Currency
Convertible Bonds
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Apte, P.G. (2006). International Financial Management. New Delhi: Tata McGraw-Hill
Company Limited.
Reference Books:
Eun C.S. & Resnick, B.G. (2007). International Financial Management, USA: McGraw-
Hill.
Stonehill, A.I., Michael, H. & Moffet (1993). International Financial Management,
United Nations: United Nations Library on Transnational Corporations.
Madura, J. (2008). International Financial Management. USA: Cengage Learning,
Sharan, V. (2008). International Financial Management. New Delhi: PHI Learning Pvt.
Ltd.
Siddaiah, T. (2009). International Financial Management. Noida: Pearson Education
India.
Kevin (2009). Fundamentals of International Financial Management. New Delhi: PHI
Learning Pvt. Ltd.
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Srinivasan, S.P. (2005). International Financial Management. Delhi: Dreamtech Press,
Eun, C. S. & Resnick, B.G. (2008). International Financial Management. New Delhi:
Tata McGraw-Hill.
Suggested Journals:
International Review of Finance
Case Folio: ICFAI
Portfolio Organizer, ICFAI
The Chartered Financial Analyst, ICFAI
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Course Outline
Risk and Insurance Management
Course Code: MBA6011 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To develop an understanding of risk management framework of a company.
To enable the students to explore the various techniques and methods for risk mitigation
To instill in them the ability to explore various dimensions of insurance as a risk management
tool.
UNIT – I
An Overview of Risk and Risk Assessment
Risk and Uncertainty, Risk Management, Rationale for Risk
Management in Organizations, Risk Identification and
Measurement, Pooling Arrangements and Diversification of
Risk
Risk Assessment & Management; Risk analysis: Exposure of
physical assets, financial assets, and Human assets, Exposure
to legal liability
(4 Sessions)
UNIT –II
Risk Measurement Methods
Risk Control, Risk Management Decision Methods: Data
Organization and Analysis, Analysis Tools used in Corporate
Risk Management, Corporate Risk Management and
Shareholder Wealth, Value at Risk (VAR)-Measure, Historical
Simulation, Model Building Approach, Linear Approach,
Quadratic Model, Monte Carlo Simulation, Stress Testing and
Back Testing
(4 Sessions)
UNIT – III
Risk Management Framework:
Enterprise Risk Management: A Case Study, Risk
Retention/Reduction Decisions, Alternative Risk Transfer,
Tax, Regulatory, and Accounting Factors Affecting Corporate
Risk Management
Hedging Risk with Derivative Contracts: Options, Futures,
(7 Sessions)
Preamble: The course is intended to develop familiarity with the theory and empirical
evidence related to risk management and insurance. Major topics include risk identification,
risk assessment, risk measurement and risk management and various dimensions of insurance
contracts. Emphasis will be put on practical cases of corporate risk management and
exploration of the relevance of insurance in risk management. The paper will also enable
learner to acquaint with working knowledge of insurance.
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Forwards, Swaps
MID-TERM EXAMINATION
UNIT – IV
Insurance Contracts
An Introduction to the Insurance Industry, Pricing of
Insurance, Insurance Regulation and Financial Assessment,
Legal Aspects of Insurance Contracts, Insurability of Risk,
Contractual Provisions, and Legal Doctrines, Insurance
Contract Analysis, Risk Pooling and Insurance including
Review of Probability Concepts, Corporate Risk Management
and Insurance
(5 Sessions)
UNIT – V
Life Insurance
Life Insurance: Principles of Life Insurance, Financial
Planning and Insurance, Life Insurance Products, Pensions and
Annuities, Risk Assessment & Underwriting, Premium
Setting, Product Development, Design and Evaluation,
Reinsurance, Claims Management, Legal Framework
(6 Sessions)
UNIT – VI
General Insurance
General Insurance: Principles of General Insurance, General
Insurance Products (Fire, Motor & Health), Commercial
Insurance: Transport, Marine, Catastrophe, Liability, Product
Design, Development and evaluation
(4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
TEXT BOOKS:
Scott Harrington, Gregory Niehaus. 2004. Risk Management & Insurance. Tata McGraw-Hill
Publications.
Rejda. 2003. Principles of Risk Mgmt. & Insurance. Pearson Education/PHI. 8/e.
REFERENCE BOOKS:
C. Arthur Williams, Jr., Peter Young, Michael Smith. 1998. Risk Management & Insurance. Tata
McGraw-Hill Publications.
Manish Bansal,Navneet Bansal. 2006. Derivatives & Financial Innovations. Tata McGraw-Hill
Publications.
John C. Hull. 2011. Options Futures & Other Derivatives. Pearson Education, 8/e.
Vohra, N.D. and Bagri, B.R. 2003. Options & Futures. Tata McGraw-Hill Publications. 2/e.
Dubofsky & Miller. 2005. Derivatives- Valuation & Risk Management. Oxford University Press.
Shulz – Thomson. 2006. Risk Management & Derivative. Cengage Learning.
Chance. 2004. Introduction to Derivatives and Risk Management. Thomson Learning, 6/e.
Dorfman. 2004. Introduction to Risk Management & Insurance. Pearson/PHI.
Franklin Edwards. 1998. Options & Futures. Tata McGraw-Hill Publications, 1/e.
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Robert W Kolb. 2007. Futures, Options and Swaps. Blackwell Publishing, 5/e.
Treishumann. 2007. Risk Management and Insurance. Thomson, 12 Ed.
Course Outline
Wealth Management & Personal Financial Planning
Course Code: MBA6012 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To enable in understanding the role and relevance of wealth management.
To enable them to use these techniques optimizing the profitability and attaining the
financial objectives of Individuals.
UNIT I Personal Financial Planning: Introduction to PFP, Objectives of PFP,
Steps in Formulating PFP, PFP Strategies, Emergence of PFP in India. (4 Sessions)
UNIT II
Wealth Management: Evolution of Wealth Management, Wealth
Management and Personal, Financial Planning, Wealth Management
Service Providers, Ethics in Wealth, Management, RBI Regulations on
Wealth Management, Recent Developments in Wealth, Management
(5Sessions)
UNIT III
Investment planning: Ascertaining Investment objectives, Quantifying
Investment Objectives, Exploring Investment Options, Designing Investing
plans, Online Investment, Tracking and Reviewing Investment, Investment
on Tradable and Non-Tradable Securities.
(6 Sessions)
MID-TERM EXAMINATION
UNIT IV
Insurance Planning: Estimations and Quantification of Insurance
requirements, Products and Functioning of Life Insurance and Non-Life
Insurance Business, Choosing perfect Life Insurance Product, Non-Life
Insurance in Personal Financial Planning.
(5 Sessions)
UNIT V
Retirement, Estate Planning: Rules and Regulations of New Pension
Scheme, Pension, Fund Regulatory Development Authority, Provident
Fund Organisation and its rules regulation on Management of Private
Provident Funds, Estate Planning, Estate Financing, Estate management
(6 Sessions)
UNIT VI Tax Planning: Personal Tax Planning, Tax Computation , Products meant
for Tax Exemptions, Filing of Income Tax Returns (4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
1. Gitman et al., Personal Financial Planning, 11th e, South-Western College Pub, 2007
2. Keown, Arthur J., Personal Finance, Pearson Education
Reference Books:
The Citibank Guide to Building Personal Wealth, John Wiley and Sons
Preamble: With the advent of so many financial products in the market, wealth
management has become a separate profession. To meet various investable financial
objectives, one has to have his personal financial planning ready. The main objective of this
course is to enable the students to formulate various strategies in managing wealth.
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Suggested Journals: Journal of Financial Planning and Wealth Management
Course Outline
Cross Cultural issues in International Management
Course Code: MBA6013 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
Provide the fundamentals associated with the comparative international management
Provides an understanding of the various strategies of comparative international
management.
UNIT I Introduction to Cross-cultural Management: Meaning of Cross
Culture Management, Importance of Cross Cultural Management, Cross
Cultural issues in International Management, The Dimensions of Culture (4 Sessions)
UNIT II
Communication across Cultures: Importance of Communication in
Culture, Cultural Communication Mediums, Effective Communication
styles in Cultures, Culture and Marketing: Role of Culture in
Marketing, Strategies in dealing with Culture in Marketing
(6 Sessions)
UNIT III National Cultures and Management: Introduction, Methodological
Dilemmas, The Ethic Approach, Cultural Clusters, The Emic Approach,
National Cultures and Cross-cultural Negotiations. (5 Sessions)
MID-TERM EXAMINATION
UNIT IV
Motivation across Cultures: Equity in motivation, Influence of Culture
in Motivation, Strategies in Motivating Employees from Different Cultures
Leadership and Culture: Dealing with Culture Shock, Role of Leader in
Leading Groups from Different Cultures.
(6 Sessions)
UNIT V Cultural Dimensions of HRM: Recruitment process and Culture, Group
Dynamics and Culture, Cross Culture Building, Managing Resistance to
New Culture, Importance of Cultural Diversity in HRM. (5 Sessions)
UNIT VI
Managing Global Teams: Cultural Problems in Global Teams,
Strategies in Leading Global Teams, International Assignments and
Expatriate Management, The Global Manager. (4 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Shobhana.M, (2011). Cross Cultural Management, Oxford University Press
Preamble: Cross Cultural issues have become subject matter of serious issues in managing
Organisations when they are going global. This is evident in the case of many failed Joint
Ventures of International giants from different cultures. The main objective of this subject is to
make the scholars to acquire the knowledge on issues related to Sources and troubleshooting
strategies in dealing with Cross Culture Management.
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Carla I. Koen. (2007). Comparative International Management. 8th
Edition; Tata
McGraw-Hill Publication.
Reference Books: 1. Ralph Johann, (2011). Cross Cultural Management, Grin Verlag Publication
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MMCCAA66007700:: DDAATTAA CCOOMMMMUUNNIICCAATTIIOONN NNEETTWWOORRKKSS ((MMBBAA))
Prerequisite: This course will allow students to develop background knowledge as well as core expertise in data communication and networking (DCN) technologies, which one of the fastest growing industries in today’s world. It forms an integral part of the modern Information and Communications Technology (ICT) in any organizations. Starting from intranet/extranet in small offices to the World Wide Web, principles of DCN plays an important role in designing any modern telecom infrastructure. Objectives of the Course:
To provide hands on experience to students in using computers networks for data organization and addressing business needs with the help of communication.
To make students aware about networking devices used in organizations. To familiarize students with data communication principles such as the OSI and TCP/IP reference
models and associated protocols, analogue and digital data transmission, transmission media, signal encoding and digital data communications techniques, data link flow and error control, multiplexing, circuit and packet switching.
Module No. Content Teaching
Hours
UNIT I Introduction to Data Communications, Components of Data Communications, Digital Data Rates; Asynchronous and Synchronous Data, Computer Network, Network Applications
4 Sessions
UNIT II Types of signals: Amplitude Modulation; Frequency Modulation; Phase Modulation; Pulse Code Modulation; PDM; Time Division Multiple Access; Frequency Division Multiple Access; Code Division Multiple Access
6 Sessions
UNIT III Networking: Network Layer Local Area Network (LAN): LAN Components, Ethernet (IEEE 802.3), Token Ring (IEEE 802.5), Selecting a LAN, Improving LAN Performance
5 Sessions
UNIT IV Metropolitan Area Network (MAN) & Wide Area Network (WAN): Circuit-switched and Packet-switched Services, Improving MAN & WAN Performance
5 Sessions
UNIT V OSI Model; Broadcasting; Multicasting; Point-to-point communication; IP Addressing, Concepts of Port; Socket; ATM; Tunneling; Virtual Private Network
4 Sessions
UNIT VI Mobile Communication: Applications of Mobile Communication; Wireless Communication: Bandwidth, Transmission Impairment, Interference, Terrestrial Microwave, Broadcast Radio, Infrared & Light Waves.
6 Sessions
Text Books
Widjaja, L. G. (2000). Communication Networks. Tata McGraw Hill. Reference Books:
Stallings, W. (2003). Data Computer Communication (7th ed.). Delhi: Pearson Education.
Credits: 04 L–T–P: 4–0–0 Trimester VI
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MMCCAA66007711:: SSOOFFTTWWAARREE MMAANNAAGGEEMMEENNTT ((MMBBAA))
Prerequisite: A software development process is concerned primarily with the production aspect of software development, as opposed to the technical aspect, such as software tools. These processes exist primarily for supporting the management of software development, and are generally skewed toward addressing business concerns. Many software development processes can be run in a similar way to general project management processes.. Objectives of the Course:
Define and highlight importance of software project management. Describe the software project management activities Train software project managers and other individuals involved in software project Planning and tracking and oversight in the implementation of the software project management
process.
Module No. Content Teaching
Hours
UNIT I
Fundamentals of Software Project Management (SPM), Need Identification, Vision and Scope document, Project Management Cycle, SPM Objectives, Management Spectrum, SPM Framework, Software Project Planning, Planning Objectives, Project Plan, Types of project plan
5 Sessions
UNIT II
Structure of a Software Project Management Plan, Software project estimation, Estimation methods, Estimation models, Decision process, Project Elements, Work Breakdown Structure (WBS), Types of WBS, Functions, Activities and Tasks
4 Sessions
UNIT III Project Life Cycle and Product Life Cycle, Ways to Organize Personnel, Project schedule, Scheduling Objectives, Building the project schedule, Network Diagrams: PERT, CPM, Bar Charts
6 Sessions
UNIT IV Dimensions of Project Monitoring & Control, Budgeted Cost for Work Scheduled (BCWS), Cost Performance Index (CPI), Schedule Performance Index (SPI), Types of Review: Inspections, Walkthroughs, Code Reviews
5 Sessions
UNIT V
Testing Objectives, Testing Principles, Test Plans, Test Cases, Types of Testing, Test Strategies, Testing Automation & Testing Tools, Concept of Software Quality, Software Quality Attributes, Software Quality Metrics and Indicators
5 Sessions
UNIT VI Software Configuration Management: Software Configuration Items and tasks, Plan for Change, Change Control, Change Requests Management, Version Control, Risk Management, Risk Breakdown Structure (RBS)
5 Sessions
Text Books
Kelkar, S. A. Software Project Management. New Delhi: Prentice Hall India Publications. Cotterell, M. Software Project Management. New Delhi: Tata McGraw-Hill Publication
Reference Books:
Royce. Software Project Management. New Delhi: Pearson Education
Credits: 04 L–T–P: 4–0–0 Trimester VI
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Conway, K. Software Project Management. New Dehi: Dreamtech Press
Course Outline
Retail Information Systems
Course Code: MBA6019 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
This course is designed to enable students to:
To develop an understanding of technology being used in various functions of retail
industry.
To develop an understanding of Managerial Implications of that technology.
To understanding how technology can increase the efficiency & effectiveness of different
functions of retail.
UNIT – I
Management Information Systems: Introduction, From data to
information, Functions of MIS, Old and New MIS,
Characteristics of a good MIS, Marketing Support System, Retail
Information System, Benefits of MIS to an Organization
(3 Sessions)
UNIT –II
IT at POS:
Hardware – Cash Register, Computer based POS system, System
requirement to perform operations.
Software – Introduction, Understanding EPoS Software,
Choosing between Bob & FIS, Functions of EPoS Software
(6 Sessions)
Preamble: These are the exciting days for the retail industry in India. Over the past decade,
organized retail has dramatically increased its share in total retail business. Large store
formats have altered the shopping experience for consumers and ushered in a new era in
retailing. While business houses rush in to capitalize on this burgeoning opportunity, young
professional too can gain from the new career opportunities in this sector. There are some
considerable differences between organized and unorganized retail like superior supply chain,
inventory management, people management, money management etc. However, at the heart of
all these differences lies Information Technology.
Today, Information Technology has become so pervasive that all professionals need to
acquaint themselves with its advances. There was a time one would immediately think of
engineers when one mentioned technology. That is no longer the case. Every retail
professional needs to understand the role played by technology in the work place.
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UNIT – III
Credit Cards: Introduction & History. Benefits and Shortcomings
with credit cards, Payment Mechanism, Other new age payment
mechanisms.
Automatic Identification & Data Capture: Introduction,
Objectives of Auto ID & Data Capture, Bar Codes(UPC), RFID –
Working & Usage
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
ERP: Introduction, Purpose, Benefits and Disadvantages to a
retailer, True Cost of Retail ERP, The ERP Paradox,
Customization of ERP to a specific retailer, system requirement
for a successful ERP implementation.
CRM: Introduction, Purpose & Reasons for CRM, IT as a
facilitator in adopting CRM, CRM as a tool to gain competitive
advantage.
(6 Sessions)
UNIT – V
Data Mining: What is data mining? Reasons for its significance,
Working mechanism, Applications of data mining in Retail
management, Errors & Limitations and Privacy Concerns in data
mining, Technology needed for Data Mining.
SCM: Introduction, Managing all components of Supply Chain,
Components of a Supply chain, Span of SCM and Control,
Objectives of IT in SCM, Reverse Logistics: A special case of
SCM.
(6 Sessions)
UNIT – VI
E-Tailing: Introduction, The World of Electronic Retail,
Advantages & Shortcomings of e-tailing, Parties involved in e-
tailing, Attributes of an e-tail website, Issues influencing growth
of e-tailing in India,The Current Trends e-Retailing Statistics
(3 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Ajeet Khurana (2010). Information Technology for Retailing (Tata McGraw Hill
Education Private Limited, 1st Edition)
Reference Books:
O‘Brien (2007). Management Information Systems (Tata Mc Graw Hill Education
Private Limited, 7th
Edition).
Laudon & Laudon (2004). Management Information Systems (Pearson Education Private
Limited, 8th
Edition).
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Course Outline
Retail Merchandising
Course Code: MBA6020 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To develop the appropriate retail competencies to handle Buying & Merchandising
function.
To impart insights of category management & merchandise knowledge.
UNIT – I
Fundamentals of Merchandising : Concept of Merchandising,
Principles of Merchandising, Five ―Rights‖ of Merchandising, Retail
store organization, Relationship of Merchandising to other functions,
Importance of Mathematics to buying & merchandising, Factors
Affecting Function of Buying, Merchandising Philosophy, Methods of
Buying
(5 Sessions)
UNIT –II
Merchandise Planning: Merchandising Policies, Internal sources of
Buyer‘s information, Merchandising Strategy, Process of Merchandise
Planning, Key concepts in Merchandising
Merchandise planning process – top down & bottom up, its steps, The
Range Plan, Six-month merchandise plan, Model stock plan, and the
buying plan
(5 Sessions)
UNIT – III
Developing Assortment plan &Sourcing: The Merchandise
Assortment, Assortment Planning, Increasing & Figuring Open-to-buy,
Determining Sales Curves for categories, Micro Merchandising,
Technology Tools and Merchandise Planning
The Concept of Sourcing, Selecting the Best Merchandising Resources,
Sources of Supply, The Resident buying office, The Phases in Sourcing,
Global Sourcing, Establishing vendor Relationships, Classification of
Resources.
(5 Sessions)
Preamble: Merchandising has evolved to become so much more than the buying & selling of
products. Today, no product should be purchased without a good idea to whom it will be sold,
when it will be sold, at which price it will be sold and at what location? Therefore, the role of
merchandisers in particular retail scenario is of prime importance as the merchandise has to
be made available as per the requirements of the customers. The course focuses to broaden
students’ practical & theoretical understanding in relation to retail buying, management &
merchandising.
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MID-TERM EXAMINATION
UNIT – IV
Pricing of Merchandise: The Concept of Price, Retail Objectives &
pricing, Components of Retail Price, factors affecting price, Price
Consciousness, Price Lines & price Zones, Concept of MAP, Retail
Pricing Policies/Strategies, Adjustments to retail price, Comparison of
Markups & Markdowns, Evaluating Merchandise Performance,
Concept of GMROI
(5 Sessions)
UNIT – V
Private Labels & Category Management: The Private Label,
The Market for private labels, Process of Private Label creation, The
buyer‘s role in private label development.
Concept of Category Management, Key Components of Category
management Framework, the Category Captain
(5 Sessions)
UNIT – VI Industry Insights in Merchandising: The Indian retail spectrum,
Merchandising of categories like Consumer Durables, Food & Grocery
Products, Books and Apparels etc. (5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Pradhan, Swapana. Retailing Merchandising; New Delhi: Tata McGraw Hill, 2010.
Reference Book:
Diamond Jay & Pintel Gerald. Retail Buying; New Delhi: Pearson Education, 2008
Esaterling, Flottman, Jernigan & Wuest. Merchandising Mathematics for retailing; New Delhi:
Pearson Education, 2008
Levy Michael, & Weitz A Barton , Pandit A., Retailing Management, New Delhi: Tata McGraw Hill,
5th reprint 2010.
Berman Barry & Evans Joel R., Retail Management; A Strategic Approach, New Delhi: Prentice Hall
of India, 2007
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Course Outline
Retail Supply Chain Management and Vendor Development
Course Code: MBA6021 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To bring understanding among students regarding nature of Supply Chain in Retail
Business
To make aware regarding the various modes of transportation which can be used by a
retailer
To impart the understanding of the new development in retailing.
UNIT – I
Introduction to retail Supply Chain Management: Introduction
to Retail Supply Chains, Participants in Retail Supply Chains,
Aligning the Supply Chain with Business Strategy, Strategic and
functional view of Retail supply chain. Supply chain metrics.
(5 Sessions)
UNIT –II
Role of Pricing and Distribution in retail supply chain: Retail
Distribution and Replenishment mechanism, retail pricing and
impact of SC in pricing decisions. Green retailing and its impact
on retail supply chain management.
(4 Sessions)
UNIT – III
Retail Transportation: Retail Transportation System:
Multimodal transportation, Modal Interfaces –Inter-modal
Systems – Road/Rail/Sea ; Sea/Air; Road/Air ; Road/Rail ;
Sea/Road –Inland Container Depot (ICD) & Container Freight
Station (CFS) Terminals, Reverse logistics.
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Issues with Current retail Supply chain formats:
Structure of supply chain-Perishable items retailing,
Structure of supply chain- consumer durables retailing,
Structure of supply chain- apparel retailing,
Introduction of Contemporary issue in SCM RFID, ERP.
(5 Sessions)
UNIT – V Vendor Development and Strategic Sourcing: Concept of (5 Sessions)
Preamble: Supply chain is an integral part of any organization. The role of Supply chain is
not only restricted within the distribution of goods but it is also playing a significant role in
service delivery. Therefore in today’s highly competitive environment SC works as skeleton to
deliver the value to the ultimate users. This course puts emphasis on the fact that how SC can
be a key to success for a retail business and therefore the concepts of SC are analyzed from the
perspective of retail business.
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Vendor Management, Procurement, and strategic sourcing, The
process of procurement, Negotiation and Principal of
Negotiation, Retail sourcing trends and managing the
relationship with suppliers, Issues involved in global sourcing,
Role of IT in sourcing (3PL and 4PL)
UNIT – VI
Vendor Selection: Factors associated with Vendor‘s selection,
Process of Vendors Selection. Models for vendor selection:
Categorical Plan method, cost ration method, weighted point
method. Advantages and disadvantages of single and multiple
vendor System.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Ray, Rajesh.(2010).Supply Chain Management for Retailing. New Delhi.TMH.
Reference Book:
Chunawalla S.A.(2009).Production and Operations management. Himalya Publishing house.
Levy Michael , Weitz Barton A. ()Retailing Management. McGrawHill Publicaton
Bajaj, Chetan,.() Retail Managemen: Oxford University Press.
Christopher.(2006). Logistics Management.PHI.
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Course Outline
Livelihood System and Promotion
Course Code: MBA6022 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
Concept of livelihoods and livelihood frameworks, livelihood assets, vulnerability context and
poverty
Livelihood interventions through policies, institutions and processes;
Applying the livelihood framework in natural resource management; and comparison and critique
of the frameworks.
UNIT – I
An Introduction to Livelihood:
Livelihood, Need of Livelihood Promotion, Sustainable
Livelihood, The Challenge of Understanding Livelihood
Systems-A Historical Reference.
Traditional & Modern, Rural & Urban Livelihood Systems,
Study of livelihood systems, The basis of the livelihood systems,
Livelihood orientation in response to changing poverty
paradigms.
(5 Sessions)
UNIT –II
Understanding Livelihoods in Rural India: Diversity,
Change and Exclusion.
Causes of Livelihood Change: Shocks, Trends and Cycles,
Short term Fluctuations in Livelihoods: Preparing for Shocks
and Opportunities, Coping with Shocks
Long-term Trajectories: Accumulation or Impoverishment.
Household Trajectories: Virtuous and Vicious Circles.
Explaining Different Patterns of Household Change
(6 Sessions)
UNIT – III
An Introduction to Livelihood Interventions:
Livelihood Intervention, Evolution of Livelihood Intervention of
India Introduction
Various Types of Livelihood Intervention: Spatial Interventions,
Segmental Interventions, Sectoral Interventions, and Holistic
Approaches to Livelihood Promotion
(4 Sessions)
MID-TERM EXAMINATION
Preamble: The course aims to provide a theoretical, empirical and methodological
understanding of livelihood system and promotion development processes in India, with
emphasis on development of appropriate strategies for integrating livelihood concerns with
sustainable management of natural resources such as forest and water resources.
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UNIT – IV
Understanding Income Of The Household:
Enhancing Income from the Main Livelihood Activity,
Increasing Income in Diversified Portfolio of Subsistence
Livelihoods, Reducing Avoidable Expenditure
(4 Sessions)
UNIT – V
Framework for Analyzing Livelihood Intervention Choices:
Introduction, Elements of Design of Livelihood Intervention
Understanding the Internal Context of Intervention: Factor
Conditions, Demand conditions, Industry Conditions,
Institutional conditions, Making Livelihood Intervention Design
Choices, Framing for Objectives, Nature of Intervention, Design
of Livelihood Activity.
(6 Sessions)
UNIT – VI
Designing a Livelihood Intervention:
Looking for livelihood opportunities, Observing and
understanding the local economy, Selecting livelihood activities
suitable for the poor in the area, Deciding on Intervention
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Mahajan, V., Datta S., & Thakur, G. (2001). A Resource Book for Livelihood Promotion.
BASIX
Phansalkar. (2003). Livelihood: Promoting Livelihood Enhancement. Sir Dorabji Tata
Trust, Mumbai
Reference Books:
ICRA Learning Resources. (1999). Livelihood – Key Concepts.
DFID. (2001). Livelihood Framework – Sustainable Livelihood guidance Sheets
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Course Outline
Participatory Research Methods
Course Code: MBA6023 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To provide a guided tour of Social Research and To inculcate and improve skills in exploring
social dynamics related to various contemporary researchable issues
To explore the various participatory research designs, methodologies and various operational
tools.
UNIT – I
Introduction to Participatory Research Basics:
Social Research: Introduction, Evolution, Need and Prospects
Foundations for Social Research Methods: Sociological
Positivism, Rules for Social Research, Triangulation;
Developing a Sociological Imagination, Challenges to
Traditional Ways of Doing Social Science; Locating the Self in
Social Research
Ethical Concerns in Qualitative Research
(5 Sessions)
UNIT –II
Participatory / Social Research Designs (I)
Quantitative Design: Survey Research, Statistical Surveys,
Reliability and Validity Analysis, Cluster Analysis (4 Sessions)
UNIT – III
Participatory / Social Research Designs (II) Qualitative Designs: Analytic Induction, Archival Research,
Content Analysis, Textual Analysis, Focus Group, Ethnography,
Historical Method, Life History, Longitudinal Study,
Morphological Analysis, Semi-Structured Interview, Structured
Interview, Unstructured Interview
(6 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Participatory Research Methodologies (I)
Participant Observation and Individual Interviews;
Rapid Rural Appraisal (RRA): Principles, Techniques, Quick-
and-dirty methods
Participatory Rural Appraisal (PRA): Concept of Empowerment,
Respect, Localization, Enjoyment, Inclusiveness
(5 Sessions)
UNIT – V Participatory Research Methodologies (II) (5 Sessions)
Preamble: The Participatory research works as an important mechanism for understanding
and identifying social phenomena of any community. This course content comprises of various
aspects of social research like introduction to social research methods, triangulation,
developing social imagination and various social research designs. A comparison of the
various systems across the globe evolved is also included.
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Participatory Assessment, Participatory Baseline, Participatory
Monitoring, Participatory Evaluation (PAME)
Appreciative Inquiry: Approach, Process, Principles
Process Documentation: Purpose, Process, Techniques and Best
Practices
UNIT – VI
An Insight of Operational Tools of Participatory / Social
Research Group Meetings; Murals and Posters; Flannel Boards, Open-
ended Stories; Unserialized Posters; Community Case Studies;
Historical Mapping, Community Environmental Assessment;
Survival Surveys; Participatory Action Research; Maps and
Mapping, Community Financial Accounts; SWOT Analysis;
Popular & Puppet Theatre; Community Directed Visual Images /
Tape Recordings / Videos
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
McIntyre, L. (2005). 10th Edition. Need to Know: Social Science Research Methods.
Tata McGraw Hill Publication.
Kristin, G. E. (2010). 2nd Edition. Qualitative Methods in Social Research. Tata McGraw
Hill Publication
Corby, B. (2010). Applying Research in Social Work Practices. Tata McGraw Hill
Publication
Reference Books:
Denscombe, M. (2004). Ground Rules for Social Research. Tata McGraw Hill
Publication
Newman, W. Social Research Methods: Qualitative and Quantitative. Pearson Education
India
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Course Outline
Public Policy and Health
Course Code: MBA6024 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To develop an understanding of the public health policy.
To enable the students to interpret and apply health concept in day to day functioning.
To build awareness of certain important and critical issues in public health policy
UNIT – I
Understanding the Concepts of Health
Community Health, Community Health Centre, Community
Mental Health Services, Urban Health Resource Centre, Online
Health Communities
Public Health: Objectives, Public Health Programs, Public
Health System in India: Rural Health Care System in India,
Health Education, Role of Public Policy in Health
(5 Sessions)
UNIT –II
Health Care in India: A Brief Overview, Health Care Infrastructure, Primary Services,
Central Government's Role, Issues: Disease-national centre of
Disease control, Global malaria Action Plan, The Global Fund to
Fight AIDS.
Gender Ratio: Concept, Gender Imbalance, Fisher's Principle,
Types of Gender Ratio, Examples in Non human Species,
Factors affecting Gender Ratios
(6 Sessions)
UNIT – III
Major Determinants of Health:
The Changing Nature of Infectious Disease, Food, Trade and
Health, Drains, Dustbins and Disease. Other Issues- Pollution-
Malnutrition, Water and Sanitation
Tobacco: A Public Health Emergency
(4 Sessions)
MID-TERM EXAMINATION
UNIT – IV Population Health: The Role of Economic Inequality, The
Importance of Family Planning Programs, Population Health (4 Sessions)
Preamble: Public health is an often under-recognized component of our health system, yet
most improvements in life expectancy and other key markers of healthy populations which are
the result of effective public health programs. It is concerned with threats to the overall health
of a community based on population health analysis. This course will provide a framework for
developing and analyzing a range of health policy issues.
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Management, IT Challenges in enabling Population health
management.
Principles of the Ethical Practice of Public health.
Correspondence of the ethical principles with the essential public
health services.
UNIT – V
Health Planning in India: National Cancer Control Program, National Aids Control
Program, Universal Immunization Program (UIP), National
Health Policy, State Health Policy, Ministry of Health and
Family Welfare; National Urban Health Mission , National Rural
Health Mission
(6 Sessions)
UNIT – VI
Role of International Agencies in Public Health
WHO (World Health Organization), UNICEF (United Nations
International Children's Emergency Fund), CRY (Child Rights
and You), CARE, RED Cross Society
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Book:
Pomerleau, J., & McKee, M. (2006). Issues in Public Health. New Delhi: Tata McGraw
Hill.
Reference Book:
Michael, B. (2008). International Public Health Policy and Ethics. Series: International
Library of Ethics, Law, and the New Medicine, Vol. 42
Goodwin, N., Gruen, R., & Iles, V. (2006). Managing Health Services. New Delhi: Tata
McGraw Hill.
Buse, K., Mays, N., & Walt, G. (2006). Making Health Policy. New Delhi: Tata McGraw
Hill.
Macdowall, W., Bonell, C., & Davies, M. (2006). Health Promotion Practice. New
Delhi: Tata McGraw Hill.
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Course Outline
Strategy Implementation and Control
Course Code: MBA6025 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To understand the nature of strategy execution and its competitive and institutional
context
To know the challenges and risks associated with successful implementation of strategies.
To acquaint students with a range of methods of strategy execution, evalution and
controls.
UNIT – I
The nature of strategy implementation
Concept Of Strategy Implementation, Strategy Implementation
And The Strategic Management Process, Mintzberg's Model, The
Relation Between Strategy Formulation And Strategy
Implemenation, A General Framework For Strategy
Implementation
(5 Sessions)
UNIT –II
Implementation approaches
The Concept Fit, The 7-s's Framework, Relationship Of
Implementation To Life Cycle, Selecting An Implementation
Approach, Strategy Implementation And Stakeholders, general
problems in implementation
(5 Sessions)
UNIT – III
Implementation in action
Developing programmes, budgets, and procedures, achieving
synergy, designing jobs, resource allocation, managing conflict,
managing resistance to change, creating a strategy-supportive
structure, culture and leadership.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Implementation at Corporate and Business level
The Concept Of The Center Of Gravity, Strategies Changes -
Integration, Diversification, Mergers, acquisitions and joint
ventures.
Implementing Porter's Generic Strategies, Differentiation Versus
Low-cost Strategies
(5 Sessions)
Preamble: Strategic management is the core element of any business course as it acts like
glue that holds other business subjects together. It is the field of management designed to help
general managers improve the long-term competitive position of their organization.
Apart from planning, which in itself is a challenging and comprehensive task, implementation
creates greater challenges, as a number of unfavourable forces may have to be managed. This
course aims to familiarize students with the enormous uncertainties and challenges of
executing strategies at various levels in the organization.
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UNIT – V
Strategy Implementation
Implementing Strategies: Production/Operations Concerns, HR
concerns, Marketing, Finance/Accounting, R&D, and MIS
Issues
Restructuring and Reengineering, execution in turbulent
environment – concept of strategy incoherence, dissonance,
agility and resilience
Execution in international context
(5 Sessions)
UNIT – VI
Strategy Evaluation and Control
Strategy Evaluation, Framework, Characteristics of an Effective
Evaluation System, Contingency Planning, Auditing, enterprise
risk management, Activity based costing.
Measuring Performance at corporate and functional level,
Strategic Incentive Management
Control –importance and types
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Thompson, Strickland, Gamble & Jain. (2005). Crafting and Executing Strategy. 14th
Edition. New Delhi: Tata McGraw Hill Publication.
Azhar, K. (2008). Business Policy and Strategic Management. New Delhi: Tata McGraw
Hill Publication.
Galbraith, J.R. (2006). Strategy Implementation: The Role of Structure and Process. West
Publishing Company.
Reference Books:
Hamel, G. & Prahalad, C. K. (2003). Competing for the Future. Harvard Business
School.
Johnson, & Scholes. (2006). Exploring Corporate Strategy. Prentice Hall India.
Hunger and Wheelen, (2004). Strategic Management. New Delhi: Pearson Education.
Macmillan, H. & Tampoe, M. (2005). Strategic Management. Oxford University Press.
Pearce II, Robinson Jr., & Mittal. (1999). Strategic Management: Formulation, Implementation
and Control. Tata McGraw Hill
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Course Outline
Technology Forecasting
Course Code: MBA6026 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
This course is designed to enable students:
To understand the key concepts and options in technology forecasting.
To understand models of technology forecasting.
To understand the assessment of technological forecasting.
UNIT – I
Purpose and meaning of technology forecasting, characteristics of
a good forecast, methodological foundations, Method Selection ,
common errors, Developing technological competencies and
creation of sustainable comparative advantages through
technology forecasting, benefits for technology transfer
(5 Sessions)
UNIT –II
Planning the Technology Forecast, forecasting project needs,
Organizing and Managing the Technology Forecast, Project
Scheduling through PERT, PAC.
Technology Delivery System, stakeholder, societal and
institutional context, monitoring process and strategy
(5 Sessions)
UNIT – III
Sources of quantitative/qualitative data on technologies: Forecasts
based on human judgments and estimates, Historical
analogies,Technology database: Patent searching, Bibliometric
analysis,
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Forecasting the Market - Qualitative Techniques for Appraising
Market
Potential, A Quantitative Approach—Adoption and
Substitution., Macroeconomic Forecasting, General Equilibrium
Models, Institutional Arrangements and the Market, Linear
regression, Fitting time series data to general trend models,
(5 Sessions)
Preamble: In order to effectively prepare business strategies in the technologically fast-paced worlds
of e-commerce, information technology, and the global economy, it has become important for
companies and policy makers to look into the future with sophisticated models and techniques to
determine the course of technological change. The field of technological forecasting, more commonly
referred to as foresight studies, has emerged as an energetic and vibrant area of study and practice.
This course will provide an insight of technological forecasting with the implementation of some
sophisticated statistical tools. For bringing an adequate understanding of the subject students are
required to make review of regression and time series analysis
.
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growth and substitution curve models, Systems models
UNIT – V
Critical success factors in technology forecasting, Impact
Assessment in Technology Forecasting – concept and
techniques, analysis of technological. Polical, social, economic
impact, Impact Evaluation,Cost-Benefit Analysis within and
outside the Organization – methods, forecasting accuracy
(5 Sessions)
UNIT – VI
Combining forecasts, Accounting for Risk and Uncertainty –
within organization and outside,Technology Roadmapping,
Strategic Planning for Technology Implementation, uses in
manufacturing, Learning from Past Forecasts and Assessments
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference Books:
Strategic Technology Management - Betz. F. - McGraw-Hill.
Management of Technology - Tarek Khalli -, McGraw-Hill.
Strategic Management of Technological Innovation - Schilling - McGraw-Hill, 2nd ed.
Handbook of Technology Management – Gaynor, 1996, Tata McGraw Hill.
Forecasting and Management of technology - Alan Thomas
Management of New Technologies for Global Competitiveness –Christian N Madu,
1995, Jaico Publishing House.
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Course Outline
Management of Technology Transfer and Adoption
Course Code: MBA6027 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
This course is designed to enable students:
1. To understand the key concepts and options in technology commercialization.
2. To understand how to assess technologies for their commercialization potential.
3. To understand the steps that a technology goes through in the journey from the laboratory
to the marketplace.
4. To explore the roles that intellectual property protection and licensing play in the
commercialization process.
UNIT – I
Purpose and meaning of technology transfer, Ways of technology
transfer, technology transfer process, technology transfer agents,
constituents of technology transfer, factors affecting technology ,
technology transfer checklist, benefits for technology transfer
(5 Sessions)
UNIT –II
Technology transfer team and their responsibility, Seven ―C‖s for
the Successful Transfer - Context , Challenges : Shortfalls in
Technology Creation, Choice: Technology Needs Assessment,
Existence of Viable Technology Alternatives, Functions of
Technology Assessment, Certainty - Ensuring Effective Use of
Analytical, Assessment and Other Decision Support Tools
(5 Sessions)
UNIT – III
Communication, Capacity : Fostering Innovation, Applied
Research and Development, Developing and Enhancing Human
Capabilities, Commitment - Sustainable Markets for
Environmentally Sound Technologies
(5 Sessions)
MID-TERM EXAMINATION
Preamble: This course examines the processes involved in transferring technologies from one
organization or culture to another. First, the broad concept of technology will be examined from
several viewpoints. These include the philosophy of technology, its conceptual organization, and the
technological method. Special emphasis will be placed on the change process and its relationship to the
diffusion of technology. Models that describe technology transfer and the vehicles that facilitate
technology transfer will then be considered. Special emphasis will be placed on the means used to
transfer technologies and the social, cultural, and technological problems that often result. The course
will conclude with the identification of strategies that can be used to facilitate successful technology
transfer and adoption.
.
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UNIT – IV
Ensuring Macroeconomic Policy Frameworks Minimize
uncertainties, Policy dimension and regulatory frameworks,
From technology transfer to technological learning capabilities,
Networking for Technology Acquisition and Transfer, Financial
aspects, structuring agreements
(5 Sessions)
UNIT – V
Impact of adoption of new technologies, Alternate models for
technology transfer, Techonology transfer : problems and
prospects, Knowledge and technology transfer grid
Technology transfer as collaborative learning, Technology
diffusion and organizational learning
(5 Sessions)
UNIT – VI
Patterns and Criticisms of TT, India and Technology Transfer:
Positions, Barriers and Options, Technology transfer
Agreements in India, international technology transfer process,
Legal issues in technology transfer, Cross cultural issues
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Technology Transfer: Strategic Management in Developing Countries-Goel Cohen, 2004,
Sage Publications Ltd.
Handbook of Technology Management – Gaynor, 1996, Tata Mcgraw Hill.
Reference Books:
A Macro Perspective on Technology Transfer -Allan C. Reddy, 1996, Greenwood
Publishing Group
Global Perspectives on Technology Transfer and Commercialization- John Sibley Butler,
2011, Edward Elgar Publishing
Theory of Science and Technology Transfer and Applications- Siegeng Liu, 2009, Taylor
& Francis
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Course Outline
Service Operations Management
Course Code: MBA6028 Year: II Trimester: VI Max. Hours:
Objectives of the Course:
After, completion of the course the students will be able to:
Understand the key concepts of service operation.
Analyze the process of service designing.
Understand various models of service quality
UNIT – I
Introduction of service operations management, types of services
and processes, service matrix , retail service layout:-service-scape
and ambient conditions , spatial layout and functionality. (5 Sessions)
UNIT –II
New Service Development - Designing of Service delivery
Mechanism: Service Blue-printing – Management of Service
Experience - Front-office Back-office Interface . (5 Sessions)
UNIT – III
Service Quality: Concept, Models-GAP, SERVQUAL,
SERVPERF - Gronroos model, Complaint management, Service
Encounter, Service Recovery Service Guarantee. (5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Service designs:-Product line approach , Self service Approach ,
Personal Attention approach, Waiting line management-Queuing
system ,Waiting line models , Introduction to computer
simulation of waiting line.
(7 Sessions)
UNIT – V Service supply chain models, service outsourcing , Inventory
Management in Services, Productivity and Performance measurement, (5 Sessions)
UNIT – VI IT enabled Customer Service: Call Centre Operations,
Web‐enabled Services, ERP enabled Services, Tele marketing. (3 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference Books:
Preamble: In today’s highly competitive era firms are using service as tool for differetntiation.It has
become very important to understand the nature of services and the ways to manage them effectively
and efficiently. In the same regard this course has been designed, which will cover various aspects of
service operations management. The students are required to review the fundamentals of Service
marketing as well as fundamentals of Operations management, so that they can easily assimilate the
subject matter.
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Operations management – Richard B. Chase TMH.
Production and operations management – Kanishka Bedi -, Oxford
Production and operations management – SN Chary TMH.
Service Operations Management: Improving Service Delivery – Robert Johnston, Pearson
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Course Outline
Total Productivity Management
Course Code: MBA6029 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To understand the Total Productive Management concept and principles and the various
tools available to achieve Total Productive Management.
To understand the role of IT in TPM .
UNIT – I
Introduction of TPM: Definition and features ,Stages of TPM:
Preparation, Initial implementation stage, Full implementation
stage, Interlink-age of TPM with other functional departments. (3 Sessions)
UNIT –II
Equipment effectiveness and types of losses ,suspension loss-
plant maintenance loss, productionadjustment loss , Downtime
loss ,equipment failure loss- process failure loss,Speed
loss,regularproduction loss-irregular production loss- Defect
Loss- Process defect loss,loss which caused byrework,overall
Equipment Effectiveness (OEE),TPM Principles and Zero
failures.
(7 Sessions)
UNIT – III
Introduction to jishu hozen (autonomous maintenance) ,steps-
intial cleanup
preventive measures Preparing autonomous standards for TPM
autonomous inspection standardization - autonomous
management,Institutionalize Jishu Hozen - Cause and
effectdiagram,ten kinds of human errors different kinds of
defects.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Introduction to Kaizen activities, Mode of failure, collection and
analysis of data, Sporadic and regular failures, causes for machine
deterioration, design inadequacies, Periodical and predictive
maintenance.
(5 Sessions)
Preamble: In today’s highly competitive era fitness of firm is very significant as far as
manufacturing is concern. In this regard maintenance plays an important role.This course
provides a framework to understand the fundamentals of TPM. The course will also examine
today's critical strategic issues such as role of IT and HR in TPM.
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UNIT – V
Introduction to ―Kbestu kaizen‖, defining the contributory
problem and collection of data, categorise loss plan , ―Hinhitsu
Hozen ―zero defect quality maintenance ,eight pillars of TPM five
principles of TPM
(5 Sessions)
UNIT – VI
Human factors in maintenance ,maintenance manuals
,maintenance staffing methods, queuing applications, simulation,
spare parts management, maintenance planning and scheduling
Condition Monitoring Techniques– Vibration Monitoring,
Signature Analysis Wear Debris Monitoring – Maintenance
Management Information System - Expert systems –
Corrosion Monitoring and Control.
(5 Sessions)
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Text Books:
Dale H.Besterfiled, et al., ―Total Quality Management‖, Pearson Education, Inc. 2003.
(Indian reprint 2004). ISBN 81-297-0260-6.
Reference Books:
James R.Evans & William M.Lidsay, ―The Management and Control of Quality‖, (5th
Edition), South-Western (Thomson Learning), 2002 (ISBN 0-324-06680-5).
Feigenbaum.A.V. ―Total Quality Management‖, McGraw-Hill, 1991.
Oakland.J.S. ―Total Quality Management‖, Butterworth Hcinemann Ltd., Oxford, 1989.
Narayana V. and Sreenivasan, N.S. ―Quality Management – Concepts and Tasks‖, New
Age International 1996.
Zeiri. ―Total Quality Management for Engineers‖, Wood Head Publishers, 1991.
Lt. Gen. H.LaI, "Total Quality management", Wiley Eastern Limited, 1990. .
Greg Bounds. ―Beyond Total Quality Management‖. McGraw Hill, 1994. 3. Menon,
H.G, "TQM in New Product manufacturing", McGraw Hill 1992
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Course Outline
Purchase Management
Course Code: MBA6030 Year: II Trimester: VI Max. Hours: 30
Objectives of the Course:
To explain the social fundamentals of purchasing management.
To understand policies and procedures of purchasing
To understand the role of purchasing in strategic decision making
UNIT – I
The role of purchasing in business, relationship with other
departments, procedures, forms and records, basic
policies/planning, organization, purchasing control, budgeting,
purchasing ethics/ public relations
(5 Sessions)
UNIT –II Sourcing, quality, quality control, quantity determination, right
time, price, surplus materials (5 Sessions)
UNIT – III
Purchasing capital equipment, contract buying, retail buying,
engineering and construction contracting, state and institutional
purchasing, international buying, make or buy, negotiations,
purchasing research/value analysis, measuring purchasing
performance.
(5 Sessions)
MID-TERM EXAMINATION
UNIT – IV
Purchasing Function Objectives, Scope and Importance,
Organisation for Purchasing, Centralisation vs. Decentralisation,
Delegation of Powers, Purchasing Cycle Elements and their
Importance, Purchase Policies and Procedures, 5Rs of
Purchasing and Related issues, Technical, Commercial and
Legal Aspects of Purchasing
(5 Sessions)
UNIT – V
Import Policy and Procedures Capital Goods and Project
Imports, Spares, Consumables and Components, Specific
Licensing Provisions, Project Buying and Related Aspects,
Vendor Rating and Source Location, Negotiations in
Purchasing, Outsourcing Management
(5 Sessions)
UNIT – VI strategic purchasing management, the future of purchasing:
developing lean supply, partnership sourcing, network souring, (5 Sessions)
Preamble: Purchasing is an integral part of any organization. The role of purchasing is not
only limited to the procurement of materials but now a days it is also considered as a medium
for gaining competitive advantage. This course puts emphasis on the fact that how purchasing
can be a key to success for any organization.
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benchmarking, buying decision models, purchasing market
research, the role of information technology in purchasing and
the portfolio of purchasing skills..
* Provision for presentations / assignments / case analysis in additional sessions
** 1 Session = 60 Minutes
Reference Books:
Monczka, Robert, Trent, Robert and Handfield, Robert, Purchasing and Supply Chain
Management, 3rd
. Edition, Cincinnati, Ohio: Thomson South-Western College
Publishing, 2005.
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