97f3aFinal MBA - IB 2011_13

Master of Business Administration (International Business)

Programme Code: MIB

Duration – 2 Years Full Time

Programme Structureand

Curriculum & Scheme of Examination

2011

AMITY UNIVERISTY UTTAR PRADESHGAUTAM BUDDHA NAGAR

PREAMBLE

Amity University aims to achieve academic excellence by providing multi-faceted education to students and encourage them to reach the pinnacle of success. The University has designed a system that would provide rigorous academic programme with necessary skills to enable them to excel in their careers.

This booklet contains the Programme Structure, the Detailed Curriculum and the Scheme of Examination. The Programme Structure includes the courses (Core and Elective), arranged semester wise. The importance of each course is defined in terms of credits attached to it. The credit units attached to each course has been further defined in terms of contact hours i.e. Lecture Hours (L), Tutorial Hours (T), Practical Hours (P). Towards earning credits in terms of contact hours, 1 Lecture and 1 Tutorial per week are rated as 1 credit each and 2 Practical hours per week are rated as 1 credit. Thus, for example, an L-T-P structure of 3-0-0 will have 3 credits, 3-1-0 will have 4 credits, and 3-1-2 will have 5 credits.

The Curriculum and Scheme of Examination of each course includes the course objectives, course contents, scheme of examination and the list of text and references. The scheme of examination defines the various components of evaluation and the weightage attached to each component. The different codes used for the components of evaluation and the weightage attached to them are:

Components Codes Weightage (%)Case Discussion/ Presentation/ Analysis C 05 - 10Home Assignment H 05 - 10Project P 05 - 10Seminar S 05 - 10Viva V 05 - 10Quiz Q 05 - 10Class Test CT 10 - 10Attendance A 05End Semester Examination EE 70

It is hoped that it will help the students study in a planned and a structured manner and promote effective learning. Wishing you an intellectually stimulating stay at Amity University.

July, 2011

PROGRAMME STRUCTURE

FIRST SEMESTERCourse Code

Course Title Lectures (L)

Hours per week

Tutorial (T)

Hours per week

Practical (P)

Hours per week

Total Credits

Page No.

MIB101 Principles of Global Business Management

4 - - 4

MIB102 Marketing Management-A Global Perspective

4 - - 4

MIB103 Accounting for Managers 4 - - 4MIB104 Essential IT Tools & Techniques for

Global Managers3 - 1 4

MIB105 Quantitative Applications in Management

3 1 - 4

MIB106 Economic Analysis 4 - - 4MIB107 Organisational Theory & HRM 4 - - 4MIB142 Business Communication – I 1 - - 1MIB143 Behavioural Science – I 1 - - 1

MIB144MIB145MIB146MIB147MIB148

Foreign Language – IFrenchGermanSpanishJapanese Chinese

2 - - 2

MIB130 Term Paper - - - 4TOTAL 36

SECOND SEMESTERMIB201 Export Import Documentation &

Logistics3 1 - 4

MIB202 Business Law & Entrepreneurial Development

4 - - 4

MIB203 Business Research Methods 4 - - 4MIB204 Growth Prospects of Thrust Areas of

Indian Exports3 - - 3

MIB205 Cross Cultural Management & Management of Multinational Companies

3 1 - 4

MIB206 International Financial Management 4 - - 4MIB242 Business Communication – II 1 - - 1MIB243 Behavioural Science – II 1 - - 1


Foreign Language – IIFrenchGermanSpanishJapanese Chinese

2 - - 2

SPECIALIZATION COURSES (BASKET COURSES)OPERATIONS SPECIALIZATIONMIB207 Production & Operations Management 3 1 - 4FINANCE SPECIALIZATIONMIB208 Financial Modeling & Services 3 1 4MARKETING SPECIALIZATIONMIB209 Marketing Tools & Techniques 3 1 - 4HR SPECIALIZATIONMIB210 International HRM 3 1 4

TOTAL 31

Note: The student will opt for the same Elective Basket in Third & Fourth semester as opted in Second Semester

THIRD SEMESTERMIB301 International Strategic Management 4 - - 4MIB302 Risk & Insurance in International Trade 4 - - 4MIB303 WTO & International Regulatory

Environment 4 - - 4

MIB342 Business Communication – III 1 - - 1MIB343 Behavioural Science – III 1 - - 1


Foreign Language – IIIFrenchGermanSpanishJapanese Chinese

2 - - 2

MIB350 Summer Internship (Evaluation) - - - 9Elective Papers for Dual Specialization in IB & Marketing (Select any two)MIB304 Strategic Brand Management 3 1 - 4MIB305 Sales & Distribution Management 3 1 - 4MIB306 Integrated Marketing Communications 3 1 - 4MIB307 Digital Marketing* 3 1 - 4Elective Papers for Dual Specialization in IB & Finance (Select any two)MIB308 Mergers, Acquisitions & Re-structuring 3 1 - 4MIB309 Corporate Tax Planning 3 1 - 4MIB310 Management of Financial Services* 3 1 - 4MIB311 Credit Appraisal & Project Financing 3 1 - 4Elective Papers for Dual Specialization in IB & HR (Select any two)MIB312 Recruitment, Selection, Training &

Development3 1 - 4

MIB313 Performance Appraisal & Potential Evaluation*

3 1 - 4

MIB314 Organisational Behaviour 3 1 4MIB315 Compensation Management 3 1 - 4Elective Papers for Dual Specialization in IB & Operations Management (Select any two)MIB316 Customer Management* 3 1 - 4MIB317 Technology Management 3 1 - 4MIB318 Supply Chain Management 3 1 4MIB319 Project Management 3 1 - 4

33

Note: * Universal CoursesIn lieu of second elective (Third & Fourth Semester) a student may opt for a universal course.

FOURTH SEMESTERMIB401 Leveraging Information Technology in

Global Business3 - - 3

MIB402 Global Sourcing & Business Development

3 1 - 4

MIB442 Business Communication – IV 1 - - 1MIB443 Behavioural Science – IV 1 - - 1


Foreign Language – IVFrenchGermanSpanishJapanese Chinese

2 - - 2

MIB455 Dissertation - - - 9Elective Papers for Dual Specialization in IB & Marketing (Select any two)MIB403 Product Strategy & Management* 3 1 - 4MIB404 Consumer Behaviour 3 1 - 4MIB405 Marketing of Services 3 1 - 4MIB406 International Retail Management* 3 1 - 4Elective Papers for Dual Specialization in IB & Finance (Select any two)MIB407 Security Analysis & Portfolio

Management3 1 - 4

MIB408 Strategic Financial Management 3 1 - 4MIB409 Financial Reporting & Decision

Making3 1 - 4

MIB410 Banking & Finance* 3 1 - 4Elective Papers for Dual Specialization in IB & HR (Select any two)MIB411 Organisational Psychology* 3 1 - 4MIB412 Competency Mapping & Assessment 3 1 - 4MIB413 Organisational Change & Development 3 1 - 4MIB414 Industrial Relations & Labour Laws 3 1 - 4Elective Papers for Dual Specialization in IB & Operations Management (Select any two)MIB415 Corporate Governance &

Organisational Effectiveness*3 1 - 4

MIB416 Management of Quality 3 1 - 4MIB417 Virtual Enterprise Management* 3 1 - 4MIB418 Advanced Operations Research 3 1 - 4

TOTAL 28

Note: * Universal CoursesIn lieu of second elective (Third & Fourth Semester) a student may opt for a universal course.

Curriculum & Scheme of Examination

PRINCIPLES OF GLOBAL BUSINESS MANAGEMENT

Course Code: MIB 101 Credit Units: 04

Course Objective:The main purpose of this paper is to familiarize the participants with the various aspects of Principles of Global Management, with a view that conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and practical approach to understand the concepts of Global Management and also to provoke critical thinking about various principles, guidelines and practices of Global Business Management.

Learning Outcomes:The learning outcomes that students are expected to achieve in this course include: Develop a clear understanding of the conceptual frameworks and definitions of specific terms that are

integral to the international management literature. Attain a clear understanding of the various factors that help determine the appropriateness of different

management strategies for different types of international ventures. Examine ethical issues that are pertinent to international business management practices and to the personal

value system of the student. Explore and evaluate different career opportunities, specific regional locations, and organizations where the

students may seek to pursue an international business management career

Course Contents:

Module I: Globalization and trends in Management System What is Globalization?Drivers of GlobalizationManaging in Global Marketplace

Module II: International Trade Theory Benefits of TradeComparative AdvantageHeckscher-Ohlin TheoryThe Product Life Cycle TheoryCompetitive Advantage Porter’s Diamond Model

Module III: Module International Institutions and Economic IntegrationWorld Trade OrganisationWorld BankInternational Monetary FundFramework of PTAs and FTAsMajor Regional Trade Agreements

Module IV: Global Business Expansion Entry DecisionDifferent Entry ModesSelecting an entry modeStrategic AlliancesFDI and FII

Module V: Global Business ManagementPlanning & Control StrategiesDecision Making in International BusinessOrganization of Global Business

Module VI: The Cultural, Political, Legal and Economic environment facing Global Business The Cultural EnvironmentThe concept of cultureThe strategy for managing across cultureCross-cultural differences & similaritiesThe Political and Legal Environment

The Political system and its functionsImpact of Political system on management decisionLegal & political strategies in International BusinessThe Economic Environment Facing Global Business Classifying Economic SystemKey Macroeconomic issuesAdapting to Foreign Economic System

Module VII: Issues in Functional Areas of Global BusinessGlobal Marketing Global Production and Operational StrategiesGlobal Human Resource Management Global Accounting and Financial ManagementGlobal Strategic Management

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:

Components H1 P1 C1 H2 A EEWeightage (%) 5 10 5 5 5 70

Text & References:

Hill Charles W I and Jain Arun Kumar (2009) International Business: Competing in Global Marketplace, Tata McGraw Hills Publishing Co. Ltd.

Weihrich Heinz, Cannice Mark and Koontz Harold (2010), Management: A Global and Entrepreneurial Perspective, Tata McGraw Hills Publishing Co. Ltd.

Daniels John, Radedaugh Lee and Sullivan Daniel (2010), International Business, Pearson Education, 13th

Edition Luthans Fred and and Doh Jonathan. (2008), International Management Cultural Strategy and Behaviour,

Tata McGraw Hills Publishing Co. Ltd. Wild John J., Wild Kenneth L. and Han Jerry C.Y. (2010), International Business: The Challenges of

Globalization, Prentice Hall, 5th Edition Daily Newspaper: Business Standard, Economic Times, Business Line, The Financial Express Periodicals: The Week, Economist, Business World, Business Week

MARKETING MANAGEMENT- A GLOBAL PERSPECTIVE

Course Code: MIB 102 Credit Units: 04 Course Objective:The course aims to provide students with an introductory understanding of Marketing, with a special focus on the role of marketing in an international business context. It provides the students with an awareness and consideration of tools available to a marketer. It will enable the students to realize the importance of customers and their behaviour in the context of marketing decisions. Learning Outcomes:At the end of the course students will be able to: Explain key concepts and elements of marketing management and differentiate between marketing and

sales Examine the 4Ps of Marketing and discuss different strategies Analyse consumer behaviour for various sectors and assess the STP strategies of different multi-national

companies. Analyse the global marketing environment and new opportunities in global world Course Contents: Module I: Marketing - Managing Profitable Customer RelationshipsIntroduction to MarketingDifferentiation between Marketing and Selling.Marketing Management 4 Ps – product, promotion, place, priceDifference in orientation- the Separating Factor between one Concept and the other Customer Relationship Management- Concept and strategiesImportant concepts- BCG matrix, GE Matrix, Ansoff Matrix, Green marketing, Services marketing, Direct marketing, Rural marketing (only concepts) Module II: Global Marketing EnvironmentFactors affecting Marketing Environment- Macro and Micro FactorsGlobal DemographicsTechnology EnvironmentCompetition EnvironmentEconomic Environment

Module III: New-Product Development and Product Life-Cycle StrategiesProduct AttributesNew Product Development strategies- Idea Generation to Commercialization.Product Life Cycle Strategies- Different Marketing Strategies for Different Stages.Adoption and Diffusion Process for New Products.Demand Forecasting- conceptBranding, Packaging and Labeling- concepts Module IV: Global Marketing Channels and Supply Chain Management Marketing Channels- concept, importanceGlobal RetailingIntegrated Supply Chain Management. Module V: Integrated Marketing Communication Strategy Tools of Marketing Communication Mix.Process of IMCAIDA Model and L and S modelAdvertisementSales Promotion Personnel Selling. Module VI: Consumer Markets, Consumer Buyer Behaviour Define Consumer Market.Decision Making Process Types of Buying Decision BehaviourFactors Influencing Consumer Buyer Behaviour.

Module VII: Building the Right Relationships with the Right Customers- Market Segmenting- Understand the major basis for segmenting consumer and business marketsMarket Targeting - Identify attractive market segments and device a target marketing strategy.Positioning for competitive advantage

Module VIII: Pricing Considerations and ApproachesNew Product Pricing StrategiesProduct Mix Pricing Strategies.Price – Adjustment Strategies.Price Change Teaching & Learning Methods:The assessment programme will be student driven, requiring the student to develop his/ her communication skills by presentation and debate. Critical participation of students is expected in each of the assessment programme. The class lectures will focus on an International context to understand the environment in which decisions have to be made and learning of tools of decision-making in marketing. To achieve the aforesaid, a mixed pedagogy will be followed including lectures, profusely illustrated by case examples of Indian and International companies. The students will form a group and each group will pick up any one major product category and select a non Indian company. It will study, and then write about, the marketing strategy followed by this company. Case studies will be discussed by the instructor and accompanied by group presentations - written and oral - by the students under the supervision of the faculty. Examination Scheme:

Components C1 V CT A EEWeightage (%) 10 5 10 5 70

Text & References:

Kotler. P and Keller. K , P.USA, 2005. Marketing Management: Analysis, Planning, Implementation, and Control, 12th ed., Prentice-Hall

Kotler. P, P.Asia, 2003. Marketing Management, 11th ed., Prentice-Hall Hart, Norman A, The CIM Marketing Dictionary, 5th, Butterworth-Heinemann, USA, 1998 Johannsen. H and Terry. G, International Dictionary of Management, Kogan Page, India, 2002 Ramaswamy V.S., P.1990. Marketing Management: Global Perspective, 4th ed., Macmilan Kotler P, Armstrong G, Saunders J and V Wong, London, 2001. Principles of Marketing, 3rd European ed.

Pearson Education Winer Russell S, Marketing Management, 3rd ed., Pearson Harvard Business Review

ACCOUNTING FOR MANAGERS


Course Objective:The course aims to develop an understanding of the importance, language and techniques of Financial and Cost accounting along with the skills for preparation and analysis of financial statements for better management planning and control.

Learning Outcomes:At the end of this course the students should be able to: Demonstrate an understanding of basic accounting concepts and final accounts; Prepare all major financial statements ; Understand time value of money and capital budgeting techniques Determination of cost of capital and capital structure

Course Contents:

Module I: Foundation of AccountingBasic Concepts of AccountingForms of Business, TerminologyJournal, Ledger, Trial BalanceProfit and Loss Account, Balance Sheet

Module II: Measuring and Reporting Assets, Liabilities and Shareholder’s EquityInventory Valuation and Income MeasurementDetermining and Pricing the Physical Inventory;Estimating Inventory Value,

Fixed AssetsDetermining acquiring cost Depreciation - MethodsCapital and Revenue Expenditure

LiabilitiesCurrentContingent long-termDebentures Payable

Shareholder’s Equity- The Corporate OrganizationShare Capital, DividendsAccounting for share capitalPreference share capitalReserves

Module III: Understanding Corporate Financial Statements and Other Financial Reports Included in Annual ReportsAnnual Report – Case StudyCorporate Balance Sheet and Profit and Loss AccountNotes to the Accounts and Significant Accounting PoliciesUnderstanding and Constructing Corporate Cash flow StatementAnalysis of Financial Statements: Ratio Analysis, Common SizeOther Financial Reports: I Auditors' Report and Directors' ReportOther Financial Reports: II Corporate Governance Report

Module IV: Time Value of Money, Capital Budgeting, Understanding Time Value of MoneyPresent Value, Future ValueAnnuity, PerpetuityCapital Budgeting Techniques – NPV, IRR, ARR, PI

Module V: Cost of Capital, Capital Structure, Introduction to Cost of CapitalBook Value, Market Value, Weighted Average Cost of Capital

Cost of Equity, Debt, Preference Shares, Retained EarningsCapital Structure, MM ModelTax Implications

Teaching & Learning Methods:The following pedagogical tools will be used to teach this course:Lectures and DiscussionsAssignments and PresentationsCase Analysis – Module III

Examination Scheme:

Components C1 V A CT EEWeightage (%) 10 5 5 10 70

Text & References:

Gupta, Ambrish (May 25, 2009) Financial Accounting for Management: An Analytical Perspective. 3rd

Edition. Pearson Education Chandra P., Financial Management, Tata Mc-Graw Hill Education Khan MY & Jain PK, Financial Management, Tata Mc-Graw Hill Education Ramchandran N, Kakani Ram Kumar- Financial Accounting for Management.2nd Edition. Tata Mc Graw

hill Anthony Robert N, Hawkins David F, Merchant Kenneth A (2007) Accounting: Text and Case. 12th

Edition. The McGraw- Hill companies Bhattacharya S. K. , Dearden John (2008) Accounting for Management. 3rd Edition. Vikas Publishing

House

ESSENTIAL IT TOOLS AND TECHNIQUES FOR GLOBAL MANAGERS


Course Objective:Essential IT Tools & Techniques for Global Managers is anything that involves doing business electronically. It obviously includes commerce conducted over the internet, but it can include other forms of electronic commerce such as telephone banking, using a fax, or generating and managing accounting systems on a computer (without use of the internet). This course focuses heavily on the internet; but covers other aspects of e commerce as well. This course aims to develop the students’ ability to manage commercial transactions electronically, particularly through the internet. The course is concerned with the main functional areas of management and processing in the world of international business.

Learning Outcomes:At the end of the course students will be able to: Explore EIITGM dimensions, including driving forces and impact on business, individuals, culture, and

global economics. Examine the evolution, role, function and impact of E commerce in global business operation. Use common models to describe business to business and business to customer transactions. Understand business security issues, including internet risks, protections, privacy, policies, and emerging

business practices on the Net. Track electronic payment systems, explaining online advertising, promotional strategies, and public

policies. Describe ethical dimensions of the Internet in a local, regional, national, and global perspective. Explore needed features for building an effective web site.

Module Title:Prerequisite ModuleFundamentals of Information and Communication Technology (ICT)Using the Computer and Managing FilesBasics of Word Processing, Spreadsheets, Databases, PresentationWeb Browsing and Communication & IT Security

Module I: Foundation of ICT & E-business/E-commerceIntroduction of ICT for ManagersFundamentals of ICT (Office Automation & Communication Technologies)Definitions and content of E-business/E-commerce

Case StudyPresentation & Internal Assessment

Module II: Office Automation –I: Advanced Word Processing & PresentationAdvanced Word ProcessingEditingFormatting ReferencingProductivity ToolsPrepare Outputs: Sections, Document setup, Print

Advanced PresentationPresentation PlanningAudience and EnvironmentDesign, Content and LayoutSlide Masters and TemplatesGraphical ObjectsCharts and DiagramsMultimediaEnhancing ProductivityManaging Presentations

Module III: Office Automation –II: Advanced Spreadsheets Formatting

Advanced Spreadsheets Functions and FormulasChartsAnalysisValidating and AuditingEnhancing ProductivityCollaborative EditingCommercial Package: Microsoft Excel

Module IV: Launching an E-Business: E-Business Models, E- Marketing, E-Tailing E-Strategy - Hosting an E-BusinessThings that can go wrong - Site visibilityEvaluation of web sites and usability testingWeb site Optimization, content and traffic managementE-business & various models E-marketing & advertising

Module V: E-commerce:Electronic Payment Systems & E-Security, M-Commerce & Future of EC in Global ScenarioE-bankingPayment System ModelsThe Risks & threats in CyberspaceProtection and Recovery -EncryptionLegal & ethical issues E-governanceCyber Laws: A Global PerspectiveM-commerce in Indian and global perspectiveGlobal ECFuture of EC

Learning Methods:This course is based upon interaction between the students and the teachers. Wherever possible a link will be made between the academic underpinning and its practical application. Students will be given time to develop skills and analyse the benefits and limitations of using e commerce in organisations. A ‘hands on’ approach will ensure that students can develop a wide range of knowledge of different applications of e commerce. The practical knowledge can be used to develop an awareness of how e commerce can be adopted by organisations to improve business efficiency. This will be achieved via a combination of case studies, evaluations of actual e commerce projects, guest lectures and self study sessions. It is very important that the students go through the textbook chapter(s) and other reference material before coming to the class.

Examination Scheme:

Components P1 C1 CT1 A EEWeightage (%) 10 5 10 5 70

Text & References:

Turban, Lee, King and Chung, 2005, Electronic Commerce- A Managerial Perspective, Pearson Education Awad Elias M, 2004, Electronic Commerce: From Vision To Fulfillment Prentice Hall, 4th Edition Joseph P T, 2000- Electronic Commerce: A Managerial Perspective Prentice Hall. Ravi Kalakota and Andrew B Whinston, 2002, Frontiers of Electronic Commerce Addison Wesley Parag Diwan and Sunil Sharma, 2002, Electronic Commerce (Excel Books, New Delhi) Kennith Laudon and Jane Laudon – Management Information Systems: Managing the Digital Firm 2005,

(Ninth Edition) Prentice Hall. Raymond Frost and Judy Strauss, 2002, "E Marketing", Prentice Hall

QUANTITATIVE APPLICATIONS IN MANAGEMENT


Course Objective:The objective of this course is to develop the understanding of the various statistical models, used for decisions making in the functions of the management of any organization with respect to International Business. To equip the students with tools and techniques for application of concepts to real life problems for efficient managerial decision making.

Learning Outcomes:At the end of the course students will be able to: Use statistical techniques to collect and analyse data Produce forecasts using statistical packages Apply quantitative techniques to business situations.

Course Contents:

Module I: IntroductionQuantitative Decision Making - An Overview, Collection, Classification & Presentation of Data,Measures of Central Tendency - Mean, Median, Mode, Geometric Mean & Harmonic Mean, Measures of Dispersion – Range, Quartile Deviation, Average Deviation & Standard Deviation.

Module II: Forecasting Techniques & Time Series Analysis Business ForecastingCorrelation Regression analysis & its Applications for Managers Various Components of Time Series & their AnalysisUse of Statistical Packages such as MS Excel /SPSS for Forecasting & Analysis

Module III: Sampling, Sampling Distributions & Testing of HypothesisSampling Fundamentals Different Methods of sampling Sampling DistributionsTesting of Hypotheses: Hypothesis Testing for Means & Proportions

Module IV: Probability, Probability Distributions & Decision theoryBasic Concepts of ProbabilityDiscrete Probability DistributionContinuous Probability DistributionsDecision Theory : Introduction to Decision Making , Decision Environments & Decision Trees

Module V: Linear ProgrammingIntroduction of Operations Research,Scope and Models in Operations Research,Introduction of Linear Programming, Formulation of LPP & its Applications to Managers.

Learning Methods:A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 3 hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to quantitatively study the various aspects of international business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.

Examination Scheme:

Components C1 CT V A EEWeightage (%) 10 10 5 5 70

Text & References:

Rao AB, 2004, Quantitative Techniques in Business, Jaico Publishing House, Ist Edition

Arora P.N., Arora Sumeet, Arora S., 2008, Comperihensive Statistical Methods, 2nd Edition, S. Chand Edward E. Qian, Ronald H. Hua, And Eric H. Sorensen, Quantitative Equity Portfolio Management:

Modern Techniques and Applications Chapman & Hall/Crc Financial Mathematics Series, 2007 Levin R.I. & Rubin S. R. 2002, Statistics for Management, 9th Ed. Prentice Hall of India Gupta S P & Gupta M P, 2000, Business Statistics, 12th Ed. Sultan Chand & Sons Sharma J K, 1997, Operations Research: Theory & Application, Mac Millan India. Ltd. Hooda, R P,(2003),Statistics for business and economics,3rd,Macmillan Publication, New Delhi Richard C. Grinold And Ronald N. Kahn, Active Portfolio Management: Quantitative Theory and

Applications, 1995

http://www.amazon.com/Quantitative-Equity-Portfolio-Management-Applications/dp/1584885580/ref=sr_1_3?ie=UTF8&s=books&qid=1211804055&sr=1-3

http://www.amazon.com/Quantitative-Equity-Portfolio-Management-Applications/dp/1584885580/ref=sr_1_3?ie=UTF8&s=books&qid=1211804055&sr=1-3

http://www.amazon.com/Active-Portfolio-Management-Quantitative-Applications/dp/1557388245/ref=sr_1_1?ie=UTF8&s=books&qid=1211804055&sr=1-1

http://www.amazon.com/Active-Portfolio-Management-Quantitative-Applications/dp/1557388245/ref=sr_1_1?ie=UTF8&s=books&qid=1211804055&sr=1-1

ECONOMIC ANALYSIS


Course Objective: This course aims to integrate various principles and concepts from different fields of economics with typical problems of managerial decision-making and policy formulation in business organizations whether in a local or global context. Understanding the application of economic principles to key management decisions will provide guidance to increase value creation within organizations, and allows a better understanding of the external business environment in which organizations operate.

Learning Outcomes:At the end of this course the student will be able to Use the theory of the firm to model business organizations Apply demand theory to establish the elasticity of demand Use demand estimation to forecast demand trends and change Apply production theory to manage production Use cost theory to establish short and long run behavior Describe market structures to establish market equilibrium Use pricing strategies to enable organizational coherence Use macroeconomic principles to address market failures

Course Contents:

Module I: Introduction to Economic Analysis Micro EconomicsMacro EconomicsTools of Economics Mathematics, Statistics, Software

Module II: Economy at a GlanceCircular flow of Economic ActivitiesValues and Measurement of Economic ActivitiesMeasurement of National Income

Module III: Demand, Supply and Market Equilibrium DemandMeaning of DemandLaw of Demand Demand Function; Determinants of Market DemandElasticity of Demand – Price Elasticity, Income Elasticity, Cross Elasticity Relationship of price elasticity of demand with Total andMarginal Revenue Elasticity in Decision MakingSupply & Market EquilibriumDeterminants of Market SupplyLaw of Supply Determination of Market Equilibrium

Module IV: Analysis of Production and Cost; Theory and EstimationProduction FunctionProduction Function with one variable input – short run analysisProduction Function with two variable input – long run analysisIsoquantOptimal combination of InputsEconomies and Diseconomies of ScaleCost FunctionEconomic concepts of costCost and Output Relationship in short runCost and Output Relationship in Long runBreak Even Analysis

Module V: Price and Output Decisions in Product MarketPrice output under Perfect Competition

Price output under Monopoly Price output under Monopolistic CompetitionPrice output under Oligopoly

Module VI: Money Output and Price Demand and Supply of MoneyMeasurement of Money SupplyMonetary Phenomenon of Inflation, Deflation, Stagflation, Dis-inflation, Reflation, and Business Cycle Impact of Monetary Phenomenon on Price and Output

Module VII: Macro Economic PoliciesMonetary Policy Fiscal Policy Industrial Policy

Learning Methods:A series of case studies based lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 3 hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international economic business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.

Examination Scheme:

Components Case 1 Case 2 Case 3 Case 4 Viva Attendance EEWeightage (%) 5 5 5 5 5 5 70

Text & References:

Damodaran, Suma, 2nd edition, “Managerial Economics”, Oxford Publication Dwivedi, D. N. (2006), “Managerial Economics”, Vikas Publishing House. Goodvin, Nelson, Ackerman and Weisskopf, 2nd ed.,2009, Micro economics in context, PHI learning

Private Ltd. Cris Lewis & Peterson, 2002, Managerial Economics, Tata McGraw Hill Samulson, Paul A, Economics, 18th edition, Tata McGraw Hill, 2005 Economics, 3rd edition, Sloman, Prentice hall of India, 2004 Mote, V L, Managerial Economics: Concepts and Cases, Tata McGraw Hill, 2005 Chaturvedi, D D, Managerial Economics: Text and Cases, Brijwasi Book, 2003 Gupta, A C, Business Economics, Rawat Publication, 2003 Mansfield, E. (1996), “Managerial Economics- Theory Application, and Cases”, W.W. Norton and Co.,

New York. Koutsoyiannis, A. (1979), “Modern Microeconomics”, Macmillan, London. Ivan Png (2004), “Managerial Economics”, 2nd Edition, Blackwell Publishers. RH Dholakia and A.N Oza (1997), “Microeconomics for Management Studies”, Oxford University Press. Brownong, E.K. and Brownong, J.M., “Microeconomic Theory and Application”, Scott Foresman and Co.,

London. Allen, R.G.D. (1956), “Mathematical Analysis for Economists”, Macmillan, London. Salvatore, D. (1989), “Managerial Economics”, McGraw Hill, New York. Parl R Ferguson, Glenys J Ferguson (2000), “Business Economics”, Macmillan, London. K. E. Boulding (1948), “Economic Analysis” Harper and Bros., New York. Pindyek & Rubinfield (2004), “Microeconomics”, Prentice Hall of India, New Delhi. Shapiro, Edward, “Macroeconomic Analysis”, Harcourt Brace Jovanovich, New York. Prabhat Patnaik (1997), “Macroeconomics”, Oxford University Press. Bhole, L.M. (2004), “Financial Institutions and Markets: Structure, Growth and Innovations”, Fourth

Edition, Tata McGraw-Hill Publishing Co., New Delhi. Gupta, Suraj B . (1999), “Monetary planning for India”, Oxford University Press. New Delhi. Economic Survey (2007-08) Bhatia, H.L., “Public Finance”, Vikas Publishing House. H.G. Mannur (1999), “International Economics”, Oscar Publications. Sawyer & Sprinkle (2004), “International Economics”, Prentice Hall of India.

http://203.197.231.130:8080/jspopac/html/Browse?brwbuttonid=B&link=AGupta,%20Suraj%20B

ORGANISATIONAL THEORY AND HRM


Course Objective: The course aims to give the basic knowledge of the HR concepts and their usefulness in the organizations. The classes are designed to familiarize participants with current human resource practices and organizational behavior that apply to their careers regardless of their field. The course also gives the insights about the importance of training and performance evaluation in ones job.

Learning Outcomes:At the end of the course, the student should be able to: Understand the basic concepts of HR Effective ways to recruit and retain people in an organization Understand effective corporate training techniques Know the basic concepts of Organization Behaviour Importance of IT through Live Projects in various HR applications Know Performance Appraisal, Potential Appraisal and Career development Manpower Planning in an organization

Course Contents:

Module I: Organisational TheoryFoundation of Organisational TheoryDifferent Approaches of Organisational TheoryOrganisational Theory ModelsCurrent Idea of OrganisationModels of Organisational Effectiveness

Module II: Concept and the Importance of HRMIntroduction, objective, nature, scope, evolution of Human Resource Management Role of HR managerOpportunities and new Challenges in Human Resource Management.

Module III: Acquisition of an effective Workforce PoolHuman Resource PlanningJob Analysis, Job Description, Job Specification, Job evaluationJob Design- Nature, Job Characteristics, Reengineering Jobs.RecruitmentMost Effective Recruitment Trends Approaches,Advantages and Disadvantages of Internal vs. External Recruiting, Person Job Fit, Person Organization FitPromotion, Transfer, Job RotationSelectionProcessPlacementInduction of employees

Module IV: Training and Development of Human Resources:Training: DefinitionDifference between Training Development and EducationConducting Needs AssessmentDesigning a Training ProgramDifferent methods of training, Training DeliveryEvaluation of Training,

Module V: Performance, Potential Appraisal and Career DevelopmentPerformance AppraisalIntroduction, Meaning, Objectives, Different Methods of AppraisalLimitations of Performance Appraisal,360 degree Appraisal, Post Appraisal Feedback.Career Development

Essential Components of Career Development SystemsDesigning Career Programs such As Fast Track, Near Retirement, Coasters, and Other Identifiable Subgroups.

Module VI: Understanding Organizational Behavior:Introduction, Nature, Scope and Disciplines Contributing to Organisation Behavior. Understanding Human Behavior, Various management skills & roles, OB today – The Info Tech age, various challenges & Opportunities. Organisation Behavior Models: Autocratic Model, Custodian Model, Supportive Model, Collegelial Model and SOBC

Module VII: Quality of Work life and Emerging Trend in Human Resource ManagementConcept of Quality of Work life (QWL),Work life Balance, Emerging Trends-outsourcing, PCMM. GHRM

Module VIII: Human Resource Information SystemLive projects based on different sectors viz. retail, manufacturing, Banking and Insurance, FMCG, Service sector etc.

Teaching & Learning Methods:A series of lectures will impart information and be complemented by interactive discussion. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international financial business environment. Formative tasks, case discussions and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.

Examination Scheme:

Components C1 V CT Attendance EEWeightage (%) 10 5 10 5 70

Text & References:

Gary Dessler and Biju Varkkey. (2010) Human Resource Management. Pearson Education Snell and Bohlander. (2007) Human Resource Management. Cengage Learning David Lepak and Mary Gowan. (2009) Human Resource Management. Pearson Education Aswathappa, (2006) Human Resource and Personnel Management. Tata McGraw-Hill. Manas K Mandal. (2008) In Search of the Right Personnel. Macmillan George, J. M. and Jones, G. R. (2002) Organizational behaviour. 3rd edn. Harlow: Pearson Education. Gareth Roberts . (2008) Recruitment and Selection. Jaico, Roberts Gareth, 2008, Recruitment and Selection, Jaico Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. (2006) Managing Human Resource Shaw. Cengage . Alan M. Saks and Robert R. Haccoum. (2008) Performance Management through Training and

Development. Cengage.

Journals: Paul Schumann, A Moral Principles Framework for HRM Ethics”, Human Resource Management Review

11 (2004), p94. Janet Adams, “Code of Ethics as Signals for Behavior,” Journal of Business Ethics, February 2001, vol.29,

no.3, pp.199-211. Kelly Mollica, “Perceptions of Fairness,” HR Magazine, June 2004, pp. 169-171. Morris Attaway,”Privacy in the Workplace on the Web,” Internal Auditor 58, no.1 (February 2001),p.30. Leonard and France, “Workplace Monitoring,” p.4. Leon Grunberg, Sarah Moore, and Edward Greenberg, “Managers’ Reactions to Implementing Layoffs:

Relationship to Health Problems and Withdrawal Behaviors,” Human Resource Management, Summer 2006, vol.45, no.2, pp. 159-178.

Cynthia Ross, “How to Protect the Aging Workforce,” Occupational Hazards, February 2005, pp.52-54. “Facing Facts About Workplace Substance Abuse,” Rough Notes 144,no.5 (May 2001)pp.114-118 Kapur, P.K., Khurana, Dinesh and Seth, Ashish (2008), Chapter 12, In Search of The Right Personnel:

Macmillan India Ltd. Terpestra, D. (1996) Recruitment and Selection: The Search For Effective Methods, HR Focus 16-17, May.

BUSINESS COMMUNICATION - I


Course Objective: One cannot‘not communicate’. This course is designed to facilitate our young Amitians to communicate effectively by emphasizing on practical communication through refurbishing their existing language skills and also to bring one and all to a common take-of level.

Course Contents:

Module I: Fundamentals of communication Relevance of communicationEffective communication Models of communicationEffective use of language

Module II: Tools of communication Proficiency in English – The international Language of businessBuilding vocabulary(Denotative & connotative)Extensive vocabulary drills (Synonyms / Antonyms / Homonyms)One Word substitutionIdioms & phrasesMechanics and Semantics of sentencesWriting sentences that really communicate(Brevity, Clarity, and Simplicity)Improving the tone and style of sentences

Module III: Barriers to Effective use of languageAvoiding clichésRemoving redundanciesGetting rid of ambiguityEuphemismJargonsCode switching Examination Scheme:

Components CT1 CT2 CAF V GD GP AWeightage (%) 20 20 25 10 10 10 5

CAF – Communication Assessment FileGD – Group DiscussionGP – Group Presentation Text & References:

Working in English, Jones, Cambridge Business Communication, Raman – Prakash, Oxford Echoes: Jha Madhulika: Orient Longman Practical English Usage, Swan M , Cambridge

BEHAVIOURAL SCIENCE - I(SELF-DEVELOPMENT AND INTERPERSONAL SKILLS)


Course Objective:This course aims at imparting an understanding of:Self and the process of self exploration Learning strategies for development of a healthy self esteemImportance of attitudes and their effect on work behaviourEffective management of emotions and building interpersonal competence.

Course Contents:

Module I: Understanding Self Formation of self concept Dimension of SelfComponents of selfSelf Competency

Module II: Self-Esteem: Sense of Worth Meaning and Nature of Self EsteemCharacteristics of High and Low Self EsteemImportance & need of Self EsteemSelf esteem at workSteps to enhance Self Esteem

Module III: Emotional Intelligence: Brain Power Introduction to EIDifference between IQ, EQ and SQRelevance of EI at workplace Self assessment, analysis and action plan

Module IV: Managing Emotions and Building Interpersonal Competence Need and importance of Emotions Healthy and Unhealthy expression of emotionsAnger: Conceptualization and CycleDeveloping emotional and interpersonal competenceSelf assessment, analysis and action plan

Module V: Leading Through Positive Attitude Understanding Attitudes Formation of AttitudesTypes of AttitudesEffects of Attitude on BehaviourPerceptionMotivationStressAdjustmentTime ManagementEffective PerformanceBuilding Positive Attitude

Module VI: End-of-Semester Appraisal Viva based on personal journalAssessment of Behavioural change as a result of trainingExit Level Rating by Self and Observer

Examination Scheme:

Components SAP A Mid Term Test (CT)

VIVA Journal for Success (JOS)

Weightage (%) 20 05 20 30 25

Text & References:

Towers, Marc: Self Esteem, 1st Edition 1997, American Media Pedler Mike, Burgoyne John, Boydell Tom, A Manager’s Guide to Self-Development: Second edition,

McGraw-Hill Book Company. Covey, R. Stephen: Seven habits of Highly Effective People, 1992 Edition, Simon & Schuster Ltd. Khera Shiv: You Can Win, 1st Edition, 1999, Macmillan Gegax Tom, Winning in the Game of Life: 1st Edition, Harmony Books Chatterjee Debashish, Leading Consciously: 1998 1st Edition, Viva Books Pvt Ltd. Dr. Dinkmeyer Don, Dr. Losoncy Lewis, The Skills of Encouragement: St. Lucie Press. Singh, Dalip, 2002, Emotional Intelligence at work; First Edition, Sage Publications. Goleman, Daniel: Emotional Intelligence, 1995 Edition, Bantam Books Goleman, Daniel: Working with E.I., 1998 Edition, Bantam Books.

FRENCH - I


Course Objective: To familiarize the students with the French language with the phonetic system with the accents with the manners with the cultural aspects To enable the students to establish first contacts to identify things and talk about things

Course Contents:

Unité 1, 2: pp. 01 to 37

Contenu lexical: Unité 1: Premiers contacts1. Nommer des objets, s’adresser poliment à quelqu’un2. se présenter, présenter quelqu’un3. entrer en contact : dire tu ou vous, épeler4. dire où on travaille, ce qu’on fait5. communiquer ses coordonnées

Unité 2: Objets1. Identifier des objets, expliquer leur usage2. Dire ce qu’on possède, faire un achat, discuter le prix.3. Monter et situer des objets4. Décrire des objets5. comparer des objets, expliquer ses préférences

Contenu grammatical: 1. articles indéfinis, masculin et féminin des noms, pluriel des noms 2. Je, il, elle sujets, verbes parler, habiter, s’appeler, être, avoir, masculin et

féminin des adjectifs de nationalité 3. tu, vous sujets, verbes parler, aller, être, c’est moi/c’est toi

4. verbes faire, connaître, vendre, c’est/il est + profession, qui est-ce ? qu’est- ce que ... ?

5. article défini, complément du nom avec de, quel interrogatif 6. adjectifs possessifs (1), pour + infinitif 7. verbe avoir, ne...pas/pas de, question avec est-ce que ?, question négative,

réponse Si 8. Prépositions de lieu, il y a/qu’est-ce qu’il y a 9. accord et place des adjectifs qualificatifs, il manque... 10. comparatifs et superlatifs, pronoms toniques, pronom on

Examination Scheme:

Components CT1 CT2 C I V AWeightage (%) 20 20 20 20 15 5

C – Project +PresentationI – Interaction/Conversation Practice

Text & References:

le livre a suivre : français.com (debutant)

GERMAN - I


Course Objective: To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany

Course Contents:

Module I: Introduction Self introduction: heissen, kommen, wohnwn, lernen, arbeiten, trinken, etc.All personal pronouns in relation to the verbs taught so far.Greetings: Guten Morgen!, Guten Tag!, Guten Abend!, Gute Nacht!, Danke sehr!, Danke!, Vielen Dank!, (es tut mir Leid!), Hallo, wie geht’s?: Danke gut!, sehr gut!, prima!, ausgezeichnet!,

Es geht!, nicht so gut!, so la la!, miserabel!

Module II: InterviewspielTo assimilate the vocabulary learnt so far and to apply the words and phrases in short dialogues in an interview – game for self introduction.

Module III: Phonetics Sound system of the language with special stress on Dipthongs

Module IV: Countries, nationalities and their languagesTo make the students acquainted with the most widely used country names, their nationalitie and the language spoken in that country.

Module V: Articles The definite and indefinite articles in masculine, feminine and neuter gender. All Vegetables, Fruits, Animals, Furniture, Eatables, modes of Transport

Module VI: ProfessionsTo acquaint the students with professions in both the genders with the help of the verb “sein”.

Module VII: Pronouns Simple possessive pronouns, the use of my, your, etc.The family members, family Tree with the help of the verb “to have”

Module VIII: ColoursAll the color and color related vocabulary – colored, colorful, colorless, pale, light, dark, etc.

Module IX: Numbers and calculations – verb “kosten”The counting, plural structures and simple calculation like addition, subtraction, multiplication and division to test the knowledge of numbers.“Wie viel kostet das?”

Module X: Revision list of Question pronouns W – Questions like who, what, where, when, which, how, how many, how much, etc.

Examination Scheme:



Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre für Ausländer

P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs

SPANISH – I


Course Objective:To enable students acquire the relevance of the Spanish language in today’s global context, how to greet each other. How to present / introduce each other using basic verbs and vocabulary

Course Contents:

Module IA brief history of Spain, Latin America, the language, the culture…and the relevance of Spanish language in today’s global context.Introduction to alphabets

Module IIIntroduction to ‘Saludos’ (How to greet each other. How to present/ introduce each other).Goodbyes (despedidas) The verb llamarse and practice of it.

Module IIIConcept of Gender and NumberMonths of the years, days of the week, seasons. Introduction to numbers 1-100, Colors, Revision of numbers and introduction to ordinal numbers.

Module IVIntroduction to SER and ESTAR (both of which mean To Be).Revision of ‘Saludos’ and ‘Llamarse’. Some adjectives, nationalities, professions, physical/geographical location, the fact that spanish adjectives have to agree with gender and number of their nouns. Exercises highlighting usage of Ser and Estar.

Module VTime, demonstrative pronoun (Este/esta, Aquel/aquella etc)

Module VIIntroduction to some key AR /ER/IR ending regular verbs.

Examination Scheme:



Text & References:

Español, En Directo I A Español Sin Fronteras

JAPANESE - I


Course Objective: To enable the students to learn the basic rules of grammar and Japanese language to be used in daily life that will later help them to strengthen their language.

Course Contents:

Module I: Salutations Self introduction, Asking and answering to small general questions

Module II: Cardinal NumbersNumerals, Expression of time and period, Days, months

Module III: TensesPresent Tense, Future tense

Module IV: PrepositionsParticles, possession, Forming questions

Module V: DemonstrativesInterrogatives, pronoun and adjectives

Module VI: DescriptionCommon phrases, Adjectives to describe a person

Module VII: ScheduleTime Table, everyday routine etc.

Module VIII: OutingsGoing to see a movie, party, friend’s house etc.

Learning Outcome Students can speak the basic language describing above mentioned topics

Methods of Private study /Self help Handouts, audio-aids, and self-do assignments and role-plays will support classroom teaching

Examination Scheme:



Text & References:

Text: Teach yourself Japanese

References: Shin Nihongo no kiso 1

CHINESE – I


Course Objective:There are many dialects spoken in China, but the language which will help you through wherever you go is Mandarin, or Putonghua, as it is called in Chinese. The most widely spoken forms of Chinese are Mandarin, Cantonese, Gan, Hakka, Min, Wu and Xiang. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.

Course Contents:

Module IShow pictures, dialogue and retell.Getting to know each other.Practicing chart with Initials and Finals. (CHART – The Chinese Phonetic Alphabet Called “Hanyu Pinyin” in Mandarin Chinese.)Practicing of Tones as it is a tonal language.Changes in 3rd tone and Neutral Tone.

Module IIGreetings Let me IntroduceThe modal particle “ne”.Use of Please ‘qing” – sit, have tea ………….. etc.A brief self introduction – Ni hao ma? Zaijian!Use of “bu” negative.

Module IIIAttributives showing possessionHow is your Health? Thank youWhere are you from?A few Professions like – Engineer, Businessman, Doctor, Teacher, Worker.Are you busy with your work?May I know your name?

Module IVUse of “How many” – People in your family?Use of “zhe” and “na”.Use of interrogative particle “shenme”, “shui”, “ma” and “nar”.How to make interrogative sentences ending with “ma”.Structural particle “de”.Use of “Nin” when and where to use and with whom. Use of guixing.Use of verb “zuo” and how to make sentences with it.

Module VFamily structure and Relations.Use of “you” – “mei you”.Measure wordsDays and Weekdays.Numbers.Maps, different languages and Countries.

Examination Scheme:



Text & References: “Elementary Chinese Reader Part I” Lesson 1-10

TERM PAPER


Course Objective:The aim of the term paper is to provide the students with an opportunity to further enhance their knowledge in a sector of their choice by undertaking a significant practical unit of examining and analyzing various aspects of business management at a level commensurate with the learning outcomes of the various courses taken up y them in the ongoing semester.

For students of the first semester, the required term paper is primarily a self worded structured report written by the students after interpreting & analyzing various primary & secondary records of intelligent interviews/readings from several sources on a particular sector. Conduct of Term PaperThe term paper will be executed & submitted by students in groups. (Maximum four students in each group) The students are to form groups of four and decide the sector of study / company of interest within two

weeks of the start of the semester. A Faculty Mentor will be assigned to each group of students undertaking a Team Paper. Special Time slot to conduct the research will be included in the timetable. The Mentor will conduct weekly sessions to guide & follow up the students as well as to clarify any

queries or problem faced by the students. Weekly review of the Work in Progress will be maintained by Faculty Mentor & will carry 20% weightage

during the final evaluation. This will be substantiated through a proper economic diary maintained by the students documenting their

daily objectives, plan of action, activities undertaken, documentation of reading & referencing material, analysis (if any) & learning outcomes.

Students may use innovative tools & techniques to maintain this diary such as e-concepts, online blogs, charts, graphs etc.

Student will be given some discretion in the choice of sector for the term paper and the approach to be adopted.

The term paper has to be formulated with multi disciplinary aspects explained in the section below. Focus Areas of Study 1. Principles of Global Business Management (PGBM)

Analysis of International Business Expansion Strategy of 5 companies within the chosen sector while maintaining a scrap book of the latest news & views 2. Marketing Management-A Global Perspective (MMAGP)

- GeneralMarket Description and Current Marketing Situation with analysis using SWOT & PESTMarketing Strategy AssessmentCompetitive Assessment

Identifying the products' benefits in terms of clinical differentiation. For a specific Company within the sector

Product Assessment and Review for a company within the sectorIdentifying a critical unmet need from the customer and whether the customer will use/buy itObtaining the optimal product profile from customersChannel Assessment: Success in existing sales, marketing and service programmes and channels, New Programmes and Channels that could increase revenue etc.Brand Assessment, impact of existing campaigns, testing of new positioning initiatives etc.Pricing Assessment: Understanding Different pricing strategies adopted by different players

3. Accounting for Managers (AFM)

a. Analysis of Financial Statements of selected 5 companies of the sector. 2. Essential IT Tools & Techniques for Global Managers (EITTGM)

a. Use Statistical Tools & Techniques (predominantly MS Excel & SPPS) to analyze various facts, figures & trends as well as carry out projections & sensitivity analysis.

b. Analysis of ICT trends in the sector 3. Quantitative Applications in Management (QAM)

a. Practical Application of all methods learnt on some form of live data collected for the sector/ company(s) therein.

4. Economic Analysis (EA)

a. Nature of Competition (Number of companies, market share, market dominance, entry and exit barriers etc.)

b. Impact of change in the National Income on the growth of the sector.c. Impact on the performance (revenue) of chosen sector due to change in technology, foreign

investment and Government Policiesd. Major Mergers, collaborations or Takeovers that have taken place in the sector.

5. Organizational Theory & HRM (OT&HRM)a. HRM Policies and Best Practices followed in the sectorb. Cross Analysis of various data related to any one major aspect such as employee

turnover/satisfaction/training etc. Needless to add, effective deployment of Self Devleopment, Interpersonal Skills & techniques of Business Communication is integral to all aspects of the term paper and will be evaluated accordingly. General Guidelines - Each group must submit an independently written report of their term paper project.

- All contents need to be sourced from reliable primary & secondary sources; references for which MUST be maintained in proper format.

- At least one middle level or senior level person of a company from the chosen sector has to be interviewed face to face

- Though the term paper is more a descriptive report covering the ‘What, Why and How’ aspects; participation in leg work or field research of a company(s) will add value to the study.

- The paper should utilise class room learning and industry exposure to evaluate issues on hand and suggest remedial/progressive measures that may be taken by a company(s)

Assessment & Evaluation: - The term paper will be in the form of an integrated report and assignment.

- A board consisting of all the faculty members who are teaching the students in the first semester will conduct the final evaluation.

- The faculty mentor assigned to the group will do the continuous evaluation. All reports will be examined most strictly for plagiarism The groups with the best papers will be given the opportunity to present them in a workshop. Components Continuous

Assessment &

Economic Diary

Presentation Content & Layout of Report

Analysis Conclusion &

Recommendations

Viva/ Defending Questions

Weightage (%) 20% 15% 20% 20% 10% 15%

EXPORT IMPORT DOCUMENTATION AND LOGISTICS


Course Objective:Trade procedures and documentation formalities are a critical part of international business management. This subject aims at imparting knowledge of trade procedures and documentation formalities with a view to enable the participants to develop a systematic approach in handling trade transaction and incidental paper work.

Learning Outcomes:On completion of this module students will have: Considered the framework of export and import documentation Evaluated and justified the various documents for processing export and import orders Evaluated the legal implications in the area of exports and imports Assessed the various terms and conditions of export finance Developed the ability to critically examine the EXIM policy framework

Course Contents:

Module I: IntroductionExport Documentation Framework

Module II: Documents for processing export order and legal implications Processing of an Export OrderINCO TermsForeign Exchange Regulation Act and introduction to FEMA

Module III: Export Finance and documentsExport Payment TermsExport FinanceForward Exchange Cover

Module IV: Central excise clearance Customs Clearance of Export CargoCustoms Clearance of Import CargoRole of Clearing and Forwarding AgentsShipment of Export CargoNegotiation of Export Documents

Module V: EXIM Policy FrameworkEPCG SchemeDuty Exemption SchemeExport Oriented Units and Export processing ZonesExercise on Negotiation of Export Documents.

Learning Methods:Class room lectures: Each class is intended to be approximately 60 minutes of lecture and 15 minutes in discussion. The discussion period may involve newsworthy events related to EXIM policy etc. The class will be doing Cases throughout the semester. Students will prepare three written cases in small groups of 4-6 students. There will be presentations also in which the student have to collect, collate and analyze the data. A few additional journal articles related to topics discussed will be made available at the Library. The latest articles on international policies on exports and imports will be distributed for discussion.

Examination Scheme:


Text & References:

Khurana P K, 2007, Export Management, Galgotia Publications, 7th edition. Notes of Amity Distance Education Course for EIDL

E. Johnson, Export/Import Procedures And Documentation (Export/Import Procedures & Documentation, 2002)

Thomas A. Cook, The Ultimate Guide To Export Management, 2001 Michael B. Stroh, A Practical Guide To Transportation And Logistics, 2006 Donald F. Wood, Anthony Barone, Paul Murphy, And Daniel L. Wardlow, International Logistics, 2002

http://www.amazon.com/International-Logistics-Donald-F-Wood/dp/0814406661/ref=sr_1_2?ie=UTF8&s=books&qid=1211804627&sr=1-2

http://www.amazon.com/Practical-Guide-Transportation-Logistics/dp/0970811519/ref=sr_1_4?ie=UTF8&s=books&qid=1211804627&sr=1-4

http://www.amazon.com/Ultimate-Guide-Export-Management/dp/0814405819/ref=sr_1_3?ie=UTF8&s=books&qid=1211804627&sr=1-3

http://www.amazon.com/Export-Procedures-Documentation/dp/081440734X/ref=sr_1_1?ie=UTF8&s=books&qid=1211804627&sr=1-1

BUSINESS LAW AND ENTREPRENEURSHIP DEVELOPMENT


Course Objective:The main purpose of this paper is to familiarize the participants with the various legal aspects of business. This course will provide the students with an integrated and practical approach to understand various legal provisions that impact the conduct and environment of business. The other objective of the program is to impart training in the area of Business Plan Development so that the participants are well versed with the intricacies of Business Plan making procedure.

Learning Outcomes:On completion of this module students will have: Understanding of various provisions of Indian laws such as Indian Contract Act, Negotiable Instruments

Act, Consumer Protection Act, Company Law, Competition Laws Appreciate the impact of the above laws on conduct of business. Idea generation and Identifying business opportunities Understanding the Legal aspects of starting New Venture Shaping the Business Idea into Business Plan. Designing the Presentation of the Business Plan

Course Contents:

Module I: Indian Contract Act, 1872Nature and kinds of Contracts, Concepts related to offer, Acceptance and Consideration, Principles Governing Capacity of Parties and Free Consent, Legality of Objects, Performance and Discharge of Contract, Breach of Contract and its Remedies, Basic Elements of Law Relating to Agency, Guarantee and Pledge.

Module II: Negotiable Instruments Act, 1881 and Consumer Protection Act 1986Meaning of Negotiability and Negotiable Instruments – Cheques, Bills of Exchange and Promissory Note, Crossing of Cheques, Endorsement, Dishonour of Cheques. Definitions-Consumer, Complaint, Services, Defect and Deficiency, Complainant. Rights and Reliefs available to consumer. Procedure to file complaint. Consumer Disputes, Redressal Agencies (Composition, Jurisdiction, Powers and Functions.). Procedure followed by Redressal Agencies.

Module III: Company Law Meaning and types of companies, Formation of a company, Memorandum and Articles of Association, Prospectus and Issue of Shares, Share Capital and Shareholders, Company Meetings and Proceedings, Powers and Liabilities of Directors and Winding up of Company. Reduction of share capital, Buy Back of shares, Borrowing powers and raising funds incorporate loans and investment. Reconstruction amalgamation, merger and takeover. Corporate governance and SEBI Regulations.

Module IV: Introduction to Entrepreneurship DevelopmentConcepts of Entrepreneurship Development, Evolution of the concept of Entrepreneur, Attributes and Characteristics of a successful Entrepreneur, Entrepreneurial Culture, Role of Entrepreneur in Indian economy

Module V: Creativity and Business Idea GenerationActivity based Idea Generation, Tools for Idea Generation (SLEPT Analysis, GAP Analysis etc), Screening of ideas (John Mullins Seven Domain Analysis), Selecting one best idea, Learn to Present Business ideas, Naming of the New Venture

Module VI: Elements of Business PlanBusiness Planning Process: moving ahead from Business Idea, Understanding the various elements of Business Plan (Marketing Plan, Financial Plan), Understanding a Business Plan worksheet, Annexure and supporting documents needed for a Business Plan, Business Plan Presentation and Elevator pitch

Learning Methods:Class room lectures: Each class is intended to be approximately 45 minutes of lecture and 15 minutes in discussion. Business Plan formation will be taught in line with obtaining venture funding. Experiential learning will be a major tool in teaching Business Plan making.

Examination Scheme:


Text & References:

Kapoor ND,(2009), Elements of Mercantile Law; Sultan Chand & Co., New Delhi. S.S Gulshan and G.K. Kapoor, (2008), Business law including Company Law, New Age international

publishers Ltd . A.K.Majumdar and GK Kapoor,(2009), Company Law, Taxmann publication K. Aswathappa (2008), International Business, Tata McgrawHill M.c.Kuchhal, (2004), Mercantile Law, Vikas Publishing House. Research Wing of New Century Publication,(2008),Dictionary of International trade and Business, New

Century Publication

http://www.flipkart.com/k-aswathappa/

BUSINESS RESEARCH METHODS


Course Objective:The course aims to provide a thorough understanding of the essential characteristics and the basic tenets of research methodology and report preparation. The course will focus on quantitative and descriptive research methods and techniques that are essential for the validity and reliability of the research process.

Learning Outcomes:On completion of this module students will have: Considered the nature of research methods and research methodologies Evaluated and justified the research methodologies to be employed Identified the components and problems/constraints underlying a research project and report proposal Developed the ability to analyze, interpret and conclude research findings and provide relevant

recommendations

Course Contents:

Module I: Research Methodology and Research MethodsObjective, significance and types of researchResearch Methods vis-à-vis MethodologyResearch Process and criterion for good researchEthics in Business Research

Module II: Research Problem and Research DesignIdentifying and Defining the Research ProblemMeaning of Research DesignSteps to Design the ResearchDifferent research designs

Module III: Sampling Design and Scaling TechniquesCensus and sample surveyCriteria for selecting a sampling procedureMeasurement and Scaling techniquesClassification and importance of scaling techniques

Module IV: Methods of data collection, data processing & data analysisCollection of primary data Observation method & interview methodQuestionnaire & schedules Collection of secondary dataAnalysis of data using statistical software such as Excel Module V: Testing of Hypothesis (Parametric & Non Parametric Test)Procedure for Testing a HypothesisParametric Test: Z-test, F-test, T-testNon-Parametric: Chi-Square Test

Module VI: Design and Analysis of ExperimentsBasic Principles of ANOVAANOVA TechniqueInterpreting ANOVA (One Way and Two Way ANOVA) and its application in various fields of managementCompletely Randomized DesignRandomised Block Design

Learning Methods:Occasional, non-graded homework sets will be handed out in class. It is also expected that students will work the problems as the part of assignments.The class will be doing Cases throughout the semester. Students will prepare three written cases in small groups of 4-6 students. There will be presentations also in which the student have to collect, collate and analyze the data.

Examination Scheme:

Components C1 C2 A EEWeightage (%) 15 10 05 70

Text & References:

Cooper, Donald R and Schindler, Ramela (2000) Business Research Methods, Tata Mc Graw Hill Kothari C R, (1990) Research Methodology: Methods & Techniques, Vikas Publishing House Pvt.Ltd.,

1978. Levin & Rubin (2004), Statistics for Management, 8th Ed, Prentice Hall of India Srivastava, Shenoy and Sharma (2002)., Quantitative Techniques for Business Decisions, 4 th Ed , Allied

Publishers Dr .S. Shajahan ( 2004) , Research Methods for Management 2nd Edition, Jaico Publishers Ranjit Kumar, (2005), Research Methodology, Pearson Education, Australia

GROWTH PROSPECTS OF THRUST AREAS OF INDIAN EXPORTS


Course Objective:The course will enable the students to understand trend and composition of India’s export and also the existing and potential export destination of Indian products. The course will also help the students to understand how Foreign Trade policy of India has promoted export from India.

Learning Outcomes:On the successful completion of this course the student will be able to: Examine the past and present scenario and trend of Indian exports Understand the factors effecting India’s international trade Assess the status, potential, challenges and strategies for furthering exports in key thrust markets

Course Contents:

Module I: IntroductionIndia’s International Trade-Present ScenarioTrends in India’s ExportFuture outlook

Module II: Institutional Framework for Export Promotion of Thrust SectorsRole of EPCs and other Trade Promotion bodies is promoting Export from IndiaRole of EoUs, EHTPs, ,STPs, BTPs and SEZs in India’s Export

Module III: Foreign Trade Policy-2009-14Special Focus InitiativesGeneral Provisions Regarding Imports and ExportsPromotional MeasuresDuty Exemption / Remission SchemesExport Promotion Capital Goods Scheme

Module IV: Focus on Specific Growth SectorsGems and JewelleryLeather and FootwearApparel & TextilesAgriculture and Processed Food Marine ProductsEngineering SectorPharmaceutical, Chemical and Allied ProductsHandicrafts, Carpets and HandloomIT Products Services

Module V: Study of Specific MarketsUSA: World biggest importer and ExporterEU: Single Largest market Countries under Trade Promotion Program of Ministry of Commerce Focus Latin American CountriesFocus African CountriesFocus CIS Focus ASEAN + 2


Examination Scheme:

Components P1 C1 A H1 EEWeightage (%) 10 10 5 05 70

Text & References:

Text: Garg Pawan Kumar, 2002, Export of India’s major products: Problem & Prospects, New Century

Publications

References: Foreign Trade Policy of India 2009-14. Annual Economic Survey of India Press Releases of Department of Commerce Garg Pawan Kumar, 2002, Export of India’s major products: Problem & Prospects, New Century

Publications Foreign Trade Performance Analysis of Department of Commerce Pratima, Dikshit, Dynamics of Indian Export Trade, Deep & Deep Publications, 2002 Weiss Kenneth D., Building an Import/Export Business, 3rd Edition, Wiley Authors:, 2002 Website of Ministry of Commerce, www.commin.nic.in RBI Bulletins Newsletters of Trade Promotion Organisations and Export Promotion Councils.

http://fita.org/marketplace/product.php?asin=0471202495

CROSS CULTURAL MANAGEMENT AND MANAGEMENT OF MULTINATIONAL COMPANIES


Course Objective:The course seeks to impart understanding of Cross Cultural Management, so as to be able to relate it to managerial activity in the new geo-economy. The Course Contents provide exposure to the diverse management styles across the globe and impart understanding of different approaches to comparative analysis of each management style.

The course study provides knowledge of mechanics of doing business abroad. The importance of cultural, economic, political and environmental aspects when doing business abroad is reinstated while highlighting the challenges, which management faces today in a global environment.

The course also introduces the importance of Business Ethics and how it pertains to social responsibility of Cross Cultural Managers and the role ethics play in the management of transnational companies.

Learning Outcomes:Ability to integrate and apply concepts about managing in different work cultures.Appreciation cross-cultural and ethical issues faced by managers in global enterprises. Ability to understand the work culture and management style of Multi National Organisations.Enhance skill to manage international Business NegotiationsEnhance the ability to work in groups. Provide opportunities for students to exercise leadership skills. Polish verbal and written communication skills, as well as presentation skills through projects.

Course Contents:

Module I: IntroductionThe Concept of International Comparative ManagementDefinition of Culture and impact of the culture on International Business,

Module II: Modalities of Cross-Cultural DimensionsKluckhohn and Strodtbeck`s Cultural DimensionHofstede’s Cultural DimensionsTrompenaars Cultural DimensionsHall and Hall’s Cultural Dimension

Module III: Styles of Management and its impact on the International BusinessJapanese Style of ManagementGerman style of ManagementUK style of ManagementFrench style of ManagementSpanish style of ManagementStyle of Management of United States companiesManagement Characteristics of West European CompaniesStyles of Management in African CountriesStyle of Management of Latin American CountriesIndian style of Management

Module IV: Cross Cultural LeadershipDifferences in managerial behaviour Cultural influences on leaders and their behavioural patterns

Module V: Business Ethics with focus on Corporate GovernanceBusiness Ethics and Corporate GovernanceBusiness Ethics and Management of Change in the International OrganisationComparative Analysis of Cultural Patterns in Different Economics and the issues, which affect the good governance

Module VI: Management of Multinational companies Management of Multinational Companies - Problems & Prospects of MNCs in an International environment

Module VII: Communication and International NegotiationCulture and CommunicationMajor Obstacles to Intercultural CommunicationNonverbal CommunicationSubtle art of negotiationManaging Negotiation with Multinational Companies

Learning Methods:A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 2½ hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.

Examination Scheme:


Text & References:

Text: Daniels, J. D. and Radebaugh, L. H. International Business: Environments and Operations, 10th Edition.

Prentice-Hall, Inc., New Jersey. ISBN: 0-13-121726-7. (referred to as D&R)

References: Hill, C. W. (2005). International Business: Competing in the Global Marketplace. McGraw-Hill Griffin, R. W. and Pustay, M. W. (2002). International Business: A Managerial Perspective. FT/Prentice

Hall. 3rd edition. Griffin, R. W. and Pustay, M. W. (2005). International Business. FT/Prentice Hall. 4th edition. Hibbert, E. (1997). International Business Strategy and Operations. MacMillan Press Ltd. Henry, C. M. and Springborg, R. Globalization and the Politics of Development in the Middle East.

Cambridge University Press. Rugman, A. M. and Hodgetts, R. M. (2003). International Business. 3rd Ed. Pearson Education Limited.

ISBN: 0-273-67374-2. (referred to as R&H) Tayeb, M. (2003). International Management: Theories and Practice. Prentice Hall. Todaro, M. P. (2000). Economic Development, 7th Edition. Pearson Education Limited. ISBN: 0-201-

64858-X. Pandey, Janak, Sinha Durganand, Asian contributions to Cross-Cultural Psychology, SAGE Publications

INTERNATIONAL FINANCIAL MANAGEMENT


Course Objective:This course focuses on basic aspects of International Finance, International Financial Markets, and Emerging trends in financial markets.

Learning Outcomes:On the successful completion of the modules the student will be able to: Understand the basic concepts of International Finance Have a grasp of the workings of the financial and capital markets Analyse financial derivatives and Foreign exchange risk Develop the ability to implement the key forex activities strategically

Course Contents:

Module I: Basics of foreign exchangeDefinition, Meaning, Determination of foreign exchange Theories, International monetary system (impact) on European monetary system, Convertibility. Basic concepts of Balance of payments

Module II: International Financial Market Introduction, relevant terminology, international financial market, how international financial markets are classified, the role of international financial markets, participants in international financial markets, location of international financial markets, financial intermediaries, the international monetary system, the changing financial landscape.

Module III: Introduction to Derivatives Market, Future and ForwardsDerivatives defined, Products, participants and functions ,Types of derivatives, Development of exchange-traded derivatives, Global derivatives markets, Exchange-traded vs. OTC derivatives markets, Futures Markets, Definition Of Futures, Difference Between Futures And Forwards, Introduction to options, Option terminology, Introduction to swaps, Interest Rate Swaps and Currency Swaps

Module IV: The Role of the financial system and Banking theory The financial system and the real economy Role and functioning of International banks – commercial banks and creation of money – Building Societies, Central Banks , STC

Module V: Emerging trends in International FinanceEuro Market, Bonds Market, Euro Dollar, Petro Dollar, Banking: Investment Banking, Islamic Banking, Carbon Finance, Top 5 Trading Markets

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits Extensive research projects, Seminars, the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References: L M Bhole, “Financial Institutions and Markets”, Fourth edition,2008 Siddaiah , Thummuluri, “International Financial Management”, Pearson Publications,2010 Copeland ,Laurence, “Exchange Rates and International Finance”,5th edition, Pearson Sharan V, “International Financial Management”, 5th edition. Journal of International Financial Management and Accounting

BUSINESS COMMUNICATION - II


Course Objective: This course is designed to hone the PR skills of the budding managers and enable them to be an integral part of the corporate communication network. The Verbal Communication (oral and written) will be the lingua franca of this endeavour.

Course Contents:

Module I: Communication in PracticeVerbal Communication 1. Communication Networks2. Developing writing skillsInter- office communicationThe business lettersE mail – Netiquette (etiquette on the mail)Intra- office communicationMemosNoticesCircularsAgenda and MinutesBusiness Report writingResume writing

Module II: Cross Functional Communication Marketing/ Integrated marketing communicationProject management communicationHuman Resource communicationFinancial Communication

Module III: Communication for Public RelationsFunctions and activities of PRReputation ManagementBuilding Corporate Image and IdentityNegotiation Techniques

Examination Scheme:


CAF – Communication Assessment FileGD – Group DiscussionGP – Group Presentation

Text & References: Business Communication, Raman – Prakash, Oxford The Oxford Handbook of Commercial Correspondence, Ashley A, Oxford Business Communication for

Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford

BEHAVIOURAL SCIENCE - II(BEHAVIOURAL COMMUNICATION AND RELATIONSHIP

MANAGEMENT)Course Code: MIB 243 Credit Units: 01

Course Objective:This course aims at imparting an understanding of:Process of Behavioural communicationAspects of interpersonal communication and relationshipManagement of individual differences as important dimension of IPR

Course Contents:

Module I: Behavioural Communication Scope of Behavioural CommunicationProcess – Personal, Impersonal and Interpersonal CommunicationGuidelines for developing Human Communication skillsRelevance of Behavioural Communication in relationship management

Module II: Managing Individual Differences in Relationships PrinciplesTypes of issuesApproachesUnderstanding and importance of self disclosureGuidelines for effective communication during conflicts

Module III: Communication Climate: Foundation of Interpersonal Relationships Elements of satisfying relationshipsConforming and Disconfirming CommunicationCulturally Relevant CommunicationGuideline for Creating and Sustaining Healthy Climate

Module IV: Interpersonal Communication Imperatives for Interpersonal CommunicationModels – Linear, Interaction and TransactionPatterns – Complementary, Symmetrical and ParallelTypes – Self and Other OrientedSteps to improve Interpersonal Communication

Module V: Interpersonal Relationship Development Relationship circle – Peer/ Colleague, Superior and SubordinateInitiating and establishing IPREscalating, maintaining and terminating IPRDirect and indirect strategies of terminating relationshipModel of ending relationship


Examination Scheme:



Weightage (%) 20 05 20 30 25

Text & References:

Vangelist L. Anita, Mark N. Knapp, Inter Personal Communication and Human Relationships: Third Edition, Allyn and Bacon

Julia T. Wood. Interpersonal Communication everyday encounter Simons, Christine, Naylor, Belinda: Effective Communication for Managers, 1997 1st Edition Cassell Harvard Business School, Effective Communication: United States of America

Beebe, Beebe and Redmond; Interpersonal Communication, 1996; Allyn and Bacon Publishers.

FRENCH - II


Course Objective: To enable the student to talk about his time schedule to talk about travel

Course Contents:

Unité 3, 4: pp. 42 to 72:

Contenu lexical: Unité 3: Emploi du temps1. demander et donner l’heure, des horaires2. raconter sa journée3. parler de ses habitudes au travail, de ses loisirs4. dire la date, parler du temps qu’il fait5. fixer rendez-vous (au téléphone par e-mail), réserver une table au restaurant

Unité 4: Voyage1. réserver une chambre d’hôtel, demander la note2. expliquer un itinéraire3. parler de ses déplacements, situer sur une carte4. exprimer un conseil, une interdiction, une obligation5. acheter un billet de train, consulter un tableau d’horaires

Contenu grammatical: 1. question avec à quelle heure ? adjectifs démonstratifs 2. verbes pronominaux au présent, les prépositions à et de : aller à venir de

3. adverbes de fréquence, pourquoi... ? Parce que ... ?4. expression indiquant la date, verbes impersonnels5. verbe pouvoir + infinitif, le lundi, lundi prochain6. adjectifs possessifs (2), adjectif tout7. impératif présent (1), nombres ordinaux8. questions avec est-ce que ? à et en + moyen de transport, en/au+pays9. verbes devoir+infinitif, il faut+ infinitif, il est interdit de

10. verbes : aller, venir, partir , questions avec d’où, où,par où, à quel, de quel

Examination Scheme:



Text & References:

le livre à suivre : Français.Com (Débutant)

GERMAN – II


Course Objective: To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in GermanyIntroduction to Grammar to consolidate the language base learnt in Semester - I

Course Contents:

Module I: Everything about Time and Time periodsTime and times of the day.Weekdays, months, seasons. Adverbs of time and time related prepositions

Module II: Irregular verbsIntroduction to irregular verbs like to be, and others, to learn the conjugations of the same, (fahren, essen, lessen, schlafen, sprechen und ähnliche).

Module III: Separable verbsTo comprehend the change in meaning that the verbs undergo when used as suchTreatment of such verbs with separable prefixes

Module IV: Reading and comprehensionReading and deciphering railway schedules/school time table Usage of separable verbs in the above context

Module V: Accusative caseAccusative case with the relevant articlesIntroduction to 2 different kinds of sentences – Nominative and Accusative

Module VI: Accusative personal pronounsNominative and accusative in comparisonEmphasizing on the universal applicability of the pronouns to both persons and objects

Module VII: Accusative prepositions Accusative propositions with their useBoth theoretical and figurative use

Module VIII: DialoguesDialogue reading: ‘In the market place’

‘At the Hotel’

Examination Scheme:



Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre für Ausländer P.L Aneja, Deutsch Interessant- 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs

SPANISH – II


Course Objective:To enable students acquire more vocabulary, grammar, Verbal Phrases to understand simple texts and start describing any person or object in Simple Present Tense.

Course Contents:

Module IRevision of earlier modules

Module IISome more AR/ER/IR verbs. Introduction to root changing and irregular AR/ER/IR ending verbs

Module IIIMore verbal phrases (eg, Dios Mio, Que lastima etc), adverbs (bueno/malo, muy, mucho, bastante, poco).Simple texts based on grammar and vocabulary done in earlier modules.

Module IVPossessive pronouns

Module VWriting/speaking essays like my friend, my house, my school/institution, myself….descriptions of people, objects etc, computer/internet related vocabulary

Examination Scheme:



Text & References:

Español, En Directo I A Español Sin Fronteras

JAPANESE - II


Course Objective: To enable the students to converse in the language with the help of basic particles and be able to define the situations and people using different adjectives.

Course Contents:

Module I: Verbs Transitive verbs, intransitive verbs

Module II: More prepositions More particles, articles and likes and dislikes.

Module III: Terms used for instructionsNo parking, no smoking etc.

Module IV: AdverbsDifferent adverbial expression.

Module V: Invitations and celebrationsGiving and receiving presents, Inviting somebody for lunch, dinner, movie and how to accept and refuse in different ways

Module VI: Comprehension’sShort essay on Family, Friend etc.

Module VII: ConversationsSituational conversations like asking the way, At a post office, family

Module VIII: Illness Going to the doctor, hospital etc.

Learning Outcome Students can speak the language describing above-mentioned topics.

Methods of Private study/ Self help Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.

Examination Scheme:



Text & References:

Text: Teach yourself Japanese.


CHINESE – II


Course Objective:Chinese is a tonal language where each syllable in isolation has its definite tone (flat, falling, rising and rising/falling), and same syllables with different tones mean different things. When you say, “ma” with a third tone, it mean horse and “ma” with the first tone is Mother. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.

Course Contents:

Module IDrillsPractice reading aloudObserve Picture and answer the question.Tone practice.Practice using the language both by speaking and by taking notes.Introduction of basic sentence patterns.Measure words.Glad to meet you.

Module IIWhere do you live? Learning different colors.Tones of “bu”Buying things and how muchit costs?Dialogue on change of Money.More sentence patterns on Days and Weekdays.How to tell time. Saying the units of time in Chinese. Learning to say useful phrases like – 8:00, 11:25, 10:30 P.M. everyday, afternoon, evening, night, morning 3:58, one hour, to begin, to end ….. etc.Morning, Afternoon, Evening, Night.

Module IIIUse of words of location like-li, wais hang, xiaFurniture – table, chair, bed, bookshelf,.. etc.Description of room, house or hostel room.. eg what is placed where and how many things are there in it?Review Lessons – Preview Lessons.Expression ‘yao”, “xiang” and “yaoshi” (if).Days of week, months in a year etc.I am learning Chinese. Is Chinese difficult?

Module IVCounting from 1-1000Use of “chang-chang”.Making an Inquiry – What time is it now? Where is the Post Office?Days of the week. Months in a year.Use of Preposition – “zai”, “gen”.Use of interrogative pronoun – “duoshao” and “ji”.“Whose”??? Sweater etc is it?Different Games and going out for exercise in the morning.

Module VThe verb “qu”Going to the library issuing a book from the libraryGoing to the cinema hall, buying ticketsGoing to the post office, buying stampsGoing to the market to buy things.. etcGoing to the buy clothes …. Etc.Hobby. I also like swimming.Comprehension and answer questions based on it.

Examination Scheme:



Text & References:

“Elementary Chinese Reader Part I” Lesson 11-20

PRODUCTION AND OPERATION MANAGEMENT


Course Objective:Operations and Supply chain is an integral contributor to an organization’s top and bottom line success. This course is based on a foundation in the theories and practice of management in businesses where operations and supply chain management are critical to success. These include product and process design, choosing appropriate technology, adopting efficient work methods, planning (including location and facilities layout), streamlining the flow of people and materials, and continuously improving the quality of the final product, in order to create internal and external customer value.

Learning Outcomes: Understand the nature of operations management in a given situation. Students will explain quality management, and apply quality management techniques to improve operations

in a given situation. Students will select and justify appropriate facilities to ensure efficient provision of a product. Students will discuss the role of project management, and apply appropriate project management

techniques in a given situation. Students will discuss performance management and determine appropriate performance measures for an

operations system(s). Students will understand capacity management, apply techniques relating to resource planning, and

recommend appropriate actions in a given situation. Students will apply an understanding of supply chain management, inventory management and materials

management to given situations.

Course Contents:

Module I: IntroductionSignificance of POM in business POM model and its elementsScope of POM History of POM.

Module II: Competitive Advantage through operations managementCompetitive Advantage through POMCritical factors for gaining competitive advantageQFD and linkage to Product / Service DesignOperations modelsOperations strategyVoice of Customer and Integration into OperationsCase discussion

Module III: Products and ServicesProduct – levels, types, categories Product design and developmentProcedures Involved in Service Design and RolloutCommercial production and launch Support and up-gradation Case discussion

Module IV: Quality ManagementQuality managementSQT, AS, SQC, SPC and practical applications Case discussion

Module V: Performance improvement in operations Latest techniques in operations management Just-In-Time techniqueErgonomics and work studyLean and Six Sigma ConceptsUse of Fishbone diagram, 5 Whys, 7 S’s etc Case discussion

Module VI: Operations Management in the Indian context

Implementation of operations management techniques by Indian companies Case discussion


Examination Scheme:

Components P1 C1 A CT1 EEWeightage (%) 10 10 5 5 70

Text & References:

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

References: E Adam and Ronald J Ebert, 2005, Production and Operations Management, Prentice Hall of India Cecil Bozarth and Robert B. Handfield, Introduction to Operations and Supply Chain Management 2nd

Edition, 2007 Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply

Chain, 2007 Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply

Chain, 6th Edition , Loose Leaf, 2008 Terry P. Harrison, Hau L. Lee, and John J. Neale, The Practice of Supply Chain Management: Where

theory and application converge (International Series in Operations Research & Management Science), 2005

Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, 2000 David L. Taylor and David Brunt, Manufacturing Operations and Supply Chain Management: The LEAN

Approach, 2000 John Tom Mentzer, Matthew B. Myers, and Theodore P. Handbook of Global Supply Chain Management,

2006

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FINANCIAL MODELING AND SERVICES


Course Objective:The course aims to develop an understanding of the importance of Financial Modeling and techniques of financial modeling along with the skills for preparation and analysis of financial statements for better management planning and control. The goal is to make financial models that produce useful answers to economic questions. The assignments are designed to be similar to assignments students will encounter in their future jobs. Students may use any software they choose, however only Microsoft Excel is required. All assignments can be completed with Excel.

Course Contents:

Module I: Deterministic Cash Flow Streams Compounding, Present value, Internal rate of return, Financial Applications Fixed Income Securities: duration and convexity, bond portfolios, immunization Term structure of interest rates Applications: capital budgeting, dynamic cash flows, valuation of a firm

Module II: Derivative SecuritiesForwards, futures, and swaps Models of asset dynamics Basic options theory Additional options topics Interest rate derivatives

Module III: General cash flow streams Optimal portfolio growth General investment evaluation

Module IV: Loan amortization schedulesMeaning and ImportancePreparation and Calculation of InterestUse of Microsoft Excel in Preparation of Schedules

Module V: Mutual fund performance and style analysis Meaning and ImportanceTypesAnalysis of MF on NAVAnalysis of returnsSystematic Investment PlanUse of Microsoft Excel in Analysis

Teaching & Learning Methods:The basic approach is to learn by lectures. We will organize small learning groups, who will work together to solve problems in class. We then discuss the problem solutions. This is interspersed with lecture segments when needed. There will also be occasional outside speakers, who will explain how they use course topics in their work.

Examination Scheme:


Texts & References:

David Luenberger “Investment Science” by, Oxford University Press, 1998. Wayne Winston “Financial Models Using Simulation and Optimization II” by Palisade Corp (pub), 2nd

edition, 2002, Gupta, Ambrish(May 25, 2009) Financial Accounting for Management: An Analytical Perspective. 3 rd

Edition. Pearson Education Chandra P., Financial Management, Tata Mc-Graw Hill Education

Khan MY & Jain PK, Financial Management, Tata Mc-Graw Hill Education

Ramchandran N, Kakani Ram Kumar- Financial Accounting for Management.2nd Edition. Tata Mc Graw hill

MARKETING TOOLS AND TECHNIQUES

Course Code: MIB 209 Credit Units: 04 Course Objective: This course is a review and integration of all marketing concepts, tools, and techniques. This course enables students to apply their acquired marketing knowledge and skills to actual business problems and opportunities. Utilizing the case study method, students will analyze marketing situations from a managerial perspective and suggest practical marketing strategies

Learning Outcomes: Define strategic marketing and understand the concepts and tools involved in strategic marketing planning. Understand marketing’s role in the organization and in society. Evaluate competition and help an organization develop a competitive advantage. Understand how to survive and excel using crisis management techniques if confronted with an

organizational crisis. Appreciate customer satisfaction and consumer excellence. Recognize the importance of branding and its implications. Value relationship marketing and the concept of a lifelong relationship with customers

Course Contents:

Module I: Strategic Marketing The Role of Marketing in an Organization Strategic Marketing PlansSWOT Analysis How to Analyze a Case Study – DECIDE

Module II: Branding

Components of a BrandSignificance of a Brand to Consumers Creating a Brand

Module III: Creating Competitive AdvantageCompetitor AnalysisCompetitive StrategiesBalancing Customer and Competitor Orientations

Module IV: Relationship Marketing Relationship Marketing - Building & Strengthening Bonds with Customers How Individuals and Organizations Develop Relationships Preventing Customer Defection The Customer/Vendor Relationship

Module V: Managing Marketing Information to Gain Customer InsightsDeveloping Marketing InformationMarketing ResearchAnalyzing and Using Marketing Information

Module VI: Crisis Management Contingency Plans Reactive versus Proactive Exemplary Organizations Which Survived a Crisis

Module VII: Current Marketing Theory and Trends Special Topics Highlighting Recent ResearchStrategic Marketing in the News

Teaching & Learning Methods: The methods of teaching utilized are class discussions of case studies, group presentations of case analysis, and analysis of an actual marketing opportunity. The recommended perspective of the class is to have students assume the role of consultants. The role of the instructor should be that of a moderator, facilitating and encouraging interaction. The synergy that results from this technique is very effective. The first third of the semester is devoted to analyzing Harvard Business cases. One case is assigned per class period and the entire

class discusses strategies and implications of that case. For the second third of the semester, students will also be required to work in small groups on a case study. For each class, a different group will analyze a selected case study and present their recommendations to the class in written and oral form. After the presentation, other class members will ask questions regarding the decision and strategic ramifications which require the group to defend their position. The last third of the semester will be devoted to the actual marketing problem. Students are responsible for reading and analyzing cases for each class as designated on the course outline. Students are expected to take a very active role in the discussion of case studies. Because the process of learning in this class is contingent upon the intensity of student discussions, students are strongly encouraged to share their interpretation and recommendations about the cases

Examination Scheme:

Components Case Study and Group

Analysis

Presentation Attendance Strategic Plan/ Research Project

EE

Weightage (%) 10 5 5 10 70

Text & References:

Kotler. P and Keller. K , P.USA, 2005. Marketing Management: Analysis, Planning, Implementation, and Control, 12th ed., Prentice-Hall

Kotler. P, P.Asia, 2003. Marketing Management, 11th ed., Prentice-Hall Hart, Norman A, The CIM Marketing Dictionary, 5th, Butterworth-Heinemann, USA, 1998 Johannsen. H and Terry. G, International Dictionary of Management, Kogan Page, India, 2002 Ramaswamy V.S., P.1990. Marketing Management: Global Perspective, 4th ed., Macmilan Kotler P, Armstrong G, Saunders J and V Wong, London, 2001. Principles of Marketing, 3rd European ed.

Pearson Education Winer Russell S, Marketing Management, 3rd ed., Pearson Keller, Kevin. Lane, P., 2008. Strategic Brand Management, 3rd ed., Pearson Crisis Management: Planning for the Inevitable : Steven Fink Relationship Marketing: New Strategies, Techniques and Technologies to Win the Customers You Want

and Keep Them Forever : Ian H. Gordon

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INTERNATIONAL HRM


Course Objective:The main objective of this paper is to familiarize the participants about the implications of the globalization process, challenges that changes in the international economy have presented. Some challenges are felt at the level of the firm and comprise the opportunities and constraints that the process of globalization presents to the managers within the firms. ’National Business Systems’ continue to differ from one and another, and their presence of these differences means that firms manage their wok forces in nationally distinct ways.

Learning Outcomes:On the successful completion the syllabus student will be able to To discuss the concept of globalization To examine the implications of national cultural differences for management action To examine the extent to which firms have become globally dispersed To become familiar with the main influences on the international strategy To consider the features of host countries that influence the nature of restructuring in the post merger period To become familiar with terms knowledge and knowledge transfer To outline the factors that influence the recruitment and selection of international managers To consider the strategic space for rewards To understand the concept of corporate social responsibility and its application at the international level To understand workforce diversity, corporate culture etc

Course Contents:

Module I: The Context for International Human Resource ManagementGlobalization and International HRM.National Systems and management action.Internationalization of firms.International strategy and structure in MNCs.

Module II: The diffusion of International HRM in MNCsTransfer of HR practices in MNCs.Cross- border merger and acquisitions.Internationalisation and developing countries

Module III: The management of international HR practices in MNCsKnowledge management and international HRMInternational management development.Recruitment of selection of international managers.International pay and reward.

Module IV : International corporate social responsibility and employment relations.HRM and corporate social responsibility.Codes of conduct; mandatory or voluntary.The countervailing power of NGOsLabour regulation in a global economy.

Module V: Workforce diversity, corporate culture and evolution of Global BusinessDiversity and diversity management.Single person and working mothers.Women in Business.Dual- career familiesWorkers of colour.Older workers.People with disabilities.Evolution of Global business.Domestic Vs international HRM Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back

ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Text: International Human Resource Management- Tony Edwards & Chris Rees: Pearson, 2008.

References: Human Resource Management – Wayne Mondy: Pearson, 2010 Human Resource Management- David Lepak & Mary Gowan: Pearson, 2009 Human Resource Management- Snell & Bohlander: Cengage, 2007 Managing Human Resource- Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. Shaw: Cengage, 2006 In Search of The Right Personnel- Manas K. Mandal: Macmillan, 2008. Strategic Human Resource Management- Jeffrey A. Mello: Thomson, 2007.

INTERNATIONAL STRATEGIC MANAGEMENT


Course Objective:International Strategy is a term used to describe strategic activities of firm operating across borders. It is a distinct area of management. ‘Global’ is a new replacement for the term ‘International’. Hence ‘International Strategy’ and ‘Global Strategy’ are sometime used interchangeably. International Strategic Management is relatively new and dynamic discipline and requires strong relationship with other areas of management. A new strategic initiative can not be successfully implemented unless it is supported by all the other functional areas of the organization like production, finance, HR. marketing, material management and quality etc. International Strategic Management is thus deeply interwoven with other aspects of business management. The aim of this course is to give learner an understanding of theory and principles of strategic management with a wider perspective towards ‘Global Strategic Thinking’. The course presents a process of developing and implementing a strategic plan within an organization for international business

Learning Objective:At the end of the course, the student will be able to: Understand the concepts of strategy and strategic management Learn its role in International Business Management Conduct strategic analysis for making right strategic choices Develop strategic alternatives Make right choices of strategies and effectively implement them. Understand contemporary thoughts and practices in strategy implementation as well as other advance issues

in Strategic Management.

Course Contents:

Module I: Introduction & Basic ConceptsIntroduction and Course Overview, Concept of Strategy and Strategic management, Nature of ‘International Strategic Management’, Evolution of Strategic Management Strategic Management Process- strategic choices, strategy into action, Levels of Strategy

Module II: Role of environment on strategyValue chain analysisExternal environment

- Macro & Micro environment - Opportunities & threats- Global business environment

Internal Environment- Strengths & weaknesses – strategic gaps- Present strategies, Capabilities & Core Competencies.-

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

Module IV: Evolution of Global CorporationWhy do firms Internationalize /Globalize, Phases of Global strategy,Global Strategic Planning/ Management, Problems in IS Planning, Corporate Social Responsibility as strategy

Module V: Global Strategic Analysis- Building strategic alternatives & choicesPorter’s 5 Force Model, ETOP & SAP Profile, SWOT/TOWS Matrix, BCG, GE Nine Cell Matrix

Module VI: Formulation, Implementation, Evaluation and Control of International StrategiesGeneric strategies, Grand strategies,Corporate/Business/Functional strategies, International strategic alliances.

Operationalising and Institutionalizing strategy, Strategic leadership, Managing culture in a global organization, Strategic evaluation and control,Goal flow down processes,Balanced Score Card

Module VII: Current trends and Contemporary Concepts- Blue ocean, White space, disruptive strategy etc.,Concept of strategic intent-view of Hamel & Prahlad.Why restructuring? Numerator and Denominator Management as expressed by Hamel & Prahlad, Turn around strategy

Learning Methods:Various teaching and learning styles will be used in this module. Lecturing will be used in a number of classes to clarify background information. Interactive discussions will be used to help students learn from each other. Case studies will be used as a basis for reinforcing ideas, improving oral presentation skills, improving written communication skills, and develop an appreciation for team participation.

Examination Scheme:


Text & References:

Strategic Management: A Methodical Approach, by A.J. Rowe, E. Dickel, R.O. Mason and N.H. Snyder, Addison Wesley, New York, 2003

T L Wheelen and J D Hunger. (2000), Strategic Management, Addison-Wesley Publishing Pearce John A & Robinson Richard B, Strategic Management: Formulation, Implementation and Control,

McGraw Hill, 11th Edition Johnson & Scholes, 2008, Exploring Strategic Change, Pearson Higher Education, 3rd Edition B. De Wit and R. Meyer 2004, Strategy-Process, Content, Context, West Publishing. Strategic Management Journal. Academy of Management Journal. F. Tau 1995, The responsiveness of information technology to business strategy formulation – An empirical

study, Journal of Information Technology David Fred R (2009), Strategic Management: Concepts and Cases, Prentice Hall India, 12th Edition Kamel Mellahi, J George Frynas & Paul N. Finlay (2005), Global Strategic Management, Oxford

University Press

RISK AND INSURANCE IN INTERNATIONAL TRADE


Course Objective:The course aims at making the students conversant with risk of cross border business (Trade, Investments and Long Term Projects) and the techniques available for mitigating those risks. The role of Insurers and the products and services offered by them would help equip the students with decisions making tools.

Learning Outcomes:At the end of the course, the student will be able to: Understand the concept of risk in business management Learn various techniques available to assess and mitigate those risks Develop strategic alternatives Evaluate different kinds of risks and their impact on different areas

Course Contents:

Module I: Risk Management OverviewConcept of Business RiskMeaning of Business RiskNature of Business RiskCauses of Business RiskTypes of Business Risk including International Risk

Module II: Identification of Risk Sources of RiskMeasurement of RiskKinds of exposures

Module III: Types of RiskPolitical RiskCredit RiskInterest Rate RiskTransport Risk Foreign Exchange Risk

Module IV: Evaluation of RiskEvaluation of exposures Basic strategies for evaluation of RiskExercise on evaluation of Risk

Module V: Mitigating Risk ManagementPayment RiskUCP 600 – Cases URC 522 – Cases

Module VI: Marine InsuranceConcept of Marine InsuranceContent of Marine PolicyLaws governing Marine InsuranceKinds of LossesNeed for cargo InsurancePrinciples Governing the Contract of InsuranceTypes of Insurance DocumentsRisks CoverageClaim ProceduresLiability Insurance

Module VII: Modern Techniques of Risk ManagementConcept of Risk Management TechniquesIdentifying Risk Management TechniquesTypes of Techniques

Module VIII: Developing Strategies for AlternativesRisk Management AlternativesStrategy Development and Implementation


Examination Scheme:


Text & References:

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

References: Shapiro A C, 2004, Multinational Financial Management, Prentice Hall of India Jain P K, Peurard J and Yadav S, 2003, International Financial Management, Prentice Hall of India E C G C Brochures and Marine Risk Policy

WTO AND INTERNATIONAL REGULATORY ENVIRONMENT


Course Objective:The primary objective of this course is to provide the students with a thorough understanding of the global, economic, political and legal environment prevalent in international trade. The major focus of this course is to highlight the international norms and regulatory bodies for enhancing global trade. Finally the students will be able to analyze the various nuances associated with international trade.

Learning Outcomes:On the successful completion of this module the student will be able to: Understand the concept of global and national regulatory environment in business management Appreciate the role of various bodies in the international regulatory environment Evaluate the various measures taken by different nations to regulate their business environments Impact of WTO agreements in regulating trade in developed and developing countries

Course Contents:

Module I: Business and its EnvironmentRelevance and scope of regulating International BusinessMeasures to regulate Trade in the advent of GlobalizationInternal and External EnvironmentP.E.S.T.E.L Analysis

Module II: Global and National Business EnvironmentRelevance of Classical Theory in regulating International Trade

- Theory of Absolute Advantage and - Theory of Comparative Cost Advantage

Theory of Competitive AdvantageExport Marketing, Pricing and Distribution Dynamics of Extractive Economies, Developed Economies and Developing EconomiesImport Substitution vis-à-vis Export Substitution

Module III: Protectionism and International TradeDetermination of TariffTypes of Tariff & RoleEffective Rate of ProtectionWelfare effect: Small nation vis a vis large nationFTA , NAFTA, LAFTA, SAFTA, EEC, ASEANSEZs, EOUs, STPs ,EXIM Policy to FTP

Module IV: International Trading Environment and Rules Governing International Trade under WTOMultilateral and Plurilateral Trading System and the legal framework - MFN and NTC clausesUnfair Trade Practices and Barriers to Trade (Non technical)Agreements on AntidumpingSubsidies and countervailing measuresPre-shipment Inspections

Module V: Measures to Regulate Trade EnvironmentSanitary and Phyto Sanitary MeasuresTechnical Barriers to Trade, Safeguards and Rules of OriginAgreement on AgricultureTrade Related Intellectual Property Rights (TRIPS)Trade Related Investment Measures (TRIMS)General Agreements on Trade and ServicesDispute Settlement Mechanism

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back

ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Exports of India’s Major Products: Problems and Products, Oxford University Press, 2001, Pawan Kr Graga Chauhan Sandeep-GATT to WTO – Deep & Deep Publication Pvt. Ltd., 2001 Edition Verma M.L -Foreign Trade Management in India, Vikas Publishing House, 2002 Prasad, H Ashok, ed., Exim dynamic of service and WTO, Common Wealth Publishers, New Delhi,1996 Mathur, Vibha, WTO and India, New Century, New Delhi, 2005 Garg, Hema, W T O and regionalism in world trade, New Century, New Delhi, 2004 Mattoo, Aditya, Ed., India and the WTO, Rawat Publications, Jaipur, 2004 Das, Bhagirath Lal, WTO and the multinational trading system, Book Well, New Delhi, 2003 Hoekman, Bernard, Development trade & the WTO: a handbook, The World press, Washington, 2002 Bhandari Surendra –WTO and Developing Countries-Deep and Deep Publication Bhagirath Lal Das-An Introduction to the WTO Agreements-Third World Network and Zed Books, Anne

O Krueger –WTO as an International Organisation Oxford University Press. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Lori Wallach, Michelle Sforza, (1999),The WTO: five years of reasons to resist corporate globalization Elimma Ezeani, (2010),The WTO and its development obligation: prospects for global trade Bhagirath Lal Das, (2003)WTO: the Doha Agenda : the new negotiations on world trade T. K. Bhaumik, (2006),The WTO: a discordant orchestra Aaditya Mattoo, Robert Mitchell Stern, (2000),India and the WTO Asif Hasan Qureshi, (2008), Interpreting WTO agreements: problems and perspectives Debroy Bibek, 2005, Economic and Social Environment, Oscar Publications

BUSINESS COMMUNICATION - III


Course Objective: ‘Actions speak louder than words.’ Every business communicator needs to understand the nuances of ‘body language and voice.’ This course is designed to enable the young Amitian to decipher the relevance of Kinesics, Proxemics and Para Language that cater to the fundamental requirements of effective business presentations and speeches.

Course Contents:

Module I: Non-Verbal Communication Principles of non- verbal communicationKinesicsProxemicsParalanguage and visible code

Module II: Speaking SkillsPronunciation drills (Neutralizing regional pulls)Conversational EnglishGuidelines to an effective presentation

Module III: Interviews and GDs

Examination Scheme:



Text & References: Business Communication, Raman – Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford

BEHAVIOURAL SCIENCE - III(LEADING THROUGH TEAMS)


Course Objective:This course aims to enable students to:Understand the concept and building of teamsManage conflict and stress within teamFacilitate better team management and organizational effectiveness through universal human values.

Course Contents:

Module I: Teams: An Overview Team Design Features: team vs. groupEffective Team Mission and VisionLife Cycle of a Project TeamRationale of a Team, Goal Analysis and Team Roles

Module II: Team & Sociometry Patterns of Interaction in a TeamSociometry: Method of studying attractions and repulsions in groupsConstruction of sociogram for studying interpersonal relations in a Team

Module III: Team Building Types and Development of Team Building Stages of team growthTeam performance curveProfiling your Team: Internal & External DynamicsTeam Strategies for organizational visionTeam communication

Module IV: Team Leadership & Conflict ManagementLeadership styles in organizationsSelf Authorized team leadershipCauses of team conflictConflict management strategiesStress and Coping in teams

Module V: Global Teams and Universal Values Management by values Pragmatic spirituality in life and organizationBuilding global teams through universal human values Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc.


Examination Scheme:



Weightage (%) 20 05 20 30 25

Text & References:

Organizational Behaviour, Davis, K. Hoover, Judhith D. Effective Small Group and Team Communication, 2002,Harcourt College Publishers LaFasto and Larson: When Teams Work Best, 2001, Response Books (Sage), New Delhi Dick, Mc Cann & Margerison, Charles: Team Management, 1992 Edition, viva books

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

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

FRENCH - III


Course Objective: To furnish linguistic tools to talk about work and problems related to work to perform simple communicative tasks (explaining a set back, asking for a postponement of appointment,

give instructions, place orders, reserve) to master the current social communication skills oral (dialogue, telephone conversation) Written (e-mails, reply to messages)

Course Contents:

Unité 5, 6: pp. 74 to 104

Contenu lexical: Unité 5: Travail1. manger au restaurant, comprendre un menu, commander 2. engager une conversation téléphonique3. parler de sa formation, de son expérience, de ses compétences4. Raconter des événements passes5. consulter sa boite e-mails, répondre aux messages

Unité 6: Problèmes1. identifier un problème, demander des précisions2. expliquer un contretemps, déplacer un rendez-vous3. demander de l’aide (par téléphone, par e-mail)4. donner des instructions5. expliquer un problème, suggérer une solution

Contenu grammatical: 1. futur proche, articles partitifs, un peu de, beaucoup de, une bouteille de, un morceau de…2. pronoms COD, venir de + infinitif, verbes appeler (au présent)3. passé composé avec avoir, affirmatif et interrogatif, savoir et connaître4. passé composé avec être, accord du participe passé, négation5. pronoms COI, être en train de6. ne…rien, ne…personne, ne…plus, ne…pas encore, qu’est-ce que/ qu’est-ce

qui/qui est-ce que/qui est-ce qui7. passé composé des verbes pronominaux8. si/quand+présent, ne…plus, ne …pas encore9. impératif présent (2) place du pronom et verbes pronominaux10. trop/pas assez, verbe devoir au conditionnel présent

Examination Scheme:



Text & References:


GERMAN - III


Course Objective: To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany

Course Contents:

Module I: Modal verbsModal verbs with conjugations and usageImparting the finer nuances of the language

Module II: Information about Germany (ongoing)Information about Germany in the form of presentations or “Referat”– neighbors, states and capitals, important cities and towns and characteristic features of the same, and also a few other topics related to Germany.

Module III: Dative caseDative case, comparison with accusative caseDative case with the relevant articlesIntroduction to 3 different kinds of sentences – nominative, accusative and dative

Module IV: Dative personal pronouns Nominative, accusative and dative pronouns in comparison

Module V: Dative prepositions Dative preposition with their usage both theoretical and figurative use

Module VI: DialoguesIn the Restaurant, At the Tourist Information Office,A telephone conversation

Module VII: Directions Names of the directions Asking and telling the directions with the help of a roadmap

Module VIII: ConjunctionsTo assimilate the knowledge of the conjunctions learnt indirectly so far

Examination Scheme:



Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre für Ausländer P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs

SPANISH – III


Course Objective:To enable students acquire knowledge of the Set/definite expressions (idiomatic expressions) in Spanish language and to handle some Spanish situations with ease.

Course Contents:

Module I Revision of earlier semester modulesSet expressions (idiomatic expressions) with the verb Tener, Poner, Ir….Weather

Module IIIntroduction to Gustar…and all its forms. Revision of Gustar and usage of it

Module IIITranslation of Spanish-English; English-Spanish. Practice sentences.How to ask for directions (using estar)Introduction to IR + A + INFINITIVE FORM OF A VERB

Module IVSimple conversation with help of texts and vocabularyEn el restauranteEn el institutoEn el aeropuerto

Module VReflexives

Examination Scheme:



Text & References:

Español, En Directo I A Español Sin Fronteras -Nivel Elemental

JAPANESE - III


Course Objective: To enable the students to converse in the language with the help of basic verbs and to express themselves effectively and narrate their everyday short encounters. Students are also given projects on Japan and Japanese culture to widen their horizon further.Note: The Japanese script is introduced in this semester.

Course Contents:

Module I: VerbsDifferent forms of verbs: present continuos verbs etc

Module II More Adverbs and adverbial expressions

Module III: CountersLearning to count different shaped objects,

Module IV: TensesPast tense, Past continuous tense.

Module V: Comparison Comparative and Superlative degree

Module VI: Wishes and desiresExpressing desire to buy, hold, possess. Usage in negative sentences as well. Comparative degree, Superlative degree.

Module VII: AppointmentOver phone, formal and informal etc.

Learning Outcome Students can speak the language and can describe themselves and situations effectively They also gain great knowledge in terms of Japanese lifestyle and culture, which help them at the time of

placements.

Methods of Private study /Self help Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.

Examination Scheme:



Text & References:



CHINESE – III


Course Objective:Foreign words are usually imported by translating the concept into Chinese, the emphasis is on the meaning rather than the sound. But the system runs into a problem because the underlying name of personal name is often obscure so they are almost always transcribed according to their pronciation alone. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.

Course Contents:Module IDrillsDialogue practiceObserve picture and answer the question.Introduction of written characters.Practice reading aloudPractice using the language both by speaking and by taking notes.Character writing and stroke order

Module IIMeasure wordsPosition words e.g. inside, outside, middle, in front, behind, top, bottom, side, left, right, straight.Directional words – beibian, xibian, nanbian, dongbian, zhongjian.Our school and its different building locations.What game do you like?Difference between “hii” and “neng”, “keyi”.

Module IIIChanging affirmative sentences to negative ones and vice versaHuman body parts.Not feeling well words e.g. ; fever, cold, stomach ache, head ache.Use of the modal particle “le”Making a telephone callUse of “jiu” and “cal” (Grammar portion)Automobiles e.g. Bus, train, boat, car, bike etc.Traveling, by train, by airplane, by bus, on the bike, by boat.. etc.

Module IVThe ordinal number “di”“Mei” the demonstrative pronoun e.g. mei tian, mei nian etc.use of to enter to exitStructural particle “de” (Compliment of degree).Going to the Park.Description about class schedule during a week in school.Grammar use of “li” and “cong”.Comprehension reading followed by questions.

Module VPersuasion-Please don’t smoke.Please speak slowlyPraise – This pictorial is very beautifulOpposites e.g. Clean-Dirty, Little-More, Old-New, Young-Old, Easy-Difficult, Boy-Girl, Black-White, Big-Small, Slow-Fast … etc.Talking about studies and classmatesUse of “it doesn’t matter”Enquiring about a student, description about study method.Grammar: Negation of a sentence with a verbal predicate.

Examination Scheme:



Text & References:

“Elementary Chinese Reader Part I, Part-2” Lesson 21-30

SUMMER INTERNSHIP


There are certain phases of every Intern’s professional development that cannot be effectively taught in the academic environment. These facets can only be learned through direct, on-the-job experience working with successful professionals and experts in the field. The internship programme can best be described as an attempt to institutionalize efforts to bridge the gap between the professional world and the academic institutions. Entire effort in internship is in terms of extending the program of education and evaluation beyond the classroom of a university or institution. The educational process in the internship course seeks out and focuses attention on many latent attributes, which do not surface in the normal class room situations. These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary approach, skills for data handling, ability in written and oral presentation, sense of responsibility etc.

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

INTERNSHIP FILEThe Internship File aims to encourage students to keep a personal record of their learning and achievements throughout the Programme. It can be used as the basis for lifelong learning and for job applications. Items can be drawn from activities completed in the course modules and from the workplace to demonstrate learning and personal development.

The File will assess the student’s analytical skills and ability to present supportive evidence, whilst demonstrating understanding of their organization, its needs and his/her own personal contribution to the organization.

The File is essentially a comprehensive documentation of how one proceeds while working on the assignment and should be regularly checked by the faculty guide/ supervisor, issues discussed with the students, doubts if any clarified and signed as having done so. This will form the basis of continuous evaluation of the project.

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

1. The Title Page – An Internship Experience Report the Students’ Name, name of internship organization, name of the Supervisor/Guide and his/her designation, date started and completed, and number of credits for which the report is submitted.

2. Table of Content – An outline of the contents of the file by topics and subtopics with the page number and location of each section.

3. Introduction – Short, but should include how and why the student obtained the internship experience position and the relationship it has to their academic/professional and career goals.

4. Main Body – Should include a brief summary/ executive summary of the Internship Project Report that the student has worked on, an analysis of the company/organization in which the student is working, a personal review of the student’s management skills and how they have been developed through the programme, the daily tasks performed, major projects contributed to, dates and hours spent on a task, observations and feelings, meetings attended and their purposes, listing of tools and materials and their suppliers, and photographs if possible of projects, buildings and co-workers.

5. Appendices – Include pamphlets, forms, charts, brochures, technical and descriptive literature, graphs and other information related to your Internship experience.

INTERNSHIP REPORT The Internship Report is the research report that the student has to prepare on the project assigned by the organization. (Incase a student is not assigned a specific research project in the organization, he has to select any one aspect of the organization and prepare a research report on it). The lay out of the report should be as per the standard layout prescribed by the organization wherein the student undertakes the Internship. In case, there is no layout prescribed by the organization the following components should be included in the report:

Title or Cover PageThe title page should contain Project Title; Student’s Name; Programme; Year and Semester and Name of the Faculty Guide.

Acknowledgements Acknowledgment to any advisory or financial assistance received in the course of work may be given. It is incomplete without student’s signature.

Abstract

A good "Abstract" should be straight to the point; not too descriptive but fully informative. First paragraph should state what was accomplished with regard to the objectives. The abstract does not have to be an entire summary of the project, but rather a concise summary of the scope and results of the project. It should not exceed more than 1000 words.

Table of ContentsTitles and subtitles are to correspond exactly with those in the text.

IntroductionHere a brief introduction to the problem that is central to the project and an outline of the structure of the rest of the report should be provided. The introduction should aim to catch the imagination of the reader, so excessive details should be avoided.

Materials and MethodsThis section should aim at experimental designs, materials used (wherever applicable). Methodology should be mentioned in details including modifications undertaken, if any. It includes organization site(s), sample, instruments used with its validation, procedures followed and precautions.

Results and DiscussionPresent results, discuss and compare these with those from other workers, etc. In writing this section, emphasis should be laid on what has been performed and achieved in the course of the work, rather than discuss in detail what is readily available in text books. Avoid abrupt changes in contents from section to section and maintain a lucid flow throughout the thesis. An opening and closing paragraph in every chapter could be included to aid in smooth flow.

It is to be noted that in writing the various secions, all figures and tables should as far as possible be next to the associated text, in the same orientation as the main text, numbered, and given appropriate titles or captions. All major equations should also be numbered and unless it is really necessary, do not write in “point” form.

While presenting the results, write at length about the the various statistical tools used in the data interpretation. The result interpretation should be simple but full of data and statistical analysis. This data interpretation should be in congruence with the written objectives and the inferences should be drawn on data and not on impression. Avoid writing straight forward conclusion rather, it should lead to generalization of data on the chosen sample.

Results and its discussion should be supporting/contradicting with the previous research work in the given area. Usually one should not use more than two researches in either case of supporing or contradicting the present case of research.

Conclusion(s) & RecommendationsA conclusion should be the final section in which the outcome of the work is mentioned briefly.The students should check that their work answers the following questions: Did the research project meet its aims (check back to introduction for stated aims)? What are the main findings of the research? Are there any recommendations? Are there any conclusion on the research process itself?

Implications for Future ResearchThis should bring out further prospects for the study either thrown open by the present work or with the purpose of making it more comprehensive.

AppendicesThe Appendices contain material which is of interest to the reader but not an integral part of the thesis and any problem that have arisen that may be useful to document for future reference.

ReferencesReferences should include papers, books etc. referred to in the body of the report. These should be written in the alphabetical order of the author's surname. The titles of journals preferably should not be abbreviated; if they are, abbreviations must comply with an internationally recognised system.

Examples

For research articleVoravuthikunchai SP, Lortheeranuwat A, Ninrprom T, Popaya W, Pongpaichit S, Supawita T. (2002) Antibacterial activity of Thai medicinal plants against enterohaemorrhagic Escherichia coli O157: H7. Clin Microbiol Infect, 8 (suppl 1): 116–117.

For bookKowalski,M.(1976) Transduction of effectiveness in Rhizobium meliloti. SYMBIOTIC NITROGEN FIXATION PLANTS (editor P.S. Nutman IBP), 7: 63-67

The Layout Guidelines for the Internship File & Internship Report A4 size Paper Font: Arial (10 points) or Times New Roman (12 points) Line spacing: 1.5 Top and bottom margins: 1 inch/ 2.5 cm; left and right margins: 1.25 inches/ 3 cm

Examination Scheme:

A. Internship Report (Research/ Problem based)1. Introduction / Objectives 102. Methodology 153. Knowledge/ Comprehension of the problem/ issue & critical

Discussion of relevant literature 054. Analysis of Issues & Problems 155. Data handling 106. Conclusions / Recommendations, Future Implications 207. Presentation & Organization 15

B. Presentation & Viva 30

Total 120

C. Diary 10D. Faculty/ Student Contact 15E. Background Research & Preparation for Case Study 10F. Final Case Study 10G. Synopsis 10H. Analysis 20I. Report Writing Skills and Upgradation of Techniques of Research Methodology 25

Total 100

K. Internship proposal 10L. Mid Term & Final Evaluation

(Including invitation for corporate Meet) 10M. Questionnaire on Organisation vision on Training & Development 10

Total 30

Grand Total 250

STRATEGIC BRAND MANAGEMENT


Course Objective:The main objective of the course is to provide a fundamental understanding of the underlying dimensions of creating, measuring, analyzing and managing a brand. The course will also provide practical tools to develop and implement winning product and brand strategies in an array of customer and competitive contexts.

Learning objectives: Provide an appreciation of the role of branding in consumers’ daily experiences, in addition to creating

shareholder value Augment students’ ability to think creatively and critically about the strategies and tactics involved in

building, leveraging, defending, and sustaining brands Encourage the application of branding principles, strategies and decisions

Course Contents:

Module: I Concept of BrandDefining BrandCreating a strong brandIdentification of opportunity for branding and Brand Management ProcessThe role of branding and branding strategies needed at different stages in the evolution of the market, Brand awarenessPerceived Quality Brand LoyaltySpecial branding categories: Service brands, Private labels, Industrial brands, Luxury brands, Heritage brands, Internet brands, TOM (Top of mind recall) brands.

Module II: Market Research and Brand Valuation Defining Brand EquityBuilding Brand EquityChoosing brand elements to build brand equityCustomer based brand equity – Understanding and Measuring brand equity using Aaker, Keller, Kapferer, Young and Rubicum, Interbrand methodologies (methods of brand valuation);Monitoring brandsThe Brand Report Card

Module III: Brand ExtensionReasons for extending the brandEconomic consequences of Brand ExtensionThe Brand KernelAdvantages and disadvantages of Brand ExtensionChoosing the right brand extensionBrand RevitalizationBrand Deletion

Module IV: Brand ArchitectureBrand product matrixBrand HierarchyBranding StrategiesChoosing the appropriate branding strategy

Module V: Brand Identity and PositioningBrand IdentityIdentity and ImageThe six facets of Brand IdentitySources of IdentityThe Positioning conceptPerceptual MappingPositioning Strategies

Module VI: Managing brands across geographical boundariesRationale for going international

Advantages and disadvantages of Global Marketing ProgramsStandardization Vs CustomizationGlobal Brand Strategy

Examination Scheme:


Test & References:

Keller, Kevin Lane (2007), Strategic Brand Management. Wheeler, Alina (2009), Designing Brand Identity: An Essential Guide for the Whole Branding Team. Kapferer, Jean-Noël (2008),The New Strategic Brand Management: Creating and Sustaining Brand Equity

Long Term. Temporal, Paul(2010), Advanced Brand Management: Managing Brands in a Changing World. Heding, Tilde, Knudtzen (2009), F.Charlotte & Bjerre Mogens, Brand Management: Research, Theory and

Practice. Keller, Kevin Lane (2007), Best Practice Cases in Branding for Strategic Brand Management. Elliott, Rosenbaum Richard, Percy, Larry and Pervan, Simon (2011), Strategic Brand Management. Loken, Barbara, Ahluwalia, Rohini & Houston, Michael (2009), Brands and Brand Management:

Contemporary Research Perspectives (Marketing and Consumer Psychology Series.

http://www.amazon.com/Brands-Brand-Management-Contemporary-Perspectives/dp/1841697591/ref=sr_1_23?s=books&ie=UTF8&qid=1305192690&sr=1-23

http://www.amazon.com/Brands-Brand-Management-Contemporary-Perspectives/dp/1841697591/ref=sr_1_23?s=books&ie=UTF8&qid=1305192690&sr=1-23

http://www.amazon.com/Strategic-Brand-Management-Richard-Rosenbaum-Elliott/dp/019956521X/ref=sr_1_13?s=books&ie=UTF8&qid=1305192690&sr=1-13

http://www.amazon.com/Practice-Cases-Branding-Strategic-Management/dp/013188865X/ref=sr_1_9?s=books&ie=UTF8&qid=1305192487&sr=1-9

http://www.amazon.com/Kevin-Lane-Keller/e/B001H6S6C0/ref=sr_ntt_srch_lnk_1?qid=1305192487&sr=1-1

http://www.amazon.com/Brand-Management-Research-theory-practice/dp/041544327X/ref=sr_1_8?s=books&ie=UTF8&qid=1305192487&sr=1-8

http://www.amazon.com/Brand-Management-Research-theory-practice/dp/041544327X/ref=sr_1_8?s=books&ie=UTF8&qid=1305192487&sr=1-8

http://www.amazon.com/Tilde-Heding/e/B001JRWH7W/ref=sr_ntt_srch_lnk_8?qid=1305192487&sr=1-8

http://www.amazon.com/Advanced-Brand-Management-Managing-Changing/dp/0470824492/ref=sr_1_7?s=books&ie=UTF8&qid=1305192487&sr=1-7

http://www.amazon.com/Paul-Temporal/e/B001IZPMEU/ref=sr_ntt_srch_lnk_7?qid=1305192487&sr=1-7

http://www.amazon.com/New-Strategic-Brand-Management-Sustaining/dp/0749450851/ref=sr_1_6?s=books&ie=UTF8&qid=1305192487&sr=1-6

http://www.amazon.com/New-Strategic-Brand-Management-Sustaining/dp/0749450851/ref=sr_1_6?s=books&ie=UTF8&qid=1305192487&sr=1-6

http://www.amazon.com/Designing-Brand-Identity-Essential-Branding/dp/0470401427/ref=sr_1_3?s=books&ie=UTF8&qid=1305192487&sr=1-3

http://www.amazon.com/Strategic-Brand-Management-Kevin-Keller/dp/0131888595/ref=sr_1_1?s=books&ie=UTF8&qid=1305192487&sr=1-1

http://www.amazon.com/Kevin-Lane-Keller/e/B001H6S6C0/ref=sr_ntt_srch_lnk_1?qid=1305192487&sr=1-1

SALES AND DISTRIBUTION MANAGEMENT


Course Objective:The course introduces the student to the various aspects of salesmanship and trends with the principle objective of developing skills in the identification, analysis and solution of the problems encountered in the theories and practice of sales and distribution management. Further the course focuses on sales skills required for a salesman to get growth in an organization at different levels.

Learning Outcomes:On the completion of the module the student will be able to: Know the sales management in the corporate world, sales managers and sales organisations and get

acquainted with the skills required in completing the sales. Undertake research into various selling situations leading to negotiations. Know how sales strategies are framed in lieu with forecasting methods and territories allocated with the

permitted budget. Determine the size of sales force, staffing and appraisal of sales force. Know the ways of motivating and compensating salesman. Know the relationship between sales management and distribution management. Learn how sales management and distribution channels work together to manage the demand and supply

side of operations.

Course Contents:

Module I: Sales Management Skills and CareerIntroduction to sales managementNature and importance of sales management,Role and skills of sales manager, Types of salesman and sales manager, Sales management organizations and positions, Role of specialization in sales organization, Objectives of sales management, Life of a salesman and career, Linkage between sales and distribution management

Module II: Relationship Building and Sales Buying decision processConsumer Psychology and salesMaintaining relationships and preparation for salesSelling process, Presentation methods, Lead generation and typesNegotiation skillsSales forecasting and budgetingTime management and Territory managementAssigning people to territorySales quota and target setting

Module III: Sales Planning and HRMSales planning, Staffing and training salespeopleMotivation and Compensation design for a sales forceControlling the sales forceEvaluation of the effectiveness of sales forceSales force expenses management and cost control Ethical legal and social responsibilities of sales force personnel

Module IV: Distribution channels and their Role in Sales ProcessUse of excel sheet in sales, Sales in different products and services, Distribution channels and their role, Formats of channels, levels, service channels, Designing channels and management of conflict, power in channelsSales and role of logisticsModule V: Sales and Use of Information technology

Use of information in sales and distribution and its linkageSoftware application in various industriesInternational sales and distribution management

Examination Scheme:


Text & References:

Still, R Richard., Cundiff D Edward., Norman Govoni.,2008., Sales Management.,5 th ed., Prentice Hall India

Futrell Charles M. , 2008., Fundamentals of Selling 10th ed.,Tata Mcgraw –Hill ,India Pnada Tapan K., 2008, Sales and Distribution Management, 2nd ed., Oxford, India Havaldar Krishna K., Cavale Vasant M., 2010., Sales and Distribution Management, text and cases., 7 th ed.,

Tata Mcgraw- Hill, India

INTEGRATED MARKETING COMMUNICATION

Course Code: MIB 306 Credit Units:04

Course Objective: To provide a comprehensive view of the theoretical and practical aspects in Integrated Marketing

Communications To ensure that students obtain an extensive and in-depth knowledge of the disciplines. To explain the techniques and approaches for the analysis, planning, implementation, delivery and

evaluation of the marketing communication process. To provide students with an insight into each of the six primary promotional mix, i.e. advertising, direct

marketing, internet and mobile marketing, sales promotion, public relations & personal selling. To explain the interdependence and the significance of mixed media. To prepare students for a career in Integrated Marketing Communications and for further study for

professional qualifications. The understanding about the marketing communication tools and implement them in designing marketing

communication strategies. Describe business advantages to internet marketing and Summarize how to optimize websites and market

featured products.

Learning Outcomes:An IMC course one learns about connecting brands with consumers and other stakeholders and thus developing effective relationship with them. Similarly other programs like mass communication, advertising, PR etc. focuses just on one discipline. The IMC program explores all the communication disciplines like consumer behavior, advertising, DM, internet and mobile marketing, sales promotions, events, exhibitions and PR.

Course Contents:

Module IIntroduction of Marketing Communication and Advertising-Overview of marketing communication, Factors affecting the marketing communication mix, Integrated Marketing Communication, Ethical issues in marketing communication.

Module IIAdvertising as a Management Function, Advertising objectives and planning - Meaning Definition and objectives of Advertising, Role of Advertising in the Marketing Process. Consumer Orientation in Advertising, Advertising agency: Function & types. Creative strategy - Target market & creative objective,Various appeals and execution Styles, advertising Appeals, Creative format & creation stage, Copy testing and plagnosis.

Module IIITypes of Advertising, Methods of Classification. General idea of what Great Advertising Thinkers say-both Indian and foreign, Print advertising, Electronics advertising, outdoor advertising, direct mail advertising. Current developments in advertising. Media mix-print, broad cast (T.V. & Radio), Cinema, Outdoor, Direct Mail advertising, and Internet.

Module IVSales Promotion- Concept, Tools and Techniques, Point-of- Purchase Advertising, Celebrity Advertising and Sponsorships, Event Marketing, mobile marketing, Direct Marketing , Database Marketing.

Module VInternet Marketing- Introduction and Business advantages ,The importance of how you present your company online, Adwords and search engine advertising, Email marketing & how it builds your internet marketing and your online presence, Newsletters & how to integrate internet marketing with them.

Learning Methods:The course is covered by adopting a combination of lecture methods, class presentationsof case-studies by groups of students. Each students required to participate management games, extensive research projects and field visit for internal evaluations.

Examination Scheme:


Text & References:

Text: Clow, K. & Baack, D., Integrated Advertising and Promotion and Marketing Communications, 3rd ed., Prentice Hall, New Delhi, 2007.

References Belch, G. and M. Belch. Advertising and Promotion: An Integrated Marketing Communications

Perspective, 6th Ed, McGraw-Hill, Singapore, 2004. Blyth, J., Using advertising and promotion to build brands, Pearson, New York, 2000. Brannan, Tom, A Practical Guide to Integrated Marketing Communications, Kogan, Lon-don, 1995. Chunnawala, Advertising Management, Himalaya publishing house. Duncan, Tom and Sandra Moriarty, Driving Brand Value: Using Integrated Marketing to Drive Stakeholder

Relationships, McGraw-Hill, Burr Ridge, Illinois, 1997. Fill, Chris, Marketing Communications, Prentice-Hall, London, 1995. Gronstedt, Anders and Lisa Siracuse, The ABCs of IMC: Building Blocks for Integrated Marketing

Communications, Advertising Research Foundation, New York, New York, 1998. Fill, C., Marketing communications, frameworks, theories and applications, Prentice Hall, Harlow,

England, 2002. Kitchen, P., Public Relations: Principles and Practice, Thomson Business Press, London, 2001.

DIGITAL MARKETING


Course Objective: The aim of the Digital Marketing is to provide practitioners with knowledge about digital marketing technologies and their applications. The 16 modules are structured in a logical order and their content addresses everything that's happening in the fast-moving world of digital marketing. Because of this, the final content may change to reflect developments. Students will gain an applied understanding of: How digital marketing supports achievement of marketing objectives How, in practice, to apply the key technologies, tools and techniques of digital marketing to improve their

marketing effectiveness The potential application of online marketing tools within the marketing communications mix.

Learning Outcomes: Upon completion of the course, students will be able to: Plan and implement the introduction of digital technologies and techniques for marketing Continuously improve the contribution of digital technologies to their organisation.

Course Contents:

Module I: The digital marketing landscapeLearning outcomeTo assess the relevance of digital marketing to an organization and its markets.Competencies developedDistinguish between different applications of digital marketing from the many digital channels that are availableEvaluate the impact and opportunities of online communications including new developments such as Web 2.0 and social mediaAssess the risks of implementing digital marketing programmes

Module II: Understanding the digital customerLearning outcomeTo understand research approaches to determine the characteristics and buyer behaviour of consumers using digital media.Competencies developedLearn about the various sources of data and information on the digital customerAssess the different ways and approaches to carrying out customer research including quantitative and qualitative surveysReview the data available from third-party information suppliersDescribe the principles of web analytics and other methods of evaluating online customers

Module III: Data and database applicationsLearning outcomeData drives digital marketing. The outcome is to appreciate the major issues in collecting, managing, storing and using customer data within digital marketing.Competencies developedUnderstand the complexities of customer contact and behavioural dataUnderstand how that data should be stored and the implications when it is not integratedUnderstand how that data can drive more customised communications through segmentation and profiling

Module IV: Planning an integrated digital marketing campaignLearning outcomeTo define a structured approach to planning for digital marketing and to understand the key planning differences between acquisition and retention marketing.Competencies developedDefine the benefits of an annual digital marketing planAssess the relevance of different forms of digital marketing planningCreate an annual digital marketing planCreate a plan for the digital elements of a specific marketing campaign

Module V: Principles of website design: customer experience and usabilityLearning outcomeUnderstand the different facets of web design needed to create an effective customer experience and business returns for different types of organisation.Competencies developedTo apply the principles of effective website design for marketingTo develop a brief for website creation and enhancement

Review agency creative for a company site or campaign microsites

Module VI: Planning and managing website developmentLearning outcomeUnderstand the technologies and user-centred design processes needed for successful websites.Competencies developedTo review the relevance of new web design innovations and standardsTo review contracts for website creation and enhancementSelect and effectively manage a web design agency

Module VII: Search engine marketingLearning outcomeTo explain best practice for the search engine marketing (SEM) channel including techniques for implementing natural and paid SEM.Competencies developedAbility to plan, execute, measure and budget for SEMEvaluate the advantages and disadvantages of the different forms of SEM

Module VIII: Email marketingLearning outcomeAn understanding of the relevant technologies, marketing applications and regulatory controls needed to deliver results from email marketing.Competencies developedAbility to plan, execute, measure and budget for effective email marketing campaignsAwareness of the commercial and marketing applications of emailEvaluate the advantages and disadvantages of the different forms of email marketing for customer acquisition and retention

Module IX: Display advertisingLearning outcomeAn understanding of the online advertising, formats, technologies, ad-servers and media buying models together with controls needed to effectively deliver results from the display ad channel.Competencies developedAbility to plan, execute, measure and budget for effective online advertising activity

Module X: Mobile marketingLearning outcomeAn understanding of the relevant technologies, marketing applications and regulatory controls needed for effective mobile marketing.Competencies developedAbility to plan, execute, measure and budget for effective mobile marketing campaigns

Module XI: Online PR and social mediaLearning outcomeDevelop an understanding of how the digital environment changes the nature of traditional PR practices and why Online PR should become part of your digital communications strategy.Competencies developedHow to plan, integrate and execute online PR activities within your digital marketing and traditional PR plans

Module XII: Affiliate marketingLearning outcomeDevelop an understanding of the affiliate channel, technologies, remuneration models and controls needed to effectively deliver results from an affiliate marketing programme.Competencies developedAbility to plan, execute, measure and budget for effective affiliate marketing activityEvaluate the advantages and disadvantages of affiliate marketing

Module XIII: Producing great digital creative: copy and designLearning outcomeTo understand approaches to creativity and design needed to produce effective creative.Competencies developedUnderstanding what makes effective online creativeUnderstanding the processes by which creative concepts are produced, amended, approved and producedUnderstanding the principles of creative evaluationModule XIV: Regulation, permission and codes of practiceLearning outcome

To understand all aspects of law and codes governing digital marketers and digital marketing campaigns.Competencies developedAssess the relevance of the range of legislation and codes affecting today's digital marketerApply the law to achieve the best results from compliant digital marketing plans / campaigns

Module XV: Controlling and optimizing digital marketing campaignsLearning outcomeDevelop approaches for measuring and improving web marketing performance onsite acquisition, conversion and retention.Competencies developedFormulate a strategy for website performance measurementDevelop key performance indicators for your own digital marketingManage and optimise e-acquisition, conversion and retention

Module XVI: Future gazingLearning outcomeDevelop an understanding of the opportunities for deploying emerging digital marketing media and techniques including digital and interactive TV, IPTV, digital radio, viral marketing and virtual worlds.Competencies developed Ability to assess the opportunities, plan, execute, measure and budget for tomorrow's digital world Evaluate the advantages and disadvantages of emerging digital media Examination Scheme:

Components Presentation Project Viva Attendance ExternalsWeightage (%) 5 15 5 5 70

Text & References:

Jerry Wind, Vijay Mahajan, Wind Publishing, 2001, “Digital Marketing: Global Strategies from the World's Leading Experts”

David Meerman Scott, 2nd Edition, “The New Rules of Marketing and PR” Avinash Kaushik, 1st Edition, 2010, Wiley Publications Inc. “Web Analytics 2.0: The Art of Online

Accountability and Science of Customer Centricity” Chaffey, 4th Edition, Prentice Hall, “Internet-Marketing” Ward Hanson, South Western Collage Publication, Principles of Internet Marketing Godfrey Parkin, 2009, New Holland Publications, “Digital Marketing: Strategies for Online Success”

http://www.amazon.com/s/ref=ntt_athr_dp_sr_2?_encoding=UTF8&sort=relevancerank&search-alias=books&field-author=Vijay%20Mahajan

MERGERS, ACQUISITIONS AND RE-STRUCTURING


Course Objective:The course aims to make students learn how to analyze the mechanisms underlying the creation (and destruction) of value in mergers, acquisitions and corporate restructuring. The students will learn to examine the reasons to acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the approach. They will also study some instances of corporate restructuring, whether they are driven by strategic considerations or external pressures, and again, the potential sources of value creation, risks and challenges.

Learning Outcomes:On the successful completion of this module the student will be able to: Identify the key issues and concepts of mergers and acquisitions Understand the major strategies that underlie most M&A transactions Examine the necessary conditions for value to be created Assess various case studies to analyse valuation strategies, pre and post merger issues and challenges

Course Contents:

Module I: Basics of Mergers and AcquisitionVarious Forms of Corporate Restructuring, Objectives of mergers, types of mergers, Horizontal, Vertical, Conglomerate. The Merger and Acquisition Process. Amalgamation as per AS-14. Competition Bill 2002, SEBI regulations on Takeovers in India (Takeover Code)

Module II: Types of Mergers, StrategiesDe-merger, spin offs, split ups, split offs, Reverse Merger. Difference between De-merger and Reverse Merger. Takeover Tactics, Takeover Defenses, Preventive Anti-takeover Measures, Corporate Charter Amendments, Golden Parachute, Active Anti-takeover Defenses. Role of Merchant Bankers in Mergers & Acquisition

Module III: Valuation and M&AFirm Valuation Models on Merger & Acquisition: (a) DCF Model, (b) Comparable Company, (c) Book Value, (d) Adjusted Book value (e) Three Stage growth model, Swap Ratio, Valuation Practices in India, LBO, MBO

Module IV: Taxation Aspects in M&A Tax Implications: Tax Concession to amalgamated company, tax concession to amalgamating company in case of Merger & Acquisition. Tax aspects related to demergers.

Module V: Post Merger Analysis, Applications and CasesSuccess and failure of Merger & Acquisition, post merger issues and challenges. Cases on Mergers and Acquisitions: Indian and International context.


Examination Scheme:


Text & References:

J. Fred Weston, Kwang S. Chung, Susan E. Hoag, PHI, Mergers, Restructuring and Corporate Control Rajeshwer C H, 2004,

Merger and Acquisition - New Perspectives ICFAI Press

CORPORATE TAX PLANNING


Course Objective:This course aims at making students conversant with the concept of corporate tax planning, Indian tax laws and their implications for corporate management. It will provide understanding of direct tax including rules pertaining to and application to different business situations. It will make students understand the principles underlying service tax and the basic concepts of VAT.

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

Understand the Tax environment and types of taxation therein Compute income and tax under the specifies heads in the Indian corporate tax system Develop the ability to file company returns and meet the legal norms and procedures.

Course Contents:

Module I: Basic concepts, nature and scope of tax managementNature, objectives of tax management; financial year; corporate tax in India: corporate tax rates; assessment of tax; assessee: types of companies; residential status and tax incidence; tax concession and incentives for corporate decision; tax planning for depreciation; treatment of losses & unabsorbed items; carry forward and set off losses; tax and business reorganization: merger and amalgamation; tax appeals.

Module II: Tax Planning and Financial Management DecisionsMeaning of tax planning and management, tax evasion and tax avoidance; scope of tax planning and management in the corporate sector; justification of corporate tax planning and management; tax planning considerations in relation to business; tax planning for new business: tax planning with reference to location, nature and form of organization of new business. Tax planning relating to capital structure decision, dividend policy, inter-corporate dividends and bonus shares; tax planning and managerial decisions : tax planning in respect of own or lease, sale of assets used for scientific research, make or buy decisions; repair, replace, renewal or renovation, and shutdown or continue decisions.

Module III: Tax on individual income and Wealth taxSalaries; standard deduction; valuation of perquisites; calculation of tax; tax deductible at source; assessee types: residential status non-resident. Scheme of wealth tax; assets to be included in net wealth; exempted assets; valuation of assets; wealth tax liability: assessment and penalties. (Theory &Problems); appeals: review, revision and rectification

Module IV: Service tax, VAT Applicability and services covered; valuation of taxable services for service tax; payment of service tax; registration; furnishing of return; maintenance of record; other obligations. Basic concept of VAT; how VAT operates; merits& demerits of VAT; a brief overview of state level VAT in India. (VAT is not to be studied with reference to any particular State VAT Law.)

Module V: Double Taxation, Transfer PricingDouble taxation relief, Bilateral relief, International treaties for double taxation avoidance, Provisions related to transfer pricing, meaning and computation of arm’s length price, methods of computation, meaning of associated enterprise, meaning of international transaction

Teaching & Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Dr. Girish Ahuja & Dr. Ravi Gupta Simplified Approach to Corporate Tax Planning & Management (Bharat Law House 10th edition), 2009.

Singhania V K & Singhania Monica, Corporate tax planning and Business tax procedures, Taxmann publications 2009

Girish Ahuja and Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007 John E. Karayan, Charles W. Swenson, and Joseph W. Neff, Strategic Corporate Tax Planning, Kindle

Edition, 2002 Kaushal Kumar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007 Rajeev Puri, Corporate Tax Planning and Management, 2003 R.N. Lakhotia, Corporate Tax Planning Handbook, 2006 George Brode, Tax Planning for Corporate Tax Planning for Corporate Acquisitions. 2003 Cumulative

Supplement, No. 2, 2003 Ghosh, R.K. & Saha, S., Income Tax Rules, Taxman ND 2007 Singhania V K, 2007, Direct Taxes Planning and Management, Taxmann. Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants,

advocates. - New Delhi: Taxmann, 2007 Ready Recknor Taxmann, 2007

http://www.amazon.com/Planning-Corporate-Acquisitions-Cumulative-Supplement/dp/1884673198/ref=sr_1_12?ie=UTF8&s=books&qid=1211803624&sr=1-12

http://www.amazon.com/Planning-Corporate-Acquisitions-Cumulative-Supplement/dp/1884673198/ref=sr_1_12?ie=UTF8&s=books&qid=1211803624&sr=1-12

http://www.amazon.com/Corporate-Planning-Handbook-R-N-Lakhotia/dp/8170946433/ref=sr_1_4?ie=UTF8&s=books&qid=1211803624&sr=1-4

http://www.amazon.com/Corporate-Planning-Management-Rajeev-Puri/dp/8127210994/ref=sr_1_3?ie=UTF8&s=books&qid=1211803624&sr=1-3

http://www.amazon.com/Corporate-Tax-Planning-6th-Vol/dp/812690917X/ref=sr_1_2?ie=UTF8&s=books&qid=1211803624&sr=1-2

MANAGEMENT OF FINANCIAL SERVICES


Course Objective:This course introduces the concept and scope of financial services and discusses various financial services within the financial system. It also gives us an idea about the new concepts in financing.

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

Understand the basic concepts of different types of financial services Understand regulatory framework for these services and Analyze the practical applications of these services

Course Contents:

Module I: Introduction to Financial Services & Merchant BankingFinancial Services: Concept and scope of financial services – functions concerning public and private placement of capital issues – Merchant banking – functions – modes of earning capitals from domestic and foreign markets – recent development in capital markets – SEBI guidelines of merchant banking in India. Marketing of financial services and pricing of financial services.

Module II: Non banking finance companies (NBFCs) & Mutual FundsNBFC: Scope and meaning – importance of NBFC's in India and their growth. Mutual fund services – concept, need and scope – types of schemes – Recent SEBI guidelines for mutual funds.

Module III: Leasing, Hire- purchase and Consumer CreditLeasing: Overview – Legal and tax aspects, Evaluation of leasing. Hire purchase: Legal framework and taxation aspects – financial evaluation of Hire Purchase Finance, consumer credit.

Module IV: Other financial servicesOther financial services: Factoring and forfeiting, factoring in India – concepts and forms of Bills discounting , Bills discounting Vs. Factoring , Housing finance , Insurance services , venture capital financing-,Credit rating –methodology and process, symbols and credit rating agencies.

Module V: Stock exchange operations & Regulatory frameworkStock exchange operations, trading and settlement mechanism and Regulatory framework within the financial system.


Examination Scheme:

Components C1 V A CT EE

Weightage (%) 10 5 5 10 70

Text & References:

Khan, M.Y., Financial Services, TMH, 2004 Bhole L M ,Financial Institutions and Markets , Fourth edition Fabozzi, Frank J, Foundation of financial markets and institutions,3rd,Tata McGraw Hill, New Delhi,2006 Auerbach, Robert D, Money, Banking and Financial Markets, Macmillan Publishing Co.; New York and

Collier MacMillan Publisher; London. Avadhani, V.A, Investment and Securities Market in India, Bombay, Himalaya Publishing House. Khan, M.Y, Indian Financial System - Theory and Practice; New Delhi.

Vikas Publishing House

Mishkin, Frederics, S, The Economics of Money Banking and Financial Markets; HarperCollins Publisher; New York

K. Sriram, Hand book of leasing, hire purchase & factoring

CREDIT APPRAISAL AND PROJECT FINANCING


Course Objective:Project finance is used to finance billions of dollars of capital-intensive projects annually. This increasingly critical financial technique relies on the cash flows of a specific project, not the cash flows of a corporation or third party guarantor, to service debt and provide investor returns. Not all projects can support project financing. Project finance is a specialized financial tool requiring both proper structuring and risk mitigation.

Learning Outcomes: To understand the elements the business and its credit-worthiness to make sound business and credit

decisions To understand what project finance is, why it is used, and how it is used. What the necessary elements are that support the use of project finance to include contractual agreements,

technology, sponsors, risk identification and mitigation, sources of capital,

Course Contents:

Module I: Overview of Credit AnalysisObjectives, Credit Risk, Credit Analysis, Seven C’s, Credit Analysis Process, Lending Process: Credit Process, Documentation, Loan Pricing and Profitability Analysis, Regulations.

Module II: Financial Statement AnalysisObjectives, Introduction, Ratio Analysis, Liquidity Ratios, Turnover Ratios, Profitability Ratios, Leverage Ratios, Market Ratios, Objectives, Introduction, Elements of Cash Flow Statement, Direct Method, Indirect Method, Interpreting Cash Flows. Non financial analysis, Economy analysis, Industry analysis, Business analysis

Module III: Characteristics and Analysis of Project FinanceObjectives, Assessing the project cost, Means of financing projects, Estimation of project cash flows, Use of free and equity cash flow valuation for assessing projects, Financial Analysis: Break-even point analysis, decision tree, scenario analysis and sensitivity analysis,

Module IV: Project FinanceParties to a Project Financing, Necessary Contracts, Environmental Consideration, Political and Regulatory Background, Senior Debt – Banks, Insurance Companies, Public Markets; Mezzanine Debt; Equity - Financial Equity, Strategic Equity

Module V: Economic Aspect of Project DevelopmentProject Development, Project Development: Government's Perspective, Infrastructure Projects, Credit Enhancement, Financial Model, Real Options Analysis, Specialized Credit Enhancements


Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Prasanna Chandra, Projects: Planning, Analysis, Selection, Financing, Implementation And Review (5th Edn.), Tata McGraw Hill

DD Mukherjee, Credit Appraisal, Risk Analysis & Decision Making, (5th Edn.), Snow White Publications Machiraju, Project Finance, Vikas Publishing House Gatti, Project Finance in Theory and Practice, 1st Edn., Elsevier Hrishikesh Bhattacharya, Banking Strategy, Credit Appraisal, 1st Edn., Oxford University Press

K Nagarajan, Elements of Project Management, New Age International D Van Well Stam, Project Risk Management, Kogan Page Limited

RECRUITMENT, SELECTION, TRAINING AND DEVELOPMENT


Course Objective: The main Purpose of this paper is to familiarize the participants understanding the applicability and techniques of Recruitment, Selection, Training and Development in any organisation on global context. A Broader and wider perspective is undertaken in relation to the management of employment relationship. The module is designed to understand the role of HR Planning, development and its effective link to policies and strategic practices in organisation for effective people management right from forecasting the requirement of employees to the effective development.

Learning Outcomes:On the successful completion of this module the student will be able to: Identify the key issues of Selection, training and development Understand the factors effecting recruitment due to mergers, acquisitions & globalisation Appreciate the various tools of training and structured training programmes in organisation Forecast demand & supply of human resources, training and development

Course Contents:

Module I: Introduction to Recruitment Introduction and Importance of RecruitmentResource Recruitment Function In-House or External.Choosing the Labour MarketHuman Resource Planning- Aggregate and SuccessionPrimary Responsibility for Recruitment Activities.Response Handling and Decision MakingUsing the Right Technique for Recruitment

Module II: Employee Selection Defining the Requirements Person Specifications and Competencies. Competency Framework and Competencies-Based Person Specification Attracting People and Promotion Product Screening and Interviewing People Ability Tests, Personality Tests and Administration of Tests. Psychometric Testing. Continuous Evaluation and Reviews. Psychometric Test Quality and Choice. Graphology, Assessment Centers, Checks and Offers.

Module III: Trends Effecting HRM and Requirement of Training Training and Development Process.Context of Training and Development.Benefits of Training and DevelopmentTraining DesignOff-the-job/On-the-job Training Methods.Technology-Based Training Methods

Module IV: Managerial Effectiveness & Training The Costs and Benefits of Training.Training EvaluationManagement DevelopmentTraining ProgramsTraining Trends and Best Practices

Module V: Retaining Human Resource Strategic Compensation ManagementGlobal Dilemma, Managing Transnational TeamEqual Opportunities and Discrimination.Design and Re-design of Work systems

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture

methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work. Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Gareth Roberts . (2008) Recruitment and Selection. Jaico, Roberts Gareth, 2008, Recruitment and Selection, Jaico Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. (2006) Managing Human Resource Shaw. Cengage . Alan M. Saks and Robert R. Haccoum. (2008) Performance Management through Training and

Development Cengage. Gary Dessler & Biju Varkkey. (2010) Human Resource Management. Pearson Education Snell & Bohlander.( 2007) Human Resource Management. Cengage Learning David Lepak & Mary Gowan (2009) Human Resource Management. Pearson Education Aswathappa, (2006) Human Resource and Personnel Management. The McGraw-Hill. Manas K Mandal. (2008) In Search of the Right Personnel: Macmillan Dalessio, A. and Silverhat, T. (1994) Combining Bio-data Test and Interview information; Predicting

Decisions and Performance Criteria, Personal Psychology. Vol. 47, 303-315. King, S. ( 1995 ) Graphology: Writing on the Wall, Management Development Review, Vol. 7, No. 5, 26-

28 Kapur, P.K., Khurana, Dinesh and Seth, Ashish (2008), Chapter 12, In Search of The Right Personnel:

Macmillan India Ltd. Terpestra, D. (1996) Recruitment and Selection: The Search For Effective Methods, HR Focus 16-17, May.

PERFORMANCE APPRAISAL AND POTENTIAL EVALUATION


Course Objective:The main purpose of this paper is to understand the applicability and techniques of performance appraisal and potential evaluation on global context. A Broader and wider perspective is undertaken in relation to the management of employment relationship. The module is designed to understand the role of HR Planning, development and its effective link to policies and strategic practices in organisation for effective people management.


Identify the key issues of potential evaluation and performance appraisal. Understand the factors effecting performance appraisal and performance management Various tools of performance measurement and performance appraisal Management by objectives, role of HR personnel in Performance appraisal

Course Contents:

Module I: Introduction to Performance AppraisalDefinition & concept, The process of performance appraisal, Challenges of Performance appraisal, Performance Appraisal and Development, Performance Appraisal Approaches, Current trends in Performance Appraisal. Summary, Review Questions & Case Studies

Module II: Evaluation of Management SystemsDefinition and Concepts of Performance Management Systems and feedback, Difference between performance appraisal and Performance management, Pre- requisites for an effective Performance Appraisal System, Need and Objective of Appraisal Systems, Tools and aids for evaluation of performance, Legal Issues. Summary, Review Questions & Case Studies

Module III: Methods and importance of Performance ManagementBalanced Scorecard and Performance Management, Importance and Scope of Performance Management, Different methods of Performance Appraisal, Rating Errors & Tools for improvement, Steps for effective Performance Appraisal System. Summary, Review Questions & Case Studies

Module IV: Management by ObjectivesManagement by Objectives Appraisal Schedule, Problems with PA Forms Monitoring Employees on the Job International Applications Competency Mapping Summary, Review Questions & Case Studies

Module V: IT and Performance AppraisalUse of IT in Performance Appraisal, Performance Appraisal Software, Electronic Performance Monitoring, Potential Appraisal, Potential Appraisal Form, Self Appraisal form

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work. Examination Scheme:


Text & References:

A.S.Kohli, T.Deb. (2008), Performance Management. Oxford University press. Gary Cokins . (2009). Performance Management: Integrating Strategy Execution, Methodologies, Risk, and

Analytics. John Wiley and Sons.

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Gary+Cokins%22

http://appraisals.naukrihub.com/performance-appraisal-approaches.html

http://appraisals.naukrihub.com/pre-requisites.html

http://wiki.answers.com/Q/Difference_between_performance_appraisal_and_Performance_management

http://wiki.answers.com/Q/Difference_between_performance_appraisal_and_Performance_management

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http://appraisals.naukrihub.com/appraisal-and-career-development.html

http://appraisals.naukrihub.com/challenges.html

http://appraisals.naukrihub.com/process.html

Elaine D. Pulakos , (2009) Performance Management: A New Approach for Driving Business Results. Wiley-Blackwell.

Arup Varma , Pawan S. Budhwar, Angelo S. DeNisi. (2008) Performance management systems: a global perspective. Taylor & Francis.

Beck, Robert C. (2000) Motivation theories and principles Pearson Education, New Delhi. Cascio, Wayne F. (2003) Managing Human Resource. Tata McGraw Hill, New Delhi. Ivancevich, John M, (2004) Human resource management. Tata McGraw Hill, New Delhi. T. Venkateswara Rao , (2004) Performance management and appraisal systems: HR tools for global

competitiveness. SAGE

Online Articles: DSP Dev Kumar, PERFORMANCE APPRAISAL: The Importance of Rater Training. (2005) Journal of

the Kuala Lumpur Royal Malaysia Police College, No. 4http://rmpckl.rmp.gov.my/Journal/BI/performanceappraisal.pdf

Hafiz Muhammad Ishaq, Muhammad Zahid Iqbal & Arshad Zaheer, Effectiveness of Performance Appraisal: Its Outcomes and Detriments in Pakistani Organizations. Volume 10, Number 3 (2009)European Journal of Social Sciences http://col.aiou.edu.pk/articleandguideline/ejss_10_3_15.pdf

http://performance-appraisals.org/Bacalsappraisalarticles/

Online Journal: http://www.performance-management.us http://www.performance-management.us/performance/

http://www.performance-management.us/performance/

http://www.performance-management.us/

http://performance-appraisals.org/Bacalsappraisalarticles/

http://col.aiou.edu.pk/articleandguideline/ejss_10_3_15.pdf

http://rmpckl.rmp.gov.my/Journal/BI/performanceappraisal.pdf

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22T.+Venkateswara+Rao%22

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Angelo+S.+DeNisi%22

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Pawan+S.+Budhwar%22

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Arup+Varma%22

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Elaine+D.+Pulakos%22

ORGANIZATION BEHAVIOUR


Course Objective:Human Behaviour is at the core of all organizational processes and particularly so for today’s modern organizations. The course is designed to develop an understanding of behavior of an individual in organizational setting. Topics covered include: Diagnosis and Prediction of Individual and Interpersonal Behaviour; Power and Politics, Leadership, Inter-Personal Skill, Motivation and Attitude, Groups and Teams, Conflict, Collaboration and Stress Management, Organizational Design and Culture.


Identify the key issues in Organizational Behaviour. Understand the factors of globalization, effect on Organizational Behaviour. Impact of changing trends in Organizational structure, Organizational Culture and functioning Identify and analyze issues related to work and motivation, attitude, conflict and collaboration in

organization Understand Group Dynamics and Team Working Management and Leadership

Course Contents:

Module I: Understanding OBDefinition of Management, Importance of Interpersonal Skills, Managers’ Functions, Roles and Skills, Introduction to Organizational Behaviour: Definition, Importance, Scope, Fundamental Concepts of OB, Different models of OB, OB in the context of Globalization and Workforce Diversity

Module II: Understanding Individuals and Interpersonal behaviorLearning Process Approaches to Learning, Behavior Modification Techniques, Socialization & Feedback, Personality & Attitudes: Meaning of Personality, – Development of Personality – Attributes of Personality, Personality Traits, Five Models of Personality, Importance of Values - Transactional Analysis – Ego states – Johari window – Attitude, Nature and Dimensions of Attitude – Developing the right Attitude

Module III: Perception and Motivation Definition, Concept and Process of Perception, Elements of Perception, Factors Influencing Perception, Linkage between Perception and Individual Decision Making. Definition & Importance of Motivation, Motives – Characteristics, Classification of Motives – Primary General & Secondary Motives. Theories of Motivation – Content and Process Theories of Motivation, Global Implications of Motivation

Module IV: Group Dynamics, Teams and LeadershipGroup Dynamics: Definition, Stages of Group Development, The Five Stage Model Group Cohesiveness, Types of Group- Formal and Informal Groups, Teams vs Group, Types of Group, Group Processes and Decision Making, Dysfunctional Groups.Understanding Leadership: Definition & Importance of Leadership, Difference between Leader and a Manager, Leadership Styles, Models and Theories of Leadership- Trait Theories, Behavioural Theories, Contingency Theories

Module V: Managing Conflict, Negotiation, Power & PoliticsOrganizational Power and Politics: Definition of Power Concept, Bases of Power, Distinction Between Power, Authority and Influence, Power Tactics, Impression Management, Dysfunctional Uses of Power, Global Implication of Power and Politics.Conflict: Concept, Sources, Types, Functionality and Dysfunctionality of Conflict, Classification of Conflict, Intra, Individual, Interpersonal, Intergroup and Organizational, Conflict, Approaches to Conflict Management and CollaborationNegotiation, Bargaining Strategies, Negotiation Process

Module VI: Organizational Structure and Organizational CultureUnderstanding Organizational Structure, Various Organizational Structures- Centralization, Decentralization, Flat and Tall Structure, Departmentalization, Behavioral Implications of different Organizational Design- Organizational Climate - Organizational Culture - Organizational EffectivenessReferences:


Examination Scheme:


Text & References:

Moorhead,G.O. Organisational Behaviour, Managing 7th Edition, Biztantra,2007 Harris, O.J. Organisational Behaviour, 4th Edition, Jaico Publication, 2006 Ivanavich, J.M. Organisational behaviour and Management, 7th Edition, Tata McGrawHill, 2006 Robbin, S.P.et.al. , 2007. Organisational Behaviour. 12th Edition, Pearson. Agarwal, R.D. Organisation and Management, Tata McGraw Hill, 2006 Hellri, Sloaime, Woodman L.: Organisational Behaviour Pub. By Thomson Learning. Davis Kenth : Human Behaviour at Work by Tata Mc Graw Hills. Luthans, F., 2009. Organisational Behaviour, TMC Graw Hills. Pareek, U. 2009.Understanding Organizational Behavior .2nd ed. Oxford. Parikh, M. Gupta, R., 2010. Organisational Behaviour.1st ed. Tata Mc Graw Hill. Moorhead,G.O. Organisational Behaviour, Managing 7th Edition, Biztantra,2007 Harris, O.J. Organisational Behaviour, 4th Edition, Jaico Publication, 2006 Ivanavich, J.M. Organisational behaviour and Management, 7th Edition, Tata McGrawHill, 2006 Robbin, S.P.etc Organisational Behaviour, 12th Edition, Pearson, 2007 Agarwal, R.D. Organisation and Management, Tata McGraw Hill, 2006 Sekaran, U. Organisational Behaviour, 2nd Edition, Tata McGraw Hill, 2006 Ashwatappa. K. Organizational Behaviour, 8th Edition, Himalya Publications, 2008

COMPENSATION MANAGEMENT


Course Objective:The main Purpose of this paper is to familiarize the participants with the various aspects of Change Management, with a view that conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and practical approach to understand the basic concepts of Change in Management, technologies and various approaches with reference to globalisation and also to provoke critical thinking about various principles, guidelines and mechanisms adopted in this science. The course discusses meaning, importance and scope of Compensation Management.

Learning Outcomes:On the successful completion of this module the student will be able to: Identify the key issues of Compensation and Change management. Understand the factors of globalisation, effect on compensation and related changes Impact of changing trends in evaluation of job, design and redesign of jobs Identify and analyse issues related to Job, compensation mechanism and changes

Course Contents:

Module I: Overview of Compensation Management Nature, Importance & Objective of Compensation ManagementPhilosophy, Scope and wage conceptsPrinciples & Machinery for wage determinationManagement Thinkers & critical evaluationActs related to Compensation managementSummary & Review Questions, Case Studies.

Module II: Management – Job Evaluation Nature, Scope, and importance of Job evaluationConcepts of Job Description and specificationPrinciples and Methods of Job evaluationInternal & External equity, Job surveysSummary & Review Questions, Case Studies.

Module III: Pay and Benefits Principles of reward strategy, developing and designing salary structuresPre requisites for salary fixation, bonus, incentivesMonitory benefits as motivators – scope and processSocial security and retirement benefitsSummary & Review Questions, Case Studies.

Module IV: Linking Wages with Performance Performance criteria & ChoicesObjectives & scope of linking wages with performanceTypes of performance based compensation schemes, international perspectiveDesigning performance based compensation schemesSummary & Review Questions, Case Studies.

Module V: Change Management Global Organisation, Reaching out the Global CustomerAdaptations of change in organisation Learning and preparing for the changeConsulting approaches and skillsSummary & Review Questions, Case Studies.


Examination Scheme:


Text & References:

Robbins, Stephen. P., 2004, Organisation Behaviour, Prentice Hall of India C. Mamoria, 2000, Personnel Management, Himalaya Publications Dewan, J M, Labour Management, Discovery Publishing House, New Delhi,1996 Handerson, Richard I, Compensation Management in and knowledge based world,9 th, Pearson Education,

Delhi, 2006 Srivastava, S C, Industrial relations & labour laws, 4th Rev., Vikas Publication House, New Delhi, 2000 Sen, Ratna, Industrial relation in India: shifting paradigms, Macmillan Publication, New Delhi, 2005 Richard I. Henderson, Compensation Management in a Knowledge-Based World (9th Edition), McGraw

hill edition

CUSTOMER MANAGEMENT


Course Objective:The basic objective of this course is to learn to manage customers positively. It tells about the basic principal of effective customer management-acquiring, retaining and expanding customer base. It would also thrive to balance between the customer focus and profitability of an organization.

Learning Outcomes: Understand the key concepts to manage customers effectively Segmentation of customers as per their value to the company Customer Profitability Vs its cost to the company Role of technology in customer management

Course Contents:

Module I: Introduction of Customer ManagementWhy organizations lose their customersMyths of Customer ManagementStrategies for building relationshipsSteps for effective relationship management

Module II: Develop a customer focus strategyAlign people, process and product towards customersBrand AlignmentAligning the customer proposition towards profit of the organization

Module III: Customer LifecycleUnderstanding concepts like acquisition, retention and attrition of the customersCustomer Attitude MeasuresCustomer Retention MeasuresCustomer Value MeasuresTowards Customer ValueLegal aspects of customer data and privacyLoyal Customers

Module IV: Segmentation of CustomersSegment Objectives and propositions of the organizationUnderstand customer needsCustomer Lifetime Value(Pareto Principal of 80:20)Collecting data to do correct segmentationReturn on customer Investment

Module V: Moving from customer service towards customer managementCharacteristics of strong relationshipsDifferent kind of relationships (Exchange/trading, Communal, Brand)Ways to manage relationship

Module VI: Special Market RelationshipsCharacteristics of business marketsMarket Structure and demand analysisBusiness Buying ProcessAfter sales serviceRelationship with customer’s customer

Module VII: Technical aspects of Customer ManagementCRMeCRMCRM applications and objectivesCRM channels of customer interactionHow to choose right CRM solutionCRM ImplementationLearning Methods:

Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Roberts-Phelps, Graham (1998) Customer Relationship Management. New Delhi VIVA Books Shainesh G. and Sheth Jagdish N. (2006), Customer Relationship Management. Macmillan India Ltd Nageswara Rao, SB. And Madhavi C (2004), Customer Service Excellence. New Delhi, Kanishka

Publishers Zikmund, William G. and McLeod, Raymond (2003), Customer Relationship Management. John Wiley

and Sons Abram, J and Hawkes P. - The Seven Myths of Customer Management- H Peeru Mohamed & A Sagadevan (2002) Customer Relationship Management. New Delhi, Vikas

Publishing- Richard J Varey Relationship Marketing Rajendra N & Tapan K Panda Customer Relationships in service industry- Evert Gummerson (2002) Total Relationship Marketing Shainesh, G & Sheth, Jagdish N Customer Relationship Management- A Strategic Perspective (2006)

Macmillan India

TECHNOLOGY MANAGEMENT


Course Objective:Technology is one of the most important drivers of business and industry in the current highly competitive environment. Over the years the pace of change of technology has been accelerating in most sectors whether manufacturing or service. A company’s ability to survive today depends upon how well they can develop/acquire technology and effectively deploy it. This paper on Technology Management is designed to develop the insight and skills critical for effective management of technology.

Learning Outcomes: Build the skills needed to overcome the technology management challenges Ability to develop a technology strategy and effectively managing and allocating technical resources Leading innovative groups, Incorporating technology into new products, and Anticipating changes in technical developments and competitor actions

Course Contents:

Module I: Introduction to Technology Management Technology – definition, basic concepts, key components, Technology life cycle; Technology – opportunities and challenges, Case study

Module II: Technology Strategy for R&D Selection of area of study, Estimating cost of research and development, Managing cost and time overruns, Factors to evaluate for make or buy decision, Case studies in R & D

Module III: Management of Technology and Innovation Innovations and inventions, Sources of innovation, Diffusion of innovation, Case studies

Module IV: Competitive Technical IntelligenceCollection, evaluation, analysis, and interpretation of competitors’ scientific and technical information, Technical characteristics, capabilities, and limitations of products and processes of rivals, Technical intelligence process, Case studies

Module V: Role of technology in New Product DevelopmentIdea generation and idea screening, Concept development, Beta testing, Technical implementation, Case studies

Module VI: Acquiring External Technology to Drive InnovationApproaches and modes of technology transfer, Evaluation of technology to be acquired Absorption of transferred technology, Management of change for smooth transfer of technology, Case studies

Module VII: Intellectual Property for Technology and Business Development Patents and copy rights, Provisions of in licensing and out licensing, Industrial designs and layout designs, Case studies

Module VIII: Managing HR in High-Tech EnvironmentsRecruitment and training of high technology personnel, Compensation planning, Attrition in HR in R & D and product development, Case studies


Examination Scheme:


http://www.irc.caltech.edu/courses/Integrated_Intellectual_Property_Management.htm

http://www.irc.caltech.edu/courses/Acquiring-External-Technology.htm

http://www.irc.caltech.edu/courses/New_Product_Fast_Cycle_Development.htm

http://www.irc.caltech.edu/courses/Competitive_Technical_Intelligence.htm

http://www.irc.caltech.edu/courses/Technology_and_Innovation_Management.htm

http://www.irc.caltech.edu/courses/Technology_Strategy_R&D_Product_Development.htm

Text & References:

Narayanan VK; 2001; Managing Technology and Innovation for Competitive Advantage; Noida India; Pearson Education

Trott P; 2010; Innovation Management and New Product Development; Noida India, Pearson Education Ove Granstrand; Technology Management and Markets; London; Frances Printer Menon KSV; Technology Transfer: Concepts, Modalities And Case Studies; New Delhi, Golden

Publishers Toffler, A. The Third Wave; New York, William Morrow Burrus D Techotrends; New York; Harper Business Technology Selection, Acquisition And Negotiations, UNCTAD Technology Transfer And Development In A Changing International Environment, UNCTAD Articles and Case Studies downloaded from Harvard Business Publications

SUPPLY CHAIN MANAGEMENT


Course Objective:Companies and distribution channels compete today more and more on the basis of time and quality. Delivering a defect-free product to the customer faster and more reliably than the competition is no longer seen as a competitive advantage but simply a requirement to be in the market. Customers demand products consistently delivered faster, exactly on time and without any damage. Each of these necessitates an efficient management of the supply chain.Also increasingly, firms are turning to global markets to sell their products and source their inputs. This globalisation of the supply management has forced companies to introduce more effective ways of coordinating the flow of materials into the company and out of the company.This performance based competition and global orientation combined with rapidly changing technology have led firms to be more flexible in relationships with their channel partners and forge close relationship with them to offer a seamless, integrated experience to the customer.

Learning Objectives:1. Understanding the scope and specific issues involved in Supply Chain Management2. Gaining insights into the nuances of managing supply chains in real life situations.3. Developing effective supply chain partners 4. Designing and installation of supply chains 5. Measuring the effectiveness of the supply chains6. Creating a culture of automatic corrective action

Course Contents:

Module I: Introduction to Supply Chain ManagementBasic concept of supply chain managementSignificance of supply chain management in business and industryStevan’s model for supply chain managementDeveloping supply chain partners Elements of supply chain managementCase studies

Module II: Strategic Framework of Supply Chain ManagementSupply chain drivers and constraints Strategic fit and scope of supply chainSupply chain performance parameters Case studies

Module III: Supply Chain NetworksSupply chain networks modelSupply chain networks relationships matrixTypes of relationships in supply chain networksPartnership based networks modelFactors affecting supply chain networks Case studies

Module IV: Demand and Supply Management in a Supply chainDemand forecasting Aggregate planningManaging demand and supply to meet market requirementsFlexible manufacturing systems Case studies

Module V: Product Availability ManagementInventory Management and modelsUncertainties in supply chain Creation and management of safety stockOther product availability issuesCase studies

Module VI: Sourcing

Development of sources Vendor selection Vendor rating Procurement processes Case studies

Module VII: Transportation Role of transport and movement in supply chainFactors affecting transportation decisions Mode of transportationTrade off in transportation designCustomized transportation Routing and schedulingCase studies

Module VIII: Information Technology and Supply chain Management Design and installation of SCMSIntegration of internal processes ERPIntegration of processes of supply chain partners Control of dissemination of information Case studies

Module IX: Information Technology and Supply chain Management Design and installation of SCMSIntegration of internal processes ERPIntegration of processes of supply chain partners Control of dissemination of information

Case studies

Module X: Customer Service through Supply Chain Management Product customizationPostponement of product differentiationOrder fulfillment Product variety and assortment Returns management Case studies

Module XI: Supply Chain Management in the Global and Indian Context Off shoring for cost benefits On shoring for supply securityGlobal delivery modelSupply chain in Indian business and industry Case studies


Examination Scheme:

Components C1 SC A ES EEWeightage (%) 10 5 5 10 70

SC- Short case; ES-Environment study of SCM in India and in the world

Text & References:

Chopra S, and Meindl P; 4th Edition 2010; Supply Chain Management; USA; Prentice Hall Christopher M L; 1994; Logistics and Supply Chain Management; Burr Ridge, Illinois, USA; Irwin

Professional

Journals & Article:

Anderson, D and Lee H (1999), "Synchronized Supply Chains: The New Frontier," in ‘Achieving Supply Chain Excellence through Technology’, Vol. 2, Ed. David Anderson, San Francisco, CA: Montgomery Research,

Monthly Journal: The International Journal of Physical Distribution & Logistics Management published by Emerald Group

Publishing in association with the Iowa State University, College of Business, USA

PROJECT MANAGEMENT


Course Objective:Project management is different from some of the other processes in operations management. A project is characterized by the fact that it usually involves activities that are in the realm of the unknown and are associated with certain amount of risk and a high degree of uncertainty. By definition, no two projects are alike. Even when a particular project is repeated, like making another apartment complex or making another ship in the same class that has been made earlier, there will be basic differences with respect to commercial, administrative or physical aspects as compared to its predecessor. Project management requires skills and expertise that are quite different from those required for job work, or assembly line production or continuous flow production.

Learning Outcomes: By the end of the course students should be able to: To understand the concept and the basic principles of Project Management Have understanding of procedural aspects of project management. Understand criteria for project selection and financial analysis. Support project teams in laying out project plans and co-coordinating and monitoring implementation. Be able to use techniques such as PERT, CPM to monitor and control projects To assess and manage potential risks in projects To control performance and quality of various aspects of a project

Course Contents:

Module I: Introduction: Why Project ManagementDefinition of Project and its importance, Project Profile, Understanding the concept of project planning, Project life cycle, Determinants of Project Success, Project Stakeholders, Forms of Organizational Structure, Case Study.

Module II: Project Selection & Portfolio ManagementProject Selection and Screening, Financial Models, Project Portfolio Management- objectives and key issues

Module III: Leadership and the Project Manager Determining project goals, Identifying Roles & Responsibilities of Project Manager, Leaders vs. Managers, Traits of Effective Project Leaders, Project Champions

Module IV: Project Scope Management Project‘s Statement of Work, The Scope Statement, Sequence of activities of a Project Plan, Work breakdown Structure of a Project, OBS & RAM, Scope Reporting, Case studies

Module V: Project Scheduling Using PERT & CPMProject Scheduling, Developing Project Network, Constructing the Critical Path, Role of PERT & CPM for monitoring and controlling projects, Case studies

Module VI: Resource ManagementThe 4 M’s of Project Management, Resource Constraints, Resource leveling, Resource allocation, Case studies

Module VII: Project Quality and Performance Management Importance of Quality, Establishing quality assurance standards, ISO and Other Quality Models, Case studies

Module VIII: Project Risk ManagementIdentifying potential risks, Risk Management process – Risk Identification, Analysis of probability and Consequences, Risk Mitigation Strategies, Control and documentation, An integrated approach to PRM, Case studies

Module IX: Project ClosureTypes of Project Termination, The Closeout Process, Early Termination for Projects, Preparing the Final Project Report, Case studies

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture

methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Text: Jeffery K. Pinto: Project Management – The Competitive Advantage, Pearson education

References: S Choudhury ‘Project Management’, Tata McGraw Hill 1988/2005 Meredith, JR and Mantel, SJ (2003), John Wiley and Sons Greer, M, (2003), The Project Manager’s Partner, Mumbai Jaico Publishing Springer ML, (2004), The Art and Science of Program Management, Jaico Publishing

LEVERAGING INFORMATION TECHNOLOGY IN GLOBAL BUSINESS


Course Objective:The aim of this unit is to introduce the student to the evolution, role, function and impact of Information Technology (IT) and Information Systems (IS) in international business operations. It will develop the students’ ability to identify sources of information and how these can be used in the decision-making process by leveraging IT and networking.

This course requires the students to develop practical applications ability and knowledge as well as the ability to recommend how IS and IT should be used in global business. Students will also demonstrate their understanding of fundamental business issues of the Information Age Enterprise through in-class discussion of real-world business cases.

Learning Outcomes:At the end of the course students will be able to: Explain key concepts and elements of information technology and information systems Examine the evolution, role, function and impact of IT & IS in global business operation. Identify sources of information and assess how they can be used in the decision making process by

leveraging information technology and networks.

Module I: Information Technology in Management Fundamentals of Information Technology in management Organizations, Environments, IT & ISE-business/E-commerce in global scenario: Role in transforming business and management in organizations with focus on IBUse of communication systems in information management

Module II: Information Systems within Business Management Introduction to common used system and modelsRelationship between IS, organizations and business processesTypes of IS(TPS, OAS, MIS, DSS, ESS and SIS)Information management and decision makingManaging international Information systems

Module III: Knowledge based systems Intelligent support systems & concepts of Artificial IntelligenceData Mining & Data warehousingEmerging trends in Information management systems

Module IV: Managerial implications of IT/IS in Global businessPlanning, Organizing and controllingInformation Security, Tools and techniquesLegal and Ethical issuesFuture of Information management

Module V: Practical aspects and applications of IT/ISIntroduction to MIS packages and tools Web interface and techniquesIntroduction to ERP & CRM solutions

Learning Methods:This course is based upon interaction between the students and the teachers. Wherever possible a link should be made between the academic underpinning and its practical application. Students will be given time to develop skills and analyse the benefits and limitations of the use of IS and IT in organisations. A ‘hands on’ approach will ensure that students can use integrated programmes and have a wide range of knowledge of different applications. The practical knowledge can be used to develop an awareness of how IT and IS can be adopted by organisations to improve business efficiency. This will be achieved via a tutor-developed case study, an evaluation of a local organisation, guest lectures and industry visits. Part of the learning process will also be producing a paper (in groups) on a relevant topic.

Examination Scheme:


Weightage (%) 10 5 5 10 70

Text & References:

Laudon Kennith and Laudon Jane (2005) – Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall of India.

Turban, McLean and Wetherbe (2004) – Information Technology for Management 4th Edition, John Wiley & Sons

Rober Murdic G. (1998) - Management Information Systems, Prentice Hall of India Jawadekar W.S. (1998) - Management Information Systems, Tata McGraw Hill

GLOBAL SOURCING AND BUSINESS DEVELOPMENT


Course Objective:This course will explore the opportunities and challenges that managers face in global competition. We will deal with companies that operate across country boundaries and the managerial issues in selling and sourcing on a global basis. Globalization is not the same as just doing business in a foreign country; that is, after all, domestic business from the perspective of managers in that country. The importance of establishing supply relationships with foreign sources requires companies to develop competencies in strategic sourcing, purchasing and importation of goods. This course will emphasize the strategic and operational elements of establishing and maintaining global relationships. Emphasis is also given to make the budding HR professionals thoroughly prepared to recognize negotiation situations so as to Plan, Implement, and Complete Successful Negotiations to maximize results.

Learning Outcomes:As an outcome of this course, students will be able to: Explain the importance of global sourcing in supply chain management Describe the global sourcing process. Understand negotiation strategies and skills between nations Analyse buyer-supplier relationships Develop an insight on the relationship between negotiation and global sourcing

Course Contents:

Module I: Negotiation fundamentalsThe nature of NegotiationStrategy and Tactics of Distributive BargainingIntegrative NegotiationNegotiation Strategy and Planning

Module II: Negotiation sub-processesPerceptionCognition and EmotionCommunicationFinding and using negotiation Power.Influence:Routes to InfluenceRole of Receivers in InfluenceEthics in Negotiation

Module III: Negotiation contextRelationships in Negotiation: Key Elements in Managing Negotiations within RelationshipsParties in Negotiation: Coalitions, The nature of Multi-party negotiation

Module IV: Understanding Basics of Global SourcingDefinition, need and relevance of Global SourcingEvolution of sourcingPurchasing a dynamic profession- origins of purchasing and transition to supply chain managementFive major developments- cross functional teams, supply chain and supply networks, supply alliances, strategic sourcing, e-procurement, global sourcing

Module V: Types of Global SourcingGlobal sourcing of HR, Accounting or FinanceGlobal sourcing of Procurement/Supply ChainGlobal sourcing of InnovationGlobal sourcing Governance: PMO, contracts, key rolesEmerging Trends

Module VI: International Sourcing DecisionsManufacturing/National brandsPrivate label brandsPremium brandingInternational sourcingCosts associated with global sourcing decisions

Foreign currency fluctuationsTariffsFree trade zones and RetailingManagerial issues associated with Global sourcing decisionsInternational vendor management

Module V: Foundations of Entrepreneurship DevelopmentConcept and Need of Entrepreneurship Development Definition of Entrepreneur, Entrepreneurship,Innovation, Invention, Creativity, Business Idea, Opportunities through change.Concepts of Entrepreneur, Manager, Intrapreneur / Corporate Entrepreneur – comparative study – Roles, Responsibilities, Career opportunities.Entrepreneurship as a career, Entrepreneurship as a style of management, The changing role of the entrepreneur: mid career dilemmas – Closing the window: Sustaining Competitiveness – Maintaining competitive advantage. (8)

Module VII: Theories of EntrepreneurshipInnovation Theory by Schumpeter & ImitatingTheory of High Achievement by McClellandX-Efficiency Theory by LeibensteinTheory of Profit by KnightTheory of Social change by Everett Hagen (9)

Module VIII: Influences on Entrepreneurship DevelopmentEntrepreneurial TraitsExternal Influences on Entrepreneurship Development: Socio-Cultural, Political, Economical, Personal. Entrepreneurial culture with special reference to Intrapreneurship / Corporate Entrepreneurship.Entrepreneurial Success and Failure: Reasons and Remedies.

Learning Methods:Tutorials, Interactive sessions, Case studies, Extensive research projects, Seminars, - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Cohens, Negotiating Skill for Managers Lacity, M., and Willcocks, L., Global Information Technology Outsourcing: Search for Business

Advantage, John Wiley & Sons, Chichester, 2001 Burt, Dobbler,, Starling, TMGH, World Class Supply Management Spangle M.L. & Isenhart M.W., Negotiation Chary, Production and Operations Management Nicholas, Competitive Manufacturing Management Lewicki, Saunder & Barry, Negotiation Donaldson, T & Werhane P, Ethical Issues in Business Dono Hue & Kolt, Managing Interpersonal Conflict Zartman I.W., The Negotiation Process: Theories and Applications Fleming Peter, Negotiating in a Week

BUSINESS COMMUNICATION - IV


Course Objective: The influx of multinationals, FDIs and Retail Management makes global communication a harsh reality and offers cultural communication challenges. This course is designed to inculcate transcultural communication skills among the young Amitians.

Course Contents:

Module I: Importance of Culture in Communication Principles of effective cross cultural communicationDeveloping Communication Competence

Module II: Barriers to effective communicationSender, Receiver and Situation related barriersMeasures to overcome the barriersListening skills

Module III: Cross cultural communicationCharacteristics of cultureSocial differencesContextual differencesNonverbal differencesEthnocentrism

Examination Scheme:



Text & References: Business Communication, Raman – Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Understanding Human Communication, 9/e, Adler R Oxford

BEHAVIOURAL SCIENCE - IV(PERSONAL AND PROFESSIONAL EXCELLENCE)


Course Objective:This course aims at imparting an understanding of:Build and leverage your professional reputation Maintain focus in pressure situations Make a balanced choice between professional and personal commitments

Course Contents:

Module I: Individual, Society and NationIndividual Differences and Dimensions of PersonalitySocialization ProcessRelating to the Nation: Values, Culture, ReligionSense of pride and PatriotismManaging Diversity

Module II: Components of Excellence Personal Excellence: Identifying long-term choices and goals Uncovering the talent, strength & styleAnalyzing choke points in your personal processes by analysis in area of placements, events, seminars, conference, extracurricular activities, projects etc.Developing professional power: Goal-setting, time management, handling criticism, interruptions and time wasters

Module III: Career Planning Knowing one’s Interest and AptitudeIdentifying available ResourcesSetting goals to maintain focus: Developing Positive attributes in personalitySelf-reliance and Employability skills

Module IV: Stress Management for Healthy Living Meaning and Nature of StressStages of stressCauses and Consequences of stress: Personal, Organizational and EnvironmentalPersonal Styles and strategies of coping

Module V: Professional Success Building independence & interdependenceReducing resistance to changeContinued reflection (Placements, events, seminars, conferences, projects extracurricular Activities etc.)


Examination Scheme:



Weightage (%) 20 05 20 30 25

Text & References:

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

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

Raman, A.T. (2003) Knowledge Management: A Resource Book. Excel Books, Delhi. Kamalavijayan, D. (2005). Information and Knowledge Management. Macmillan India Ltd. Delhi

FRENCH - IV


Course Objective: To strengthen the language of the students with both oral and writtenTo provide the students with the know-how to master the tenses – present, past and future to express emotion to accomplish simple tasks of day-to-day programmes to prepare résumé

Course Contents:

Unité 7: pp. 106

Rédiger un résumé (Cf. Campus 2 – P.6, Français.Com, Intermédiaire- p.98)Passer un entretien d’embauche. Français.Com, Intermédiaire – p.100

Contenu lexical: Unité 7: Tranches de vie1. évoquer un souvenir2. raconter une histoire3. rapporter des événements marquants d’une vie professionnelle4. expliquer une situation de stress, donner son avis5. faire des projets

Contenu grammatical: 1. formation de l’imparfait, chaque/chacun 2. emploi du passé composé et de l’imparfait 3. relatifs qui, que, où, mise en relief, indicateurs de temps : depuis, il y a, pendant, pour, en 4. pronom en de quantité, propositions complétives : je pense que…, je crois que … 5. futur simple, pronom y

Examination Scheme:



Text & References:


GERMAN - IV


Course Objective: To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany.Introduction to Advanced Grammar Language and Professional Jargon

Course Contents:

Module I: Present perfect tensePresent perfect tense, usage and applicabilityUsage of this tense to indicate near pastUniversal applicability of this tense in German

Module II: Letter writingTo acquaint the students with the form of writing informal letters.

Module III: Interchanging prepositionsUsage of prepositions with both accusative and dative casesUsage of verbs fixed with prepositionsEmphasizing on the action and position factor

Module IV: Past tense Introduction to simple past tenseLearning the verb forms in past tenseMaking a list of all verbs in the past tense and the participle forms

Module V: Reading a Fairy TaleComprehension and narration RotkäppchenFroschprinzessinDie Fremdsprache

Module VI: Genitive caseGenitive case – Explain the concept of possession in genitive Mentioning the structure of weak nouns

Module VII: Genitive prepositions Discuss the genitive propositions and their usage: (während, wegen, statt, trotz)

Module VIII: Picture DescriptionFirstly recognize the persons or things in the picture and identify the situation depicted in the picture;Secondly answer questions of general meaning in context to the picture and also talk about the personal experiences which come to your mind upon seeing the picture.

Examination Scheme:



Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre für Ausländer P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1, 2 Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs

SPANISH - IV


Course Objective:To enable students acquire working knowledge of the language; to give them vocabulary, grammar, voice modulations/intonations to handle everyday Spanish situations with ease.

Course Contents:

Module IRevision of earlier semester modulesIntroduction to Present Continuous Tense (Gerunds)

Module IITranslation with Present Continuous TenseIntroduction to Gustar, Parecer, Apetecer, doler

Module IIIImperatives (positive and negative commands of regular verbs)

Module IVCommercial/ business vocabulary

Module VSimple conversation with help of texts and vocabularyEn la recepcion del hotelEn el restauranteEn la agencia de viajesEn la tienda/supermercado

Examination Scheme:



Text & References:

Español Sin Fronteras (Nivel – Elemental)

JAPANESE - IV


Course Objective: To enable the students to comfortably interact using basic Japanese.Note: Teaching is done in roman as well as Japanese script, students will be taught katankana (another form of script) in this semester i.e. to be able to write all the foreign words in Japanese.

Course Contents:

Module I Comparison using adjectives, making requests

Module IISeeking permission

Module IIIPractice of conversations on:Visiting people, Party, Meetings, After work, At a ticket vending machine etc

Module IVEssays, writing formal letters

Learning Outcome Students can speak the language describing above-mentioned topics.

Methods of Private study /Self help Handouts, audio-aids, and self-do assignments, role-plays. Students are also encouraged to attend Japanese film festival and other such fairs and workshops organized

in the capital from time to time.

Examination Scheme:



Text & References:



CHINESE – IV


Course Objective:How many characters are there? The early Qing dynasty dictionary included nearly 50,000 characters the vast majority of which were rare accumulated characters over the centuries. An educate person in China can probably recognize around 6000 characters. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.

Course Contents:

Module IDialogue PracticeObserve picture and answer the questionPronunciation and intonationCharacter writing and stroke order.Electronic items

Module IITraveling – The Scenery is very beautifulWeather and climateGrammar question with – “bu shi …. Ma?”The construction “yao … le” (Used to indicate that an action is going to take place)Time words “yiqian”, “yiwai” (Before and after).The adverb “geng”.

Module IIIGoing to a friend house for a visit meeting his family and talking about their customs.Fallen sick and going to the Doctor, the doctor examines, takes temperature and writes prescription.Aspect particle “guo” shows that an action has happened some time in the past.Progressive aspect of an actin “zhengzai” Also the use if “zhe” with it.To welcome someone and to see off someone …. I cant go the airport to see you off… etc.

Module IVShipment. Is this the place to checking luggage?Basic dialogue on – Where do u work?Basic dialogue on – This is my addressBasic dialogue on – I understand ChineseBasic dialogue on – What job do u do?Basic dialogue on – What time is it now?

Module VBasic dialogue on – What day (date) is it today?Basic dialogue on – What is the weather like here.Basic dialogue on – Do u like Chinese food?Basic dialogue on – I am planning to go to China.

Examination Scheme:



Text & References:

“Elementary Chinese Reader, Part-2” Lesson 31-38

DISSERTATION


The Aim of the DissertationThe aim of the dissertation is to provide the students with an opportunity to further their intellectual and personal development in their chosen field by undertaking a significant practical unit of activity, having an educational value at a level commensurate with the award of their degree.

The dissertation can be defined as a scholarly inquiry into problem(s) or issues(s), involving a systematic approach to gathering and analysis of information / data and leading to production of a structured report.

The Dissertation TopicIt is usual to give the student some discretion in the choice of topic for the dissertation and the approach to be adopted. Kindly ensure that the dissertation is related to the field of specialization.

Deciding this is often the most difficult part of the dissertation process, and requires thorough preparation and background research.

It is important to distinguish here between ‘dissertation topic’ and ‘dissertation title’. The topic is the specific area that the student wishes to investigate. The title may not be decided until the dissertation has been written so as to reflect its content properly.

Few restrictions are placed on the choice of the topic. Normally it is expected that the topic is:relevant to business, defined broadly;related to one or more of the subjects or areas of study within the core program and specialization stream;clearly focused so as to facilitate an in-depth approach, subject to the availability of adequate sources of information and to the student’s knowledge;of value and interest to the student’s personal and professional development.

Planning the dissertationThis entails the following: Selecting a topic for investigation. Establishing the precise focus of the study by deciding on the aims and objectives of the dissertation, or

formulating questions to be investigated. Consider very carefully what is worth investigating and its feasibility.

Drawing up initial dissertation outlines considering the aims and objectives of the dissertation. Workout various stages of dissertation

Devising a timetable to ensure that all stages of dissertation are completed in time. The timetable should include writing of the dissertation and regular meetings with your dissertation guide.

The dissertation plan/ outline or SynopsisIt is recommended that the students should have a synopsis/dissertation plan to guide them right from the outset. Essentially, the synopsis/dissertation plan is an outline of what the student intends to do, chapter wise and therefore should reflect the aims and objectives of the dissertation in detail along with detailed bibliography and critical review of literature.

There are several reasons for having a dissertation plan It provides the correct area of focus It provides the faculty-guide with an opportunity, at an early stage, to make constructive comments and help

guide the direction of the research. The writing of a plan is the first formal stage of the writing process, and therefore helps build up confidence. In many ways, the plan encourages the student to come to terms with the reading, thinking and writing in a

systematic and integrated way, with plenty of time left for changes. Finally, the dissertation plan generally provides a revision point in the development of the dissertation report

in order to allow appropriate changes in the scope and even direction of work as it progresses.

Keeping recordsThis includes the following: Making a note of everything read; including those discarded. Ensuring that when recording sources, author’s name and initials, date of publication, title, place of

publication and publisher are included. (Students may consider starting a card index or database from the outset).

Making an accurate note of all quotations at the time they are read. Make clear what is a direct a direct quotation and what is a paraphrase.

Dissertation formatAll students must follow the following rules in submitting their dissertation. Front page should provide title, author, Name of degree/diploma and the date of submission. Second page should be the table of contents giving page references for each chapter and section. The next page should be the table of appendices, graphs and tables giving titles and page references. Next to follow should be a synopsis or abstract of the dissertation (approximately 500 words) titled:

Executive Summary. Next is the ‘acknowledgements’. Chapter I should be a general introduction, giving the background to the dissertation, the objectives of the

dissertation, the rationale for the dissertation, the plan, methodological issues and problems. The limitations of the dissertation should also be hinted in this chapter.

Other chapters will constitute the body of the dissertation. The number of chapters and their sequence will usually vary depending on, among others, on a critical review of the previous relevant work relating to the major findings, a discussion of their implications, and conclusions, possibly with a suggestion of the direction of future research on the area.

After this concluding chapter, give a list of all the references used. These should be cross - references with the text. For articles from journals, the following details are required e.g.Draper P and Pandyal K. 1991, The Investment Trust Discount Revisited, Journal of Business Finance and Accounting, Vol18, No6, Nov, pp 791-832.For books, the following details are required:Levi, M. 1996, International Financial Management, Prentice Hall, New York, 3rd Ed, 1996

Finally, include appendices. These should only include relevant statistical data or material that cannot be fitted into the above categories.

Guidelines for the assessment of the dissertationWhile evaluating the dissertation, faculty guide will consider the following aspects:1. Has the student made a clear statement of the objective or objective(s)2. If there is more than one objective, do these constitute parts of a whole? 3. Are the objectives and methodology of practical relevance to the business world/economy?4. Has the student done sufficient background reading and reviewed the available literature critically?5. Has the student developed an appropriate analytical framework for addressing the problem at hand?6. Is this based on up-to-date developments in the topic area?7. Has the student collected information / data suitable to the frameworks?8. Are the techniques employed by the student to analyse the data / information appropriate and relevant?9. Has the student succeeded in drawing conclusion form the analysis?10. Do the conclusions relate well to the objectives of the project?11. Has the student been regular in his work?12. Layout of the written report.13. Confidence and knowledge of the student while answering questions and giving the presentation.

Examination Scheme:

A. Synopsis 30B. Mid Term Review, Viva and Presentation 30C. Contents & Layout of the Report 20D. Conceptual Framework 40E. Objectives & Methodology 40F. Implications & Conclusions 40G. Final Viva and Presentation 50

Total 250

PRODUCT STRATEGY AND MANAGEMENT


Course ObjectiveThis course explores contemporary thinking on the process of bringing new products and services to market within the overall strategic context of the company. The course focuses on various underlying dimensions and challenges facing the area of Product Management

Learning Objectives:At the end of the course students will be able to: Relate the critical skills and tasks required of a successful product manager Discuss the changes in the marketing environment that are having an impact on product management Discuss the importance of correctly selecting the appropriate competitors against whom to compete in order

to be competitive in your chosen product category. Analyse a given product category using the aggregate market factors to determine market attractiveness of

the product category. Develop product objectives for a given product in a given market. Select an appropriate strategic alternative for a given product to achieve the set objectives for that product. Develop an appropriate positioning strategy for a given product in a given target segment.

Course Contents:

Module I: Product Management BasicsThe Product Management Function Product Management DecisionsProduct lineProduct PortfolioProduct Platforms

Module II: Industry, Competitor and Customer AnalysisCategory Attractiveness AnalysisAggregate Market FactorsCategory factorsEnvironmental AnalysisLevels of Market CompetitionMethods of determining CompetitorsCompetitor SelectionCompetitor AnalysisCreating a Product Features matrixAssessing Competitors’ current objectivesAssessing Competitors’ current strategiesCustomer Analysis

Module III: New Product CreationProcess of Strategic Product Creation and InnovationDifferent forms of InnovationNew Product Development Strategy: Formulation and Implementation

Module IV: Product Life Cycle ManagementConcept & Importance of PLMEnvironmental force driving PLMComponents of PLMProduct Strategy over the life cycle

Module V: Competitive Product StrategyDifferentiation Effects of DifferentiationRisks of DifferentiationSustainable DifferentiationDifferentiation strategiesProduct Pricing StrategyOffensive & Defensive Pricing StrategyFirst to market and Fast Follower Strategies

Module VI: Global Product StrategyInternational differences in productsGlobal Market StrategyGlobal Manufacturing StrategyGlobal Product Development ProcessDesigning and developing uniquely for country marketsRisks and Global Strategy

Module VII: Product Portfolio ManagementDefining Portfolio ManagementImportance and challenges for Portfolio ManagementRequirements for effective Portfolio ManagementMaximising the value of the portfolioAchieving a balanced Portfolio

Examination Scheme:


Text & References

Crawford, C. Merle and Di Benedetto, C.Anthony (2010), New Products Management Cooper, G. Robert (2001), Winning at New Products: Accelerating the Process from Idea to Launch, Third

Edition. Cooper, G. Robert, Edgett, J.Scott and Kleinschmidt, J.Elko (2002), Portfolio Management For New

Products: Second Edition. Kahn, B. Kenneth (2004), The PDMA Handbook of New Product Development, Second Edition. Haines, Steven (2008) , The Product Manager's Desk Reference Cagan, Marty (2008), Inspired: How To Create Products Customers Love Lehmann, R.Donald( 2004) , Product Management

http://www.amazon.com/Product-Management-Lehmann/dp/0071238328/ref=sr_1_9?s=books&ie=UTF8&qid=1306218580&sr=1-9

http://www.amazon.com/Donald-R.-Lehmann/e/B001IOF9GM/ref=sr_ntt_srch_lnk_9?qid=1306218580&sr=1-9

http://www.amazon.com/Inspired-Create-Products-Customers-Love/dp/0981690408/ref=sr_1_3?s=books&ie=UTF8&qid=1306218580&sr=1-3

http://www.amazon.com/Product-Managers-Desk-Reference/dp/0071591346/ref=sr_1_3?s=books&ie=UTF8&qid=1306126095&sr=1-3

http://www.amazon.com/Steven-Haines/e/B001KH8WHA/ref=sr_ntt_srch_lnk_3?qid=1306126095&sr=1-3

http://www.amazon.com/PDMA-Handbook-Product-Development-Second/dp/0471485241/ref=sr_1_8?s=books&ie=UTF8&qid=1306215228&sr=1-8

http://www.amazon.com/Portfolio-Management-New-Products-Second/dp/0738205141/ref=sr_1_3?s=books&ie=UTF8&qid=1306215228&sr=1-3

http://www.amazon.com/Portfolio-Management-New-Products-Second/dp/0738205141/ref=sr_1_3?s=books&ie=UTF8&qid=1306215228&sr=1-3

http://www.amazon.com/Robert-G.-Cooper/e/B001IGOJG6/ref=sr_ntt_srch_lnk_3?qid=1306215228&sr=1-3

http://www.amazon.com/Winning-New-Products-Accelerating-Process/dp/0738204633/ref=sr_1_2?s=books&ie=UTF8&qid=1306215228&sr=1-2

http://www.amazon.com/Winning-New-Products-Accelerating-Process/dp/0738204633/ref=sr_1_2?s=books&ie=UTF8&qid=1306215228&sr=1-2

http://www.amazon.com/Robert-G.-Cooper/e/B001IGOJG6/ref=sr_ntt_srch_lnk_2?qid=1306215228&sr=1-2

http://www.amazon.com/New-Products-Management-Merle-Crawford/dp/0073404802/ref=sr_1_1?s=books&ie=UTF8&qid=1306215228&sr=1-1

http://www.amazon.com/C.-Merle-Crawford/e/B001H6P96Q/ref=sr_ntt_srch_lnk_1?qid=1306215228&sr=1-1

CONSUMER BEHAVIOUR


Course Objective:Consumer Behaviour is full of complexities due to involvement of umpteen variables. Each of these variable influences each other in the buying process. The course therefore will help students stimulate their minds to think coherently about consumers by identifying relevant variables, describing their basic characteristics and specifying how the variable relates to each other. An attempt will be to make the subject easier by examine in an organized fashion the consumer behavioural aspects such as personality, learning, perception of a variety of external situation, motives and so and so forth.

Learning Outcomes: To be able to relate and understand various underlying external and individual determinants influencing

Consumer Behaviour To develop a deeper understanding of consumer decision making process and factors affecting it. To understand various aspects leading to consumer satisfaction and long term resonance. To be able to apply concepts, theories, models, and tools in developing consumer behaviour driven

marketing strategies.

Course Contents:

Module I: IntroductionConsumer Behaviour DefinedApplications of Consumer BehaviourScope of Consumer BehaviourMarketing Strategy and Consumer BehaviourMarket Analysis Components

Module II: External InfluencesThe Concept of CultureThe Invisible Hand of CultureHow Culture Is LearnedEnculturation and AcculturationIndian Core ValuesCross Cultural Consumer BehaviourSubculture DefinedSocial Class Influences on Consumer BehaviourMeasurement of Social ClassSocial StratificationReference Groups and Family InfluencesFactors Affecting Reference Group InfluencesConsumer Related Reference GroupsMarketing Strategies Based On Reference Group InfluencesThe Household LifecycleMarketing Strategy Based On Household LifecycleFamily Decision MakingMarketing Strategy and Family Decision Making

Module III: Motivation and Personality influences on Consumer BehaviourPersonality DefinedThe Nature of PersonalityTheories of PersonalityThe Use of Personality In Marketing PracticeBrand PersonalitySelf and Self ImageThe Nature of MotivationThe Dynamics of MotivationMotivation Theory and Marketing Strategy

Module IV: Learning and Memory and AttitudeNature of LearningThe Elements of Consumer LearningGeneral Characteristics of LearningBehavioural Learning Theories

Cognitive Learning TheoriesMemoryDefining AttitudeAttitude ComponentsMeasurement of Attitude ComponentsTricomponent Attitude ModelMultiattribute Attitude ModelsTheory of Trying To Consume ModelAttitude toward the Ad ModelAttitude Change StrategiesIndividual, Situational and Communication Characteristics That Influence Attitude Change

Module V: PerceptionPerceptionElements of PerceptionDynamics of PerceptionAttentionOrganizationInterpretationPerception and Marketing Strategy

Module VI: Consumer Decision ProcessTypes of Consumer DecisionsThe Process of Problem RecognitionUncontrollable Determinants of Problem RecognitionMarketing Strategy and Problem RecognitionNature of Information SearchTypes of Information SoughtSources of InformationAmount of External Information SearchCosts Versus Benefits of External SearchMarketing Strategies Based On Information Search PatternsHow Consumers Make ChoicesEvaluative CriteriaDecision Rules for Attribute Based ChoiceOutlet Selection and PurchaseIn Store Influences That Affect Brand ChoicesPost purchase DissonanceProduct Disposition and Marketing Strategy

Module VII: Organizational Buying BehaviourOrganisation Purchase ProcessDecision Making UnitPurchase SituationSteps in Organisatioal Decision Making


Examination Scheme:


Text & References:

Schiffman, Leon G / Kanuk, Leslie Lazar, (2010), Consumer Behaviour, PHI, Hawkins et al, (2006), Consumer Behaviour. McGraw Hill Blackwell et al (2009), Consumer Behaviour, Thomson Publishing Solomon (2007),Consumer Behavior, Prentice Hall

Loudon, David / Bitta, Albert Della (2008),Consumer Behavior: Concepts & Applications, Tata McGraw Hill

MARKETING OF SERVICES


Course Objective:The course aims to differentiate services from tangible products and to make students understand the complexities of handling intangibles. It also aims to sensitize the students on strategic areas needing special attention in effective marketing of services and to explain service quality management and related challenges in service management

Learning Outcomes:On the successful completion of this module the student will be able to:Identify the aspects of services marketing

Course Contents:

Module I: Foundation of Services MarketingIntroduction-services; A comparative analysis; Salient features of marketing of services; Why Marketing of Services?

Module II: Detailed aspects of services marketingMarketing Mix of Services – an Introduction:Pricing the service, pricing issues for services, Organisational objectives and pricing policy, Distribution of servicesPromotion and communication: Internal/ external communication process; Promotional message, Promotion mix; Media choice and selectionPeople: Role of employee, Staff selection and recruitment; Training and development Process Physical evidence, Process and technological development.

Module III: Customer expectations of the serviceLevels; Influencing factors, Gaps Model, Customer perception: Influencing factors; Strategies for Building Customer Relations: Retention strategies, Market segmentation, Targeting and positioning

Module IV: Service Development and DesignCustomer defined service standardsProcess for developing customer defined service standardsStages in new service developmentService blueprinting Managing demand and capacityVariations in demand relative to capacityStrategies for matching capacity and demandYield Management.

Module V: Non Financial Services Marketing – an introductionBank Marketing-The concept: Justification of marketing banking services; Marketing segmentation basis; Marketing mixHospitality Services-The concept: Justification of marketing hospitality services; Marketing segmentation basis; Marketing mixEducational Services-The concept: Justification of marketing Educational services; Marketing segmentation basis; Marketing mixHospital Services-The concept: Justification of marketing hospital services; Marketing segmentation basis; Marketing mixConsultancy Services-The concept: Justification of marketing consultancy services; Marketing segmentation basis; Marketing mix


Examination Scheme:


Text & References:

Christopher Lovelock, 2010, Services Marketing, Prentice Hall, 6th Edition Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing, 2008 Christopher Lovelock and Jochen Wirtz, Services Marketing, 7th Edition, 2010 Raymond P. Fisk, Stephen J. Grove, and Joby John, Interactive Services Marketing Third Edition, 2007 Laurie Young, Marketing The Professional Services Firm: Applying the principles and the Science of

Marketing to the Professions, 2005 Service Marketing, 2008, M K Rampal & S L Gupta, Galgotia Publications International Retail

Management

http://www.amazon.com/Marketing-Professional-Services-Firm-Professions/dp/0470011734/ref=sr_1_12?ie=UTF8&s=books&qid=1211792497&sr=1-12

http://www.amazon.com/Marketing-Professional-Services-Firm-Professions/dp/0470011734/ref=sr_1_12?ie=UTF8&s=books&qid=1211792497&sr=1-12

http://www.amazon.com/Interactive-Services-Marketing-Third-Raymond/dp/0618641807/ref=sr_1_4?ie=UTF8&s=books&qid=1211792497&sr=1-4

http://www.amazon.com/Services-Marketing-Valarie-Zeithaml/dp/0073380938/ref=sr_1_1?ie=UTF8&s=books&qid=1211792497&sr=1-1

INTERNATIONAL RETAIL MANAGEMENT


Course Objective:The course introduces the student to the various aspects of international retailing and trends with the principle objective of developing skills in the identification, analysis and solution of the problems encountered in the theories and practice of international retailing abroad and its subsequent effects in India.

Learning Outcomes:On the completion of the module the student will be able to: Undertake secondary research into the national and international target markets. Analyze retail opportunities and threats globally. Understand the retail environment and its role in retail development. Commission appropriate primary research in foreign markets. Propose adaptations to the marketing mix to meet the needs of individual product/ market combinations. Plan the retail business in different sector and their implementation

Course Contents:

Module I: International Retail management- an IntroductionInternational marketing conceptsGlobal marketing mixInternational retailing, meaning and scopeCurrent trends in Retailing and challengesUnorganized retailing and their strategyRetail organization formats

Module II: Environment and its impact on Retail management strategiesRetail Models and Theories of retail developmentRetail research and its strategic frameworkRetail marketing EnvironmentSLEPT analysisSegmentation and market selection for international retailingInternational mode of entry for retail businessJoint ventures, acquisition and franchising mode

Module III: Location and Layout decisionsRetail Location and layout decisionsReilly’s law and Huffs model of trading area analysisIndex of retail saturationStrategic marketing in retail-Ansoff matrix, porters five force model

Module IV: Merchandising decisionsBasics of retail merchandisingEvolution and buying functionsPlanning and merchandising processStore design and visual merchandising and its importance4P’s in Retail marketingBranding in retailingChannels in retailStrategic sourcing and procurementCross docking,Role of SCM and IT, RFID technology in retailing, communication in retail, store promotions, CRM in retail its applications

Module V: Role of technology In Global Retailing BusinessE-tailing, Pure click retailing, Rural retailing and challenges in India and abroadHuman resource management in retail, Job analysis and Job description in RetailFinancial management in retailRatios in decision making in retail

Examination Scheme:


Text & References:

Levy Michael, Weitz A Warton.,2009 Retail Management,7th ed., Tata Mcgraw Hill, India Berman Barry, Evans Joel., 2010., Retail management ,10th ed., Pearson, India Y Ramkishen ., 2010 International Retail marketing Strategies,1st ed., Jaico Publishing, India Pradhan Swapna ,2010, Retailing management , 3rd ed., Mcgraw –Hill, India Gupta SL, Mittal Arun, 2010 International Retailing,1st ed., Excel Books, India

SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT


Course Objective:The objective of this course is to help students develop a basic understanding of the theory and practice of investment analysis. Course coverage includes security trading mechanism, investment theories, equity and bond valuations. Emphasis is on developing an understanding of the investment process. The course includes basic analysis and valuation of stocks, bonds, options and futures.

Learning Outcomes:On the successful completion of this module the student will be able to: Assess the various financial markets and its instruments Understand the factors effecting equity and bond valuations Analyse the various theories of portfolio management and apply quantitative tools for optimum results

Course Contents:

Module I: Overview of Capital Market and Nature and Scope of Investment Management and Portfolio AnalysisMarket of securities: Stock exchange and New Issue Market their nature, structure, functioning and limitations; trading of securities: equity and debentures/ bonds; regulatory Mechanism: SEBI and their guidelines; Investor protection.Investment Management and Security Analysis - Portfolio Management Practices in International markets.Risk and Return: Measures of risk and return; calculation, trade off, systematic and unsystematic risk; Total Risk - Portfolio Risk - How Diversification Helps? - Market Risk - Combining Risky and Risk less - Securities.

Module II: Security AnalysisAnalysis of equity Investment: technical and fundamental approaches- company, industry and economy analysis; Growth Stocks; Technical Analysis : Basic Tenets of Technical Analysis - Dow Theory - Behaviour of Stock Prices - Major Trends - Charts and Trend Lines - Resistance and support Lines - Different Patterns; Efficient market theory.

Module III: Equity ValuationCapital Asset Pricing Model - Assumptions - the Capital Market Line - Security Market Line - CAPM with Relaxed Assumptions.Portfolio Evaluation: Portfolio Formula Plans - Risk Adjusted Measures - Sharpe's Reward-to-Variability - Treynor's Volatility Ratio - Jensen's Differential Return.Financial Markets and Instruments, Analysis and Valuation of Equity Investments

Module IV: Fixed Income Valuation and AnalysisBonds: nature, valuation; Bond theorem; Term structure of interest rates. Duration;Analysis of Derivatives and Other Products: meanings, trading, valuation.

Module V: Portfolio ManagementModern Portfolio Theory, Investment Policy, Asset Allocation, Practical Portfolio Management, Performance Measurement, Management of Investment Institutions


Examination Scheme:


Text & References:

Fischer and Jordan, Security Analysis and Portfolio Management, Prentice Hall of India, New Delhi, 2008.

Fischer and Jordan, Security Analysis and Portfolio Management, Prentice Hall of India, New Delhi, 2008. Prasanna Chandra, Investment Analysis and Portfolio Management, Tata McGraw Hill ,2008. William F.Sharpe, Gordon J Alexander and Jefferay V.Bailey, Investments, 6th Edition, PHI Learning

Private Limited, New Delhi, 2008. Reilly and Brown, Investment Analysis and Portfolio Management, 8th Edition, Cengage Learning, New

Delhi, 2009. Kevin S, Security Analysis and Portfolio Management, PHI Learning, New Delhi, 2009.

STRATEGIC FINANCIAL MANAGEMENT


Course Objective:To make students learn the intricacies of formulating and implementing Financial Strategies and the Financial Mix by taking into account the EVA, ABC, OVA & other financial reengineering techniques. The words ‘Strategy’ and Strategic Management’ is a game plan a policy an action plan or a ‘tactic’? It is long-term or short term? It is visible or invisible? It is to be decided upon only by seniors? Is it a piece of advice? Ultimately, what is it?

Learning Outcomes:On the successful completion of this module the student will be able to: Understand the role of strategy in the area of business finance Assess the various tools of value chain analysis, cost analysis and business accounting Evaluate the need for corporate restructuring and its strategies Develop the ability to carry out the valuation of business units and brands.

Course Contents:

Module IStrategic Financial ManagementStrategy and the StrategistThe ‘Nine References’ for Strategic Financial ManagementStrategic Investigation of Growth on Profit-Leakages (A qualitative assessment)

Module IIValue Chain AnalysisValue chain and InvestmentStrategic Business Units (SBU’S)Responsibility AccountingActivity Based Costing (ABC) and objective Based Costing (OBC)Economic Value AddedOwners Value Added (OVA)Strategic Cost AnalysisDiscussion on the Case-ProblemCost Profit-Sales Analysis Using a Product/Project as Profit CentreRatios

Module IIIFinancial Aspects of Corporate RestructuringWhat is Corporate Restructuring?Scope for RestructuringSymptoms for RestructuringOperational SymptomsStrategic SymptomsFinancial SymptomsMarket, Economy-level and Global SymptomsFinancial Aspects of Various Restructuring Exercises (for Various Purposes)

Module IVInnovative Financial EngineeringProject-Finance InstrumentVenture FinanceFuturistic SecuritisationSpecial Purpose vehicle

Module VValuationValuation of a Business EnterpriseApproaches to Enterprise Valuation Based on Various ObjectivesRealisable Value Vs Replacement CostRealisable ValueValuation of the Company’s Intrinsic StrengthImportant Conclusion

The Components of Business ValuationBrand ValuationVarious Methods of Brand Valuation


Examination Scheme:


Text & References:

Text: Jakhotiya G P Strategic Financial Management Vikas Publishing House, 2010

References: Khan, M.Y. & Jain, P.K., Basic Financial Management, Tata Macgraw Hill, ND, 2009 Brealey, R.A. & Myers, S.C., Principles of Corporate Finance, Tata Macgraw Hill, ND, 2009 Khan, M.Y., India Financial Services, Tata Macgraw Hill, ND, 2008

FINANCIAL REPORTING AND DECISION MAKING


Course Objective:The course aims to develop an understanding of how to prepare financial reports and then how to analyze what those numbers really mean. Every manager has incentives to present his or her firm in the most favorable light to lenders, equity investors and others. And, every manager wants to use the flexibility allowed by GAAP to manage the firm's earnings to achieve certain goals.

Learning Outcomes: To understand objective and concepts of reporting and decision making, To gain working knowledge of the professional standards, principles and procedures developed globally. To familiarize with recent developments in the area of financial reporting, and To gain ability to solve financial reporting and valuation cases

Course Contents:

Module I: Accounting Standards Overview of International Accounting Standards (IAS) ,International Financial Reporting Standards (IFRS) , IND AS, Significant difference vis-a-vis Indian Accounting Standards, Understanding of US GAAP, Applications of IFRS and US GAAP.

Module II: Corporate Financial Reporting Issues and problems with special reference to published financial statements including group financial statements of holding and subsidiary company. Developments in External Reporting .Corporate Governance; Financial ratios As perceived by corporate controllers(Most significant ratios and their primary measure, key financial ratios included as Corporate Objectives) ; Financial Ratios used in Annual Reports.

Module III: Reporting and disclosures of Financial InstrumentsFinancial Reporting by Mutual funds, Non-banking finance companies. Developments in Financial Reporting- Value Added Statement, Economic Value Added, Market Value Added, Shareholders’ Value Added, Human Resource Reporting, Inflation Accounting

Module IV: Liquidity of Short-term AssetsRelated debt paying ability & Long-term Debt-paying AbilityCurrent Assets, Current liabilities and the Operating cycle; Current Assets Compared with Current liabilities (working capital, current ratio, acid test ration, cash ratio); other liquidity consideration(sales to working capital turnover ratio, liquidity considerations not on the face of the statements);Income statement consideration when determining debt-paying ability; Balance Sheet consideration when determining debt-paying ability

Module V: Profitability measures for the investorProfitability Measures ( Net profit Margin, Total Asset Turnover, Return On Asset, DuPont return On Assets, Interpretation through DuPont Analysis, Operating Income Margin, Operating Asset Turnover, Return On Operating Assets, Sales to Fixed Assets, Return on Investments, Return On Total Equity, Return On Common Equity, Gross profit Margin) ; Trends in Profitability; Leverage and its effects on the earnings; Earnings per common share; Price/Earnings Ratio; Percentage of Earnings Retained; Dividend Payout; Dividend Yield; Book Value per share; Stock OptionsTeaching and Learning Methods:The following pedagogical tools will be used to teach this course:(1) Lectures and Discussions(2) Assignments and Presentations(3) Case Analysis

Examination Scheme:


Text & References:

Financial Reporting and Analysis by Charles H. Gibson- Cengage Learning Cases in Financial Reporting by Charles H. Gibson- Cengage Learning

http://www.goodreads.com/author/show/164821.Charles_H_Gibson

http://www.goodreads.com/author/show/164821.Charles_H_Gibson

Financial Reporting and Analysis- Lawrence Revsine, Daniel W. Collins W. Bruce Johnson Guide to Financial Reporting and Analysis - John Wiley & Sons Financial Statement Analysis-K. R. Subramanyam, John Wild Analysis of Financial Statements-Leopold Bernstein Financial Reporting and Analysis- Charles H. Gibson Interpreting Company Reports-10th Edition Geoffrey Holmes, Alan Sugden, Paul Gee

BANKING AND FINANCE

Course Code: MIB 410 Credit Units:04

Course Objective: Provide institutional features of financial systems. Identify key issues and problems arising in banking and finance. Introduce the key economic concepts required to analyse these key issues and problems. Illustrate how these economic principles can be applied to address the key issues identified.

Learning Outcomes: discuss why financial systems exist, and how they are structured explain why the relative importance of financial intermediaries and financial markets is different around the

world, and how bank-based systems differ from market-based systems explain why banks need regulation, and illustrate the key reasons for and against the regulation of banking systems discuss the main types of risks faced by banks, and use the main techniques employed by banks to manage

their risks

Course Contents:

Module I: Specialized products, Current Issues, and Future trends in BankingInterpret the basic reports that reflect financial data in banking, Compare the primary performance ratios of banks, Evaluate specialized products offered by banks, Describe the trustee function of a bank, Anticipate the possible effects of future technology and the risks involved with implementing new technology in banking

Module II: Asset Liability Management in Banks and Capital Management and Profit PlanningBanks Balance Sheet - Components of Assets / Liabilities and their Management, Liquidity Management, Interest Rate Risk, Interest Rate Management - factors affecting interest rates - Management of exchange risk, ALM Implementation-RBI Guidelines., Prudential Norms - Capital Adequacy - Basel II-Asset Classification – provisioning, Profit and Profitability-Historical Perspective of the Approach of Banks to profitability-Effects of NPA on profitability-A profitability Model -Share holders value maximization

Module III: International BankingFactors determining exchange rates - national / international, political andEconomic, Various facilities to Exporters and Importers including forfeiting and factoring, Correspondent Banking - Bank Accounts - NOSTRO and VOSTRO accounts -SWIFT, CHIPS, CHAPS, FEDWIRE, NRI accounts- Indian rupee and Foreign Currency accounts. Role of Exim Bank - Role of RBI and Exchange Control - Regulations of India,Role of FEDAI and FEDAI rules, Risk in Foreign Trade, Role of ECGC, Types ofinsurance and guarantee covers of ECGC.

Module IV: Foundation of Finance Evaluate factors that influence income, Determine the financial resources needed to satisfy values and goals for a given time period, Evaluate the use of a financial plan in reaching goals, Examine the importance of reevaluating financial plans as income and financial needs change throughout the life cycle, Explain the role of consumer reporting agencies, Determine factors that influence credit scores, Describe wise uses of credit, Analyze the Fair Credit Reporting Act and its effect on credit reporting,

Module V: Business FinanceDescribe how accounting, economics, and finance are related, Compare the advantages and disadvantages of the three forms of business ownership, Examine the financial needs of various types of businesses, Explore the financial needs of a business at the different stages of its development, Examine the impact of economic cycles on the financial needs of business

Module VI: Financial SystemsRole of financial systems (role of households, government, and firms in terms of savings and investments), Financial intermediaries, securities and markets, Taxonomy of financial institutions, Nature of financial claims (debt versus equity, bonds and notes, fixed and floating interest rates, common and preferred stocks),Structure of financial markets (direct and indirect finance, dealers and brokers, banks, mutual funds, pension funds, and insurance companies),Comparative Financial Systems: Bank based systems against market-based systems., Legal aspects.Examination Scheme:


Text & References:

Brearley, R.A. and S.C. Myers, Principles of Corporate Finance. (McGraw-Hill/Irwin) Paul Suresh , Management of Banking and Financial Services, second edition (Pearson) Mankar V G, Business Economics, (Macmillan Publishers India) Banking and Finance, IIBF (Macmillan Publishers India) Advance Bank Management, IIBF (Macmillan Publishers India) Mishkin, F. and S. Eakins, Financial Markets and Institutions. (Addison Wesley) Allen, F. and D. Gale, Comparing Financial Systems. (MIT Press)

ORGANIZATIONAL PSYCHOLOGY


Course Objective:This course is designed to provide an overview of I/O Psychology including individual, group,and organizational issues resulting in enhanced understanding of the world of business and related career concerns. This course also covers organizational psychology, based on classical and contemporary theory and empirical research.

Learning Objectives:1. To introduce major topics and subspecialties including critical theory and research findings that have served

to define the field of I/O psychology2. To increase understanding of the complicated systems of individual and group psychological processes

involved in the world of work3. To connect the basic principles of Industrial / Organizational Psychology to Personnel and Human

Resources management within organizations4. To allow participants to explore ways in which individual career choices and Work-life success can be

improved through the benefits of I/O Psychology

Course Contents:

Module I: Foundations and Overview of Industrial PsychologyIntroduction, Overview, History, Background, and Essentials of Industrial Psychology,Psychology as a Science, Research Methods in Psychology, Data Analysis and Interpretation, Interventions for problem solving

Module II: Industrial PsychologyIndividual Differences, Using Assessments for Prediction, Job Analysis, Job Evaluation, and Employee Performance, Appraising Employees and Giving Feedback, Recruiting and Selecting Talent, The Legal Context of Hiring and Firing Employees, Foundations of Learning and Training Employees, Management and Executive Development

Module III: Organizational PsychologyEmployee Motivation, Job Satisfaction and Commitment, Work Environment and Stress, Violence in the Workplace, Justice, Fairness and Diversity, Productive Work Behavior and Organizational Citizenship Behavior, Leadership in Organizations, Executive Assessment and Succession Planning, Groups and Teams, Teambuilding

Module IV: Organization Structure and ClimateTheories of Organization and Organisation Structure, Organisation Climate and Culture, Organisation Climate, Job Satisfaction, Organizational Commitment, & Employee Involvement, Organisation Climate and Managerial Effectiveness, Organizational Development and Change Employee Relations, Conflict and Negotiation, Management, Ergonomics and Human Factors

Examination Scheme:


Text & References:

Landy, F.J. & Conte, J.M. (2007) Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. Second Edition. Malden, MA: Blackwell Publishing.

Jex, S. M. (2002). Organizational Psychology: A Scientist-Practitioner Approach. John Wiley & Sons, Inc.: New York.

Arun Sacher(2010) , Organisation Climate and Managerial Effectiveness , First Edition, Himalaya Publishers, India( International E-Book Edition by Global Media Publishers.

COMPETENCY MAPPING AND ASSESSMENT


Course Objective: Understand the fundamentals of competency management Experience the process of competency mapping and profiling Learn the art of customization and institutionalization Aware of the implementation pre-requisites and strategies Understand integration of competency profiling to other HR applications

Learning Outcomes: After completion of the course the students will be able to- Understand the fundamentals of competency management Experience the process of competency mapping and profiling Learn the art of customization and institutionalization Aware of the implementation pre-requisites and strategies Understand integration of competency profiling to other HR applications

Course Contents:

Module I: Introduction to Competency Introduction: Concept and definition of Role and competency, Characteristics of competency, Competency versus competence, Performance versus competency; skills versus competency, behavior indicators, History of competency, Types of competencies - generic/specific, threshold/performance, and differentiating and technical, managerial and human; Why to promote a competency culture, Context and Relevance of competencies in modern organizations. Competencies Applications - Competency Frameworks (competency management framework or competency model), Competency Maps, and Competency Profiles.

Module II: Competency management framework/competency model Macro view of Competency management framework: strategic framework - linking HR processes to organizational strategy, competency framework - development of personal competency framework, Lancaster Model of managerial competencies, competency modeling framework developing a competency model - Understanding job positions, Data collection instruments for job descriptions, Preparation of job descriptions, Stages in design and implementation of competency model General competency framework, competency identification - Competency assessment and competency development, competency mapping, integmtion of HR function.

Module III: Design and Implementation of competency modelIntroduction to Core competencies (Organization wide), Business competencies (SBU specific), Team Competencies (project driven), Role competencies (Role wise); Competency identification Consolidation of checklist, Rank Order and finalization, Validation, and Benchmark; Competency assessment - 360 degrees andpsychometric tools; competency development maturity framework and matrix, areas of improvement, and action plan; Competency Mapping - Strategy-Structure Congruence, Structure Role Congruence, Vertical & horizontal Role linkages, Positioning to bring in competitive advantage.Identification of Role competencies, elemental competencies, assessment center, what do the assessment centers assess? Design of assessment center, Use of psychometric testing in assessment center, 360 degree feedback, potential appraisal through assessment center, other methods of competency assessment - Role plays, Case study, Structured Experiences, Simulations, Business Games, Repertory grid, BEl, MBTI, FIROB; Difference between development center and assessment center

Module IV: Competency mappingDefinition and difference between competencies map, competency mapping, and top competencies. Studying job, processes, and environment, studying attributes of good performer; Strategy structure congruence, Structure Role congruence - Each role to be unique, Non-Repetitive, and Value adding; Vertical and horizontal role congruence, Ensure non repetitive tasks in two different roles, Ensure core competencies for each task, Link all the above and position to bring in competitive advantage. Competency profiling - Job competency profiling, Role competency, profiling Functional competency profiling, Core competency profiling.

Module V: Integration of Competency Based HR systemsCompetency based selection, competency based interviews, competency based performance management, competency driven careers, and competency linked remuneration, competency driven culture.

Teaching & Learning Methods:A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of Talent management environment. Formative tasks, case discussions and presentations will enable students to build towards the completion of their assignment during the delivery of the unit. Examination Scheme:


Text & References:

Shermon, Ganesh. Competency based HRM. 1st edition, Tata Mc Graw Hill. Sanghi, Seema.The Handbook of Competency Mapping: Understanding, Designing and Implementing

Competency Models in Organizations, 2nd e, Sage Publications Pvt. Ltd 2007 Sharma, Radha. 360 degree feedback, competency mapping & assessment centers, R. Tata Mc Graw Hill –

2003

ORGANISATIONAL CHANGE AND DEVELOPMENT


Course Objective:To prepare the students as organization change facilitators using the knowledge and techniques of behavioral sciences.

Course Contents:

Module I: IntroductionOrganization Development-Concept, process, assumption and values, underlying OD, foundation of OD, emergence of OD as an applied behavioral science Case Study

Module II: Organizational DiagnosisTypology of organizations, techniques of organizational diagnosis, questionnaires, interviews, workshops, task forces and other methods, action research.Change Agents: Role, skills and styles of change agents, relation with client system, Case Study

Module IIIOrganizational Change, Renewal and Development: Planned change, organizational growth and its implication for change, Kurt Lewin’s model of change, Force Field Analysis, Change cycles, power and participative types, organizational renewal and re-energizing, role of creativity and innovation, institution building, Case Study

Module IV: Organization Development InterventionStructural interventions, Work Redesign, work modules, Quality of worklife, Management by objectives, Quality circleBehavioral Interventions: Sensitivity training, Transactional Analysis, Career Planning, Case Study

Module V: Inter-growth interventionsTeam building, survey feedback, Rensis Likert4 system of management, Grid OD, Case Study

Module VI: Organization Development and Human Resource DevelopmentOD-HRD Interface, participation of top management in OD/ HRDE, OD research and practice in perspective, future of OD, Case Study

Examination Scheme:


Text & References:

Organizational Development by S Ramnarayan, T V Rao. Organisational Development and Change By Cummings And Worley (7th Edition) Organisational Development by French and Bell (6th Edition)

INDUSTRIAL RELATIONS AND LABOUR LAWS


Course Objective:The main Purpose of this paper is to familiarize the participants with the various aspects of Industrial Relations and to inculcate in-depth knowledge on labour laws as well as Industrial relations as designed and enacted in India. An insight about the systems in case of employer – employee disputes is also given for the students understanding.

Learning Outcomes:On the successful completion of this module the student will be able to: Identify the key issues in Industrial Relations and Labour Law. Understand Trade unionism and role of government. Insight on various Labour laws and Industrial applets. Identify and analyze issues related to conflict negotiation

Course Contents:

Module I: Theory and Concepts of Industrial RelationsIR – Theories, Attitudes and Different Schools of thoughtRoles of Workers, Management & Government in IRConditions for good IR and cause of poor IRSummary & Review Questions, Case Studies.

Module II: Trade Unions and Industrial DisputesFunction of Trade Union, Types & structure of Trade Union, Impact of globalization on Trade union movement. Origin and Importance of Trade unions, Forms of Unrest & Effect of strikes, Changing Public Perception of Trade unions, Future role of Trade unions in India, Trade Union Act – 1926, Industrial Dispute Act – 1947, Machinery for settlement of industrial disputes, key provisions of I. D ActSummary & Review Questions, Case Studies.

Module III: Collective BargainingCollective Bargaining-Meaning, Characteristics, Need, Importance, Essential Conditions for Success of Collective Bargaining, Process of Collective Bargaining, Causes for Failure of Collective BargainingSummary & Review Questions, Case Studies.

Module IV: Grievance ManagementTypes, Causes and Effects of grievancesModel grievance Redressal in India & ProcedureHandling a grievance & Enforcing Grievance resolution methodologyCollecting & Analyzing Grievance dataSummary & Review Questions, Case Studies.

Module V: Employee discipline and workers participationImportance of discipline & disciplinary actions (Process and limitations)Handling indiscipline – Management’s optionsWorkers Participation in Management-Concept, Pre-Requisites, Levels of Participation, Benefits of Participation.Summary & Review Questions, Case Studies.

Module VI: Labour LegislationScope and significance of social security, legislationsLabour Legislations: Industrial Dispute Act, Factories Act, Payment of Wages Act, Workmen's Compensation Act. Important Provisions of Employees' State Insurance Act, Payment of Gratuity Act, Employees Provident Fund Act.Summary & Review Questions, Case Studies.


Examination Scheme:


Text & References:

Text: Monappa A- Industrial Relations (Tata McGraw-Hill, 2002)

References: Handerson, Richard I, Compensation Management & Knowledge Based World, 10 th, Pearsoneducation,

Delhi Sen, Ratna, Industrial relation in India: Shifting Paradigms, Macmillan Publication, New Delhi, 2005 Tiwari, Mahendra, Mechanism in perspective of Industrial Relations, RBSA Publishers, Jaipur, 2005 Arora, Mondal, Industrial Relations, Excel Books, new Delhi, 2005 Sinha- Industrial Relations, Trade Unions, and Labour Legislation (Pearson Education) Srivastava S C- Industrial Relations and Labour Laws (Vikas, 4th edition) 2000. Mamoria CB, Mamoria, Gankar- Dynamics of Industrial Relations (Himalayan Publication, 2003) Diwedi, R.S, Managing Human Resource: Industrial relation, Galgotia Publication, New Delhi, 2000 Joseph, Jerome, Industrial Relations, Response Books, New Delhi, 2004 Srivastava, S.C, Industrial Relations & Labour Laws, 5th Rev., Vikas Publication House, New Delhi, 2006 Soundarapandian, M, Ed., Rural Labour Market, Serials Publications, New Delhi, 2005 Venkataratnam, C.S, Globalization and Labour Management Relations, Response Books, New Delhi, 2005 Greenaway, David, Ed, trade, investment, migration & labour market adjust, Palgrave Macmillan,

Hampshire Flippo. E. B, 2000, Personnel Management, Tata Mc Graw Hill, New Delhi Mamoria. C. B, 2004, Dynamics of Industrial Relations in India, Himalaya Publishing House. R. S. Dwiwedi, 2001, Managing HR, Industrial Relations in Indian Enterprise, Galgotia. Aswathappa, K., 2002, Human resources and personnel management - New Delhi: Tata McGraw-Hills

CORPORATE GOVERNANCE AND ORGANISATIONAL EFFECTIVENESS


Course Objective: The objective of this course is to help the students understand the nature of Business Ethics & Corporate Governance and their applications in Corporate Scenes of the world and how their effective efficient applications make the organizations effective.

Course Contents:

Module I: Business EthicsIntroduction to Business ethics- Evolution of Business Ethics; Ethics, Morals and Values; Concepts of Utilitarianism and Universalism; Theory of rights and Theory of justice; Virtue ethics; Ethics of Care; Law and Ethics; The nature of ethics in Management; Business standards and values; Value Orientation of firm

Module II: Typical Problems in Business EthicsEnvironmental Pollution and Society; Ethics in Strategic Management/ Top management; Ethics in Marketing Management (in product, pricing, promotion, place and consumer protection); Ethics in Human Resource Management (recruitment and promotion policies, working conditions, downsizing workforce); Ethics in Financial Management, annual accounts, income and expenditure statements, financial markets and investor protection; Ethical responsibilities towards competitors and business partners.

Module III: Complexity in Ethical Issues and Ethical leadership Conflicts in decision making from ethical and economic point of view; Ethical Dilemma; Solving Ethical Dilemma; Managerial Integrity and decision making; Ethical Leadership –Personal Integrity and self development- wisdom based leadership

Module IV: Corporate governance History of corporate forms and models; Corporate objectives and goals; Ownership patterns; Issues in managing public limited firms; Agency problems

Module V: Nature and Evolution of Corporate GovernanceGlobal and national perspectives; Global corporate Governance Models- Anglo- American and Relationship Models (Germany, Japan, France and India); Various stakeholders and their claims; Changes in eighties; Cadbury Report; Hampel Report and OECD Committee Recommendation; Sarbanes and Oxley Act, 2002.

Module VI: Internal and External Corporate Governance Mechanism Board of Directors; Functional Committees of Board; Code of Conduct; Whistle Blowers; Whistle Blowers’ Protection Act, 2010; Regulators,; Gate keepers; Institutional Investors; Corporate raiders

Module VII: Corporate Governance in India Development of Corporate Governance in India; CII, Kumarmangalam Birla, Narayanmoorthy, Naresh Chandra, J. J. Irani Committee Reports; Legal and regulatory changes; introduction and modification of clause 49 of Listing Agreement; Corporate Governance in Practice in India; Government of India Guidelines (2009) on Corporate Governance.

Module VIII: Corporate Governance Ratings and Organization Effectiveness

Examination Scheme:


Text & References:

Business Ethics and Corporate Governance- an Indian perspective, A. C. Fernando, Pearson Education Business Ethics : Concept and Cases, Vealsquez, M. G. Prentice Hall of India Ethics and the Conduct of Business Corporate Governance Monks, R/ Minow, N. Blackwell-2008 Corporate Governance, Banks, Eric, John Wiley

MANAGEMENT OF QUALITY


Course Objective:Management of quality is the corner stone for building an edifice of organization that outperforms its rivals in the market place. One of the principal tools of management of quality is Total Quality Management. The concept of TQM has undergone significant changes since it was first enunciated in 1980s. However, it remains relevant even today for both manufacturing and service organization. In fact the concept of quality management was considered relatively more difficult to implement in service organization. But considering the number of service organizations that have secured ISO 9000 certification, the concept of management of quality has been adopted wholeheartedly and with a great degree of enthusiasm, especially from the top management by the service sector. Banks, hospitals, courier companies, hotels, educational institutions among many others have implemented ‘Quality Management Systems’ and have obtained significant improvements in efficiency, customer satisfaction, and employee morale. Total Quality Management is both a philosophy and a set of guiding principles that form the foundations of a continuously improving organization. It involves using specific techniques to improve - the quality of inputs to the organization; the processes within the organization; and the methods of interfacing with the customer before the sale is made, during delivery of goods and services and after the sale and delivery is completed. TQM integrates the basic principles of management, the latest techniques offered by statistics and information technology and the human resource into a disciplined approach focused on continual improvement.

Learning Objectives: To understand the concept and the basic principles of Quality Management Programmes To know about the approaches to Quality Management Programmes suggested by Dr. W.

E. Deming, Dr. Joseph Juran, Mr. Philip Crosby To learn the techniques employed for introducing Quality Management Programmese specially for service

organization, study how it has been implemented abroad and in India To understand the significance of ISO 9000, Baldrige Award, To learn how Quality

Management Programmes initiative may be implemented in an organizations

Course Contents:

Module I: Introduction to QualityIntroduction to quality, Definition of quality, Attributes of quality.Evolution of quality managementCase studies

Module II: Introduction to Quality Management Programmes Concept of Quality Management Programmes such as TQM, Six Sigma, Lean Management, Kaizen, Zero Defects etc Importance of Quality Management Programmes and their impact on operationsCase studies

Module III: Approaches, Philosophy and Programmes of Quality Management GurusDr. W. E. Deming’s - approach to quality management, philosophy, 14 point programmeDr. J. M. Juran’s - approach to quality management, philosophy, 10 point programme Mr. Philip. B. Crosby’s - approach to quality management, philosophy, 14 point programmeOther quality management gurus’ - approach to quality management, philosophy, programme Case studies

Module IV: Cost of QualityConcept of costs associated with quality. Cost of quality modelTypes of costs of qualityCase studies

Module V: Quality Measurement and Improvement Acceptance sampling, OC and its applications in developing acceptance sampling plans Statistical Quality Control (SQC) with practical applications in manufacturing ans service operations Statistical Process Control (SPC) with practical applications in manufacturing ans service operations Case studies

Module VI: Quality Management Standards International quality standards/awardsISO 9000 – origin, features, normative standards, certification procedure Indian quality standards/awards Baldrige Award and its significance as a measure of quality management system of an organization Case studies

Module VII: Six Sigma Origin of six sigma; variability and six sigmaSignificance of shiftCalculation of DPMO and its interpretation for a process Calculation of CPk its significance Methodology DMAIC, DMADV, DFSSImplementation of six sigma through Master Black Belts etcCase studies

Module VIII: Lean ManagementBasic concepts Approaches to lean managementLean management methodologyLean management in service industry Case studies

Module IX: Balanced Score CardSignificance of Balanced Score Card in operationsBalanced Score Card modelVarious perspectives in Balanced Score Card Application of Balance Score Card Case studies

Module X: Benchmarking and Best PracticesConcept of Benchmarking and best practices. Bench marking modelMethod of bench markingTypes of bench marking Road map for bench marking Case studies

Module XI: Implementation Establishing performance improvement systems in an organization. Performance improvement in Indian context

Examination Scheme:


Text & References:

Text: Handbook of Total Quality Management by R R Lakhe and Dr. R P Mohanty. Jaico Publishing House, New

Delhi.

References: Samuel, K: TQM An Integrated Approach, Kogan Page Ltd. Juran, J.M. and Gyrna F.M.: Quality Control Hand Book, Mc Graw Hill New York. Goetsch, D.L., Davis, S.B., Quality Management, Prentice Hall International, 2000 Tenant, G. Gower, Six sigma, SPC and TQM in Manufacturing and Services, 2001 Oakland John and Porter J Leslie, Cases in Total Quality Management, Heinmann Oxford, 1994

VIRTUAL ENTERPRISE MANAGEMENT


Course Objective: The aim of this course is to introduce students to the evolution of Virtual Enterprises and the means adopted to manage them. Virtual Enterprises are recent developments that have gathered momentum in the 21st century. In view of the nascent stage of such businesses, the course will have limited organizational texts or models and will primarily be studied through review of various companies and their methodology of operations and other managerial functions.

At the end of the course, students are expected to analyse and assess the strengths and weakness of various aspects of Virtual Enterprises and to be able to suggest business models. Essence of usage of IS and IT in managing Virtual Enterprises would be a core area.

Learning Outcomes: At the end of the course the students would be able to: Understand the history and development of Virtual Enterprises Differentiate between pure dotcom companies and Virtual Enterprise Business models. Be able to do a detailed SWOT analysis of existing Virtual Enterprises Propose models to convert, selected brick and mortar businesses into Virtual Enterprises.

Course Contents:

Module I: Evolution of Virtual EnterprisesDefinition and historic reviewTrading houses, buying houses, distribution agencies etc. as Virtual Enterprises.Examples of modern Virtual Enterprises in Manufacturing and services etc.

Module II: Organisational Challenges and Approaches of Virtual EnterprisesOrganization Structure Design and Hierarchy management.Handling and Dissemination of StrategyInformation storage, security, processing and disseminationGeographical, cultural and time variance management

Module III: Supply Chain Management in Product Oriented Virtual EnterprisesSourcing and distribution managementSelection and identification of different sourcing partnersHierarchy and confidentiality of Enterprise Data Sharing systemsMaintenance of design and manufacturing skills and Intellectual property issues in a virtual enterprise

Module IV: Management of Virtual Enterprises in the Knowledge sectorSoftware design, development and strategy in a Virtual Enterprise.Infrastructure maintenance and management in and by virtual enterprisesBeing a knowledge partner to Virtual Enterprises

Module V: A look to the futureCollaboration and ownership in virtual enterprisesThe future of multinational brandsGlobalisation, Offshoring and outsourcing, managing multi partner and rapidly changing 3rd party relationships

Learning Methods:This course is based upon interaction between the students and the faculty as well as live interaction with industry. Since theoretical modules for effective Virtual Enterprises have not yet been firmed up other classical management tools such as 5 forces model, value chain model, GE Matrix etc should be used in the approach to analysis and learning. The course will primarily be covered through study of actual organizations which are either wholly or partially involved in actual operation of a virtual enterprise or functioning as partners to virtual enterprises.

Examination Scheme:


Text & References:

Efrain Turban, Dorothy Leidner, Ephrain McLean, James Wetherbe “Information Technology for Management: Transforming Organizations in the Digital Economy”, 6th edition. ISBN: 978-8126-514410

Kenneth C. Laudon & Jane P. Laudon, “Management Information Systems: Managing the Digital Firm” 7th Ed.; Prentice Hall, Publisher. ISBN: 0-13-033066-3.

V. K. Narayanan, “Managing Technology and Innovation for Competitive Advantage”, 1/e, Pearson Education.

Rainer, Turban, “Introduction to Information Systems: Supporting and Transforming Business”, 2nd Edition

David M. Kroenke, “Using MIS”, Prentice Hall. William Stallings, “Business Data Communications”, 5e Camarinha-Matos, L. M., and H. Afsarmanesh. "A Comprehensive Modeling Framework for Collaborative

Networked Organizations." Journal of Intelligent Manufacturing 18 (2007): 529-542. Cardoso, H.L & Oliveira, E. (2005). Virtual Enterprise Normative Framework within Electronic

Institutions. Retrieved June 7, 2006 from http://paginas.fe.up.pt/~eol/PUBLICATIONS/2005/esaw_post.PDF

Quinn, R.E. and Cameron, K. “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence.” Management Science 29 (1) (1983), 33-51.

Chakma, J., Calcagno, J.L., Behbahan, A., Mojtahedian, S. Is it Virtuous to be Virtual? The VC Viewpoint. Nature Biotechnology 27(10), 886-888 (2009).

Raffaini, Maurizio (2001). Virtual Enterprise Legal Framework, in Bidsaver Project (IST 10768), Bruxelles;

Raffaini, Maurizio (2001). The Virtual Organisation, in Proceedings of the 7th International Conference on Concurrent Enterprising, Bremen;

Raffaini, Maurizio (2001). Microsatellite Pilot Case Legal Issues, in Bidsaver Project (IST 10768), Bruxelles;

Raffaini, Maurizio (2001). Mechanical Equipment Pilot Case Legal Issues, in Bidsaver Project (IST 10768), Bruxelles;

Raffaini, Maurizio (2002). The nature and legal identity of the VEs, in Alive Project (IST 25459), Bruxelles;

Raffaini, Maurizio (2002). The VE Legal Identity and the actors’ roles, in Proceedings of the 8th International Conference on Concurrent Enterprising, Rome.

Sun Microsystems, Inc. (2004). Identity Management: Technology Cornerstone of the Virtual Enterprise. Retrieved June 7, 2006 from http://www.sun.com/software/products/identity/wp_virtual_enterprise.pdf

Tanlamai, A. & Wattanasupachoke, T. (2005). E-commerce Model of Virtual Enterprises in Thailand. The Business Review, Cambridge. Vol.4, Iss. 1; p. 296-302.

Architectural support for the advanced virtual enterprise - H. T. Goranson Determining the anatomy of business systems for a virtual enterprise Ronald C. Beckett Elements of a base VE infrastructure - Luis M. Camarinha-Matos, Hamideh Afsarmanesh A planning and management infrastructure for large, complex, distributed projects: beyond ERP and SCM - George L. Kovács, Paolo Paganelli Virtual Reality Systems for Business by Robert J Thierauf Strategic Outsourcing: A Structured Approach to Outsourcing Decisions and Initiatives by Maurice F.

Greaver -ISBN: 0814404340 Publisher: American Management Association; (February 1, 1999) Business Process Outsourcing: Process, Strategies, and Contracts (with disk)

by John K. Halvey, Barbara Murphy Melby

http://www.sun.com/software/products/identity/wp_virtual_enterprise.pdf

http://paginas.fe.up.pt/~eol/PUBLICATIONS/2005/esaw_post.PDF

ADVANCED OPERATIONS RESEARCH


Course Objective:The course aims to provide a thorough understanding of the essential features, relevance, application, tools and techniques of Operations Research. The objective of this course is to develop the understanding of models building and quantitative approach to decisions making in the functions of the management of any organization with special focus on International Business. It also aims to develop the understanding of the various optimization techniques used for decisions making in the functions of the management of any organization.

Course Contents:

Module I: Introduction to Operations Research History, models Modeling in operations researchMethods of solving operations research problems Applications and scopeTypes of models

Module II: Linear Programming Structure, assumptions, terms used, applications, general model Linear Programming Model FormulationGraphical Solution MethodsSimplex Method, Big-M methodIssues in Linear ProgrammingDuality

Module III: Transportation and Assignment Problems StructureModel formulation, mathematical representation North west corner method, Least cost method, Vogel’s approximation method Stepping stone method, Modified distribution method for testing optimalityUnbalanced supply and demand, Degeneracy, Prohibited routes, DualityMaximization transportation problemsTransshipment problems

Module IV: Assignment ProblemStructure, modelMethods of solving Assignment Problem –Simplex, transportation, exhaustiveHungarian MethodMultiple optimal solutionsUnbalance Assignment ProblemsRestrictions in assignment problemsMaximization modelsTraveling sales man problem

Module V: Decision TheoryStructure, Decision making approaches Types of decision making environment: under certainty, risk, uncertainty, conflictPosterior probability analysis (Bayesian)Decision tree analysis

Module VI: Theory of Games Structure. FactorsTwo-Person Zero-Sum GamesPure Strategies games, saddle pointMixed Strategies gamesRules of dominanceMethods of solving games without saddle point

Module VII: Theory of Queuing Structure. Characteristics of queuing. Pure birth, pure death processes Types of queuing models

Single server unlimited queue model and limited queue modelMultiple server unlimited queue model and limited queue model

Module VIII: Network Analysis Concept of CPM/PERT Difference between CPM/PERT Network diagrams and rules for preparing networksCPM, critical path analysis, float, project crashing, time cost trade offPERT, probability in PERT, estimation of completion time

Module IX: Break Even AnalysisBreak even volumes of production, forecasting profits, determining effect pf change in output on profit and cost

Module X: Annuities Present value of annuities, perpetual annuities, deferred annuities

Module XI: Markov Chains Characteristics of Markov Chains, applicationsMulti stage transition problemsSteady state conditions

Module XII: Replacement DecisionsTypes of failures of machinery and equipmentReplacement of assets that deteriorate over timeReplacement of assets that fail completely

Module XIII: SimulationBasic conceptsStochastic and random numbersMonte Carlo method of simulation for queuing, inventory etc

Examination Scheme:


Text & References:

Text: J K Sharma (2007), Operation’s Research, Macmillan Business Books

References: F Hillier, G Lieberman (2005), Introduction to Operations Research, Tata McGraw-Hill A Taha Hamdy (1987), Operations Research–An Introduction, Macmillian Publishing Company, New York A Ravindran (latest), Operations Research: Principles and Practices, John Wiley & Sons, New York L Rardin, Ronald (latest ed.), Optimization in Operations Research, Pearson Education, Singapore