iipm

ISBE_PG_(E)_II SEMESTER_2012-14|WJ RELEASE DATE: JULY 2012

PROGRAMME STRUCTURE FOR

PG - E

S No Subject Credit1. Operations & Optimization Research 3

2. Economics for Managerial Decision Making – II

2

3. Financial Management 3

4. Human Resource Management 2

5. Executive Communication 56. Business Statistics 37. Management Information System & KM 38. National Economic Planning

(Theory & Presentation)3

Total 24IMPORTANT NOTE

All the students of ISBE, PG(E) will study all the ten papers indicated in our course curriculum for Semester – II. However, out of these students whoever opt for an additional MBA degree from MGU will be examined in the first five papers directly by the university and in the rest three by IIPM. Those who, however, decide not to opt for MGU degree will still write examination for all the thirteen subjects, but all these papers will be administered by IIPM in their case.


OPERATIONS & OPTIMIZATION RESEARCH(QUANTITATIVE TECHNIQUES-2)

COURSE DURATION: 30 HOURS PER SEMESTERCOURSE CREDITS: 3

1. DECISION ANALYSIS1.1 Problem Formulation: Problem statement; Influence diagrams; Decision trees1.2 Decision Making without Probabilities: Optimistic approach; Conservative approach; Minimax regret approach1.3 Decision Making with Probabilities: Expected value approach; Expected value of perfect information1.4 Risk Analysis and Sensitivity Analysis: Risk analysis; Sensitivity analysis1.5 Decision Analysis with Sample Information: Influence diagram; Decision tree; Decision strategy; Risk profile; Expected value of sample information; Efficiency of sample information.

2. UTILITY AND GAME THEORY2.1 Meaning of Utility: Monetary value of payoff2.2 Utility and Decision making: Basic explanation; Expected utility approach; Steps for determining utility of money2.3 Other Considerations in Utility: Risk profile; Expected monetary value vs. expected utility2.4 Game Theory: Zero and positive sum games; Decision making through game theory; Competing for market share; Identifying a pure strategy2.5 Mixed strategy Games: Basic working of mixed strategy games; Larger mixed strategy game; steps for solving games(This topic is also included in EMDM-II syllabus. The students are required to be prepared for questions from this unit in that paper as well)

3. LINEAR PROGRAMING: SENSITIVITY ANALYSIS3.1 Meaning of sensitivity Analysis3.2 Objective Function Coefficients: Objective function and optimal solution; Simultaneous changes3.3 Right Hand Sides: Right hand side of a constraint; Simultaneous changes: Cautionary note on interpretation of dual prices(Note: More than two decision variables case and Electronic communication problem are NOT in the syllabus)

4. INTEGER LINEAR PROGRAMING4.1 Meaning and Types of Linear Programming Models4.2 Graphical Solutions for All Integer Linear Programming: Introduction; Graphical solution; Rounding; Graphical solution of all integer problem; L.P. relaxation and bounds4.3 Applications Involving 0-1 Variables: Capital budgeting; Fixed costs; Distribution system design; Bank location; Product design and market share optimization(Discussion of Modelling flexibility is outside the scope of our studies. Second, the faculty is required to discuss the cases given at the end of the chapter but ignore the Excel solution)


5. PROJECT SCHEDULING: PERT AND CPM5.1 Introduction to Project Scheduling5.2 Project Scheduling with Known Activity Times: Meaning and scope; Concept of a critical path; Determining the critical path: Contributions of PERT/CPM; Steps involved in PERT/CPM procedures.5.3 Project Scheduling with Uncertain Activity Times: Project scheduling with estimated activity; Uncertain activity times; Critical path; Variability in project completion time5.4 Time-Cost-Trade offs: Meaning; Crashing activity times; L.P. model for crashing

6. INVENTORY MOELS6.1 Issues in Inventory Management6.2 EOQ Model: Costs involved in inventory keeping; How much to order decision; When to order decision; Sensitivity analysis6.3 Economic Production Lot Size Model: Costs involved from supply side; Total cost model; Economic production lot size6.4 Inventory Model with Planned Shortage: Stock outs(Note: Inventory models with probabilistic demand are not in course)

7. WAITING LINE MODELS/QUESTIONS THEORY7.1 Structure of a Waiting Line System: Single channel waiting line; Distribution of arrivals; Distribution of service times; Queueing discipline; Steady state operation.7.2 Economic Analysis of Waiting Lines(Note: Rest of the waiting line models are NOT included in the syllabus)

8. SIMULATION8.1 Meaning and Scope of Simulation8.2 Risk Analysis: Situation with Considerable Uncertainly; What if analysis; Simulation (excluding use of Excel sheets)8.3 Inventory Simulation: Inventory policy for a product with uncertain demand8.4 Waiting Line Simulation: Static vs. dynamic simulation models; Simulation of the waiting line using example of two ATM machines

9. DYNAMIC PROGRAMMING9.1 Meaning and Scope9.2 Shortest Route Problem: Principle of optimality9.3 Dynamic programming Notation: Stage 1-Stage 4 problems9.4 Knapsack Problem9.5 Production and Inventory Control Problem

ESSENTIAL TEXTS: ANDERSON, SWEENEY, AND WILLIAMS: An Introduction to Management

sciences (South-Western: Latest edition) ANDERSON, SWEENEY, AND WILLIAMS: Quantitative Methods for Business

(South-Western: Latest edition)

IMPORTANT: The faculty is expected to discuss end of chapter case studies in the class The students are required to memorize the term given in the Glossary at the end of

each chapter. A questions will be set based on these terms.


The end term question paper will be numericals based. The paper will have two compulsory and five optional questions.


ECONOMICS FOR MANAGERIAL DECISION MAKING-2(MAAGERIAL ECONOMICS)


1. INTRIDUCTION1.1 Economics and Managerial Decision Making: Managerial decision making under perfect information, risky, and uncertain situations1.2 Managerial Economics: Definition and scope; Distinction between Economics and Managerial Economics

2. CONSUMER DECISION MAKING2.1 Demand Side of the Market: Managerial implications of factors influencing demand for nondurables, durables, and services; Strategic responses in terms of product mix, packaging, quality, pricing, promotion, placement, etc.2.2 Logic of Buying/Consumption: Attributes approach for explaining consumer choices (Note: There will definitely be some kind of question from this topic in the end term examination)

3. PRODUCER’S DECISION MAKING3.1 Demand and Supply Elasticities: Elasticities and production & pricing lessons for a manager3.2 Cost Dimensions: Managerial decision making and non traditional (engineering, incremental) costs, etc3.3 Economies in operation: Economies/Diseconomies of scale and scope; Learning curve phenomenon; Managerial implications.

4. PRICING DECISIONS: ALTERNATIVE PARADIGMS OF DECISION MAKING4.1 Neoclassical Model: Revenue, equilibrium, and profit positions; Critique4.2 Sales Revenue Maximisation Model: Description; Critique4.3 Behavioural Approach: Details; Applicability4.4 Managerial Enterprise Model: Explanation; Relevance4.5 Commentary on all the models put together

5. PRICING DECISIONS: OLIGOPOLISTIC MARKETS5.1 Oligopoly: Meaning; Strategic (interdependent) vs. nonstrategic (independent) firm behaviour; Pricing (administered) in oligopoly; Why do firms grow big; Basic dilemma of oligopoly (cooperative vs. noncooperative behaviour); Dynamics of oligopolistic industries5.2 Oligopoly Pricing Through Game Strategic Behaviour: Passive vs. aggressive behaviours; Strategic responses5.3 Oligopoly Pricing Under Specific Assumptions: Duopoly: Meaning, Cournot’s model, Chamberlain’s model; Oligopoly: Collusive pricing; Noncollusive pricing, including Kinked demand curve and price leadership models5.4 Oligopoly and the economy(Note: The student, in addition to 2 prescribed texts, must also look up Lipsey & Chrystal-chapter on Oligopoly_for studying this topic)


6. PRICING DECISION: SPECIFIC MODELS OF PRICING6.1 Multiplant operations and Pricing6.2 Cartelization and Pricing6.3 Transfer Pricing

7. PRICING DECISION: DECISION IN PRACTICE7.1 Rule of Thumb Pricing7.2 Mark up Pricing7.3 Product Line Pricing7.4 Price discovery through auction7.5 Promotional Pricing

8. PRICING DECISIONS: NEW PRODUCT PRICING8.1 Setting the Initial Price8.2 Adjusting Price Overtime(Note: Topics under units 6,7, and 8 must be discussed in detail)

ESSENTIAL TEXTS P.L. MEHTA: Managerial Economics (Sultan Chand & Sons: Latest edition) Only

select chapters IVON PING: Managerial Economics (Blackwell Publishers) Select chapters

IMPORTANT NOTES While the above two texts cover major portion of the syllabus, the faculty may need

to use other books for teaching some topics In case of difficulty in locating relevant material for any specific topic, the faculty

may contact Delhi centre Treatment shall be nonmathmatical and application oriented. Teaching shall be

case/real life situations based. End term examination will have applications based questions

Game Theory topic, if asked in the examination, may be numerical solution based (2x2 format).

The students may be advised to review Game Theory unit of O.R paper before they appear for this examination.

The final paper will contain 1+1+5 (=7) questions our of which the student will have to answer 1+1+3 (=5) questions.


FINANCIAL MANAGEMENT


1. OVERVIEW OF FINANCIAL MANAGEMENT1. the 1 Finance in Organizational Structure of the Firm: Role of finance in a typical business organization; Various responsibilities: Forecasting and planning; Investment and financing decisions, coordination and control, dealing with the financial market, risk management1.2 Corporate Goals: Maximise shareholders wealth; Social responsibility; Stock price maximisation and social welfare.1.3 Agency Relationships: Stockholders vs. Managers: Managers as guardians of stockholder’s interests; Stockholders (through managers) vs. creditors.1.4 Managerial Actions to Maximize Shareholders Wealth; Maximisation of stock price; EPS Rationale of maximising.

2. FINANCIAL STATEMENTS, CASHFLOWS, AND TAXES2.1 Financial Statements and Reports: Annual report; Balance Sheet; Income statement; Statement of retained earnings; Statement of cash flows2.2 Balance sheet: Balance sheet and its constituents; Saliont points about balance sheet.2.3 Income Statement: Itemized details of Income statement2.4 Statement of Retained Earnings2.5 Net cash flow2.6 Statement of Cash Flows: Factors determining cash position and statement of cash flows2.7 Modifying Accounting Data for Managerial Decisions: Operating assets and operating capital; Non- operating profit after taxes (NOPAT); Free cash flows and its calculation2.8 MVA and EVA: Market value added; Economic Value added2.9 The Indian Income Tax System: Corporate taxes; Personal taxes; Interest paid; Interest earned; Dividend paid and revised; Tax loss carry back and carry forward; Capital gains; Depreciation; Other items.2.10 Closing the books

3. ANALYSIS OF FINANCIAL STATEMENTS3.1 Ratio Analysis3.2 Liquidity Ratios: Ability to meet short term obligation: The current ratio3.3 Asset Management Ratios: Inventory turnover ratio; Days sales outstanding; Fixed asset turnover ratio; Total assets turnover ratio3.4 Debt Management Ratio: Financial leverage; Total debt to total assets; Interest earned ratio; EBDITA coverage ratio3.5 Profitability Ratios: Profit margins on sales; Basic earning power (BEP); Return on total assets; Return on common equity3.6 Market Value Ratios: Price/ earning ratio; Price/ cash flow ratio; Market/ book ratio3.7 Trend Analysis: Ratios over time3.8 Du pont Equation: Tying the ratios together3.9 Comparative Ratios and Benchmarking3.10 Uses and Limitations of Ratio Analysis


3.11 Problems with ROE3.12 Looking Beyond the Numbers: Qualitative factors in evaluating performance.

4. THE FINANCIAL ENVIRONMENT: MARKETS, INSTITUTIONS, AND INTEREST RATES4.1 Financial Markets: Meaning; Types: Physical assets vs. Financial asset, spot vs. future, Money Vs. capital, Primary vs. Secondary, Private Vs. public; various financial (money and capital) markets in India, participants therin, and instruments of operation; Recent trends in financial markets (PE, VC, etc)4.2 Financial Institutions: Transfer of capital (direct, underwriting, intermediation); Details of investment banking houses in India; Details of financial intermediaries4.3 Stock Market: Meaning; Physical location stock exchanges; virtual stock exchanges; OTC exchanges.4.4 Cost of Money: Meaning; Determinants: Production opportunities, time preferences for consumption, risk, and inflation. 4.5 Interest Rate Levels: Supply-demand factors; Types of capital and interest rate, etc.4.6 Determinants of Market Interest Rates: Real risk free rate; Quoted/nominal risk free rate; Inflation premium; Default risk premium; Liquidity premium; Maturity risk premium4.7 Term structure of Interest Rates: Meaning; Yield curve4.8 Determinants of shape of yield curve: Determining factors4.9 Yield curve and future Interest Rates: Expectations theory4.10 Investing Overseas and Risks Involved: Country risk; Exchange rate risk4.11 Other factors Influencing Rate of Interest: Monetary policy of RBI; Budget deficits/surpluses; International factors; Business activity4.12 Interest Rates and Business Decisions: Saving and investment decisions

5. RISK AND RATES OF RETURN5.1 Investment Returns5.2 Standalone Risks: Probability distributions; Expected rate of return; Measuring standalone risk: S.D., Coef. Of variation; Risk aversion and requirement returns5.3 Risk in a portfolio context: Portfolio returns; Portfolio risk, Diversification vs. market risk, capital asset pricing model (CAPM); Concept of beta and CAPM5.4 Relationship between Risk and Rates of Return: Market risk premium; Impact of inflation; Change in risk aversion; Change in a stock’s Beta coefficient5.5 Physical Assets vs. Securities5.6 Some concerns about Beta and the CAPM5.7 Volatility vs. Risk

6. TIME VALUE MONEY6.1 Time Lines6.2 Future Value: Present value vs. future value; Problem format; Graphic view of the compulsory process6.3 Present Value: Fair or equilibrium value; Discounting; Graphic view6.4 Solving the PV/FV for Interest Rate and Time: Solving for i; Solving for time6.5 Future Value of an Annuity: Ordinary annuities; Annuities due6.6 Present value of an Annuity: Ordinary annuities; Annuities due6.7 Perpetuities6.8 Uneven Cashflow streams: PV of an uneven cash flow stream; FV of an uneven cash flow stream; Solving for i with cashflow streams


6.9 Semiannual and Other Compounding Periods: Annual and Semiannual compounding; Nominal vs. effective rates6.10 Fractional time periods6.11 Amortized loans: Full and partial (balloon loans)

7. FINANCIAL ASSETS: BONDS7.1 Introduction: Meaning; Who issues them.7.2 Key Characteristics: Par value; Coupon interest rates; Maturity date; Call provisions; Sinking funds; Other features7.3 Bond Valuation: Finding the value; Changes in bond values over time7.4 Bond Yields: Yield to maturity; Yield to call; Current yield7.5 Bond Riskiness: Interest rate risk; Reinvestment rate risk; Comparison7.6 Default Risk: Various types of corporate bonds: Mortgage, debentures, subordinated; Bond ratings: Criteria; importance

8. FINANCIAL ASSETS: STOCKS8.1 Legal Rights and Privileges of stockholders: Control of the firm; Preemptive right8.2 Types of common stock8.3 Market for Common Stock: Types of transactions[8.4 Common Stock Valuation: General terms: Market price, intrinsic value, growth rate, required rate of return, expected rate, actual realized rate, dividend yield, expected total return; Expected dividends on the basis for stock values8.5 Constant Growth Stocks: Basic idea; Dividend and earning growth; Use of model; Expected rate of return on a constant growth stock8.6 Stocks with Nonconstant Growth: Supernormal/nonconstant stocks and their valuation8.7 Corporate valuation: Corporate value model; Total company vs. dividend growth model8.8 Stock Market Equilibrium: Meaning; Changes in equilibrium stock prices; Efficient market hypothesis; Levels of market efficiency: Weak form, semistrong form, strong form; Implications of market efficiency; Stock market and efficiency; Reading stock market quotes in business publications

9. COST OF CAPITAL9.1 Weighted Average Cost of Capital9.2 Basic Definitions9.3 Cost of Debt9.4 Cost of preferred stock9.5 Cost of Retaining Earnings: CAPM approach; Bond yield plus risk premium approach; DCF approach9.6 Cost of New common stock9.7 Composite, or Weighted Average, cost of capital (WACC)9.8 Factors Affecting Composite Cost of Capital: Controllable factors: Level of interest rates, tax rates; Noncontrollable factors: Capital structure policy, investment policy9.9 Adjustment the cost of capital for Risk9.10 Problem Areas in Cost of Capital: Depreciation generated funds, privately owned firms, measurement problems, cost of capital for projects of different riskiness, capital structure weights

10. CAPITAL BUDGETING


10.1 Meaning and Importance; Capital Budgeting; Capital budgeting & security valuation10.2 Generating Ideas for Capital Projects10.3 Capital Budgeting Decision Rules: Pay back period; NPV and its rationale; IRR and its rationale10.4 NPV vs. IRR: NPV rankings and cost of capital; Independent projects; Mutually exclusive projects; Multiple IRRs10.5 Modified IRR

11. CASHFLOW ESTIMATION AND RISK ANALYSIS11.1 Estimating Cash flows11.2 Identifying the Relevant Cash flows: Project cash flow vs. accounting income: Costs of fixed assets, noncash charges, charges in net operating working capital, interest expenses; Incremental cash flows: Sunk costs, opportunity costs, externalites; Timing of cash flow11.3 Evaluating Capital Budgeting Projects: Introduction; Analysis of the cash flows; Decision making11.4 Project Risk Analysis11.5 Stand-Alone Risk: Sensitivity analysis; Scenario analysis; Monte Carlo simulation

12. CAPITAL STRUCTURE AND DIVIDEND POLICY: LEVERAGE12.1 Target Capital structure12.2 Business and financial Risk: Business risk; Operating leverages; Financial risk12.3 Optimal Capital Structure: WACC and capital structure changes; Optional capital structure12.4 Capital Structure Theory: Effect of taxes; Effect of potential bankruptcy; Trade off theory; Signalling theory; Debt financing to constrain managers12.5 Checklist for Capital Structure Decisions: Sales stability, asset structure, operating leverage, growth rate, profitability, taxes, control of management, management attitude, lender and rating agency attitude, market conditions, firm’s internal conditions, financial flexibility12.6 Variations in Capital Structures

13. DIVIDENDS AND SHARE PURCHASES13.1 Dividends vs. Share Gains: Introduction; Dividend irrelevance theory; Bird in the hand theory; Tax preference theory; Comparisons13.2 Other Dividend Policy Issues: Information content (Signalling) hypothesis; Clientele effect13.3 Dividend stability13.4 Divident policy in Practice: Target payout ratio-residual dividend model; Earnings, cash flows, and dividends; Payment procedures13.5 Dividend Reinvestment Plans13.6 Overall factors Influencing Dividend Policy: Constraints; Investment opportunities; Alternative sources of capital; Effect of dividend policy on cost of retained earnings13.7 Overview of Dividend Policy Decision13.8 Stock Dividends and stock splits: Stock splits; Stock dividends; Effect on stock prices13.9 Stock Repurchases: Introduction; Effect of stock repurchases; Advantages; Disadvantages

14. WORKING CAPITAL MANAGEMENT: MANAGING CURRENT ASSETS


14.1 Basic Terminology14.2 Cash Conversation Cycle: Cash conversion cycle model; Shortening the cash conversion cycle; Benefits14.3 Zero Working Capital14.4 Alternative current Asset Investment Policies: Relaxed, restricted, and moderate asset policy; Components of working capital14.5 Cash Management: Reasons for holding cash; Advantages of holiday adequate cash and near cash assets14.6 Cash Budgets14.7 Cash Management Techniques: Cash flow synchronization; Speed up the check clearing process; Using float; Acceleration of receipts: Lockboxes, payment by wire/automatic debit14.8 Marketable securities14.9 Inventory: Management; Costs14.10 Inventory Control Systems: Computerized system; Just in time systems; Outsourcing; Production scheduling and inventory levels14.11 Receivables Management: Accumulation of receivables; Monitoring the receivables position: Days sales outstanding; Aging schedules.14.12 Credit Policy: Components; Setting the credit period and standards14.13 Collection Policy14.14 Cash Discounts

15. FINANCING CURRENT ASSETS15.1 Alterative Current Assets Policies: Maturity matching or self liquidating approach; Aggressive approach; Conservative approach15.2 Evaluation of Short Term Financing: Speed; Flexibility; Cost factor; Risk factor15.3 Short Term financing-Sources: Accrued liabilities; Accounts payable (trade credit); Bank loan; Commercial paper15.4 Accrued Liabilities15.5 Accounts Receivable: Cost; Effects on financial statements; Components15.6 Short Term Bank Loans: Maturity; Promissory note; Compensating balances; Informal line of credit; Revolving credit agreement15.7 Cost of Bank Loans: Key elements in promissory notes; Regular (simple interest); Discount interests; Effects of compensating balances; Add on interest 15.8 Choice of a Bank: Willingness to assume risk; Advice and counsel; Loyalty to customers; Specialization; Maximum loan size; Merchant banking; Other services15.9 Commercial papers: Meaning; Maturity and cost; Use ESSENTIAL TEXTS

I.M. PANDEY: Financial Management (Vikas: 12th edition) BRIGHAM & HOUSTAN: Fundamentals of Financial Management (South Western:

Latest edition)

IMPORTANT NOTES Contents of units 2 and 3 have already been covered in Sem-1 Accounting paper.

These are included here only for revision purposes. The faculty may perhaps likely to hurriedly skim through them.


There will be some numerical questions from Unit nos. 5,6,7,8,9,10,11 and 12. The faculty is advised to teach accordingly. In all the students have to answer at least 2 numericals.

The paper will contain1+1+5 (=7) questions, out of which a student will answer 1 (compulsory, numerical) +1 (definitions) +3 (at least one numerical), i.e. a total of 5 questions, including 2 numericals


HUMAN RESOURCE MANAGEMENT


1. INTRODUCTION TO HRM (1 HR)Meaning and importance: Meaning; Importance; Line and staff aspects of HRM; Line Manager’s H.R. duties; HR Manager’s duties; New approaches to organizing HR; Shift between line duties and HRM dutiesImportance trends in HRM: The new HR managers: focuses on bigger picture, new ways to provide transaction services, new proficiencies; HRM in India; SHRM; High performance work systems; Evidence based HRM; Management of ethicsOverall scope of HRM: Recruitment and placement: Job analysis, personnel planning and recruiting, employee testing and selection, interviewing; Training and development: Basics of T&D, Performance management and appraisal, coaching, careers, and talent management; compensation: Establishing strategic pay plans, pay for performance and financial incentives, benefits and services; Employee relations: Ethics, justice, and fair treatment, labor relations and collective bargaining, employee safety and health

2. STRATEGIC HUMAN RESOURCE MANAGEMENT (1 HR)Why plan strategically: Hierarchy of goals at different levels in the organizationFundamentals of management planning: Planning process; Business plan: Business description, marketing plan, financial plan, management and/or personnel plan, production/operations plan;How managers set objectives: Setting SMART goals, setting motivational goals, using MBO, Using the management objectives gridStrategic management process: Meaning; steps involved: Define current business, perform audits, formulate a new direction, translate mission into strategic goals, formulate strategies to achieve goals, implement strategies, evaluate performance; HRIS: Use of information technology for HRM; Types of strategies: Corporate strategies, competitive strategies, functional strategies, strategic fit; Top manager’s role in strategic planning; Departmental manager’s roleSHRM: Meaning; HR strategies and policies; SHRM tools: strategy map, HR score card, digital dashboards; Translating strategy into HR policies and practicesHRD scorecard: Meaning; HRD systems maturity score, HRD competence score, HRD culture, Business linkage scoreHigh performance work system: Meaning; High performance HR policies and practices; Line manager’s role in building a high performance work system.

3. JOB ANALYSIS (1 HR)Basics: Job analysis/descriptions/specifications; Information collected through Job analysis: Work activities, human behaviours, machines/tools/equipment/work aids, Performance standards, Job context, human requirements; uses of job analysis information: Recruitment and selection, compensation, training, performance appraisal, discovering unassigned duties, legal compliance; steps in job analysis: 6 step process; Job analysis guidelines: 4 practical guidelines. Methods for collecting job analysis information: Interview: Meaning, typical questions, structured interviews, interviewing guidelines; questionnaires; observations; participant diaries/logs; quantitative job analysis techniques; Internet based job analysis Writing job descriptions: Job identification; Job summary; Relationships; Responsibilities and duties; standard of performance and working conditions; Internet applications.


Writing Job specifications: Specification for trained Vs. untrained personnel; specifications based on judgement; job specifications based on statistical analysisJob analysis in a worker empowered world: specialized to enriched jobs: Job enlargement, job rotation, job enrichment; changes at work; competency based job analysis: meaning, types of competencies, writing job competencies based job descriptions

4. PLANNING AND RECRUTING (1 HR) Recruitment and selection processPlanning and forecasting: Employment planning; forecasting personnel needs: Trend analysis, ratio analysis, scatter plot; forecasting the supply of inside candidates: Manual systems and replacement charts, computerized skill inventories, privacy issue; forecasting supply of outside candidates:Need for effective recruiting: why recruiting is important; challenges of effective recruiting; organizing recruiting; recruiting yield pyramidInternal sources of candidates: Pros/cons of internal sources; finding internal candidates; Retiring succession planning; succession planning systemsOutside sources of candidates: Recruiting via internet and other online options, applicant tracking , improving effectiveness of online recruiting ; Advertising: media, copy of ad, employment ads and images; Employment agencies; public and non profit agencies, private agencies; Temporary agencies and alternative staffing: meaning, pros/cons, actual use, legal guidelines; off-shoring and outsourcing jobs; executive recruiters; on demand recruiting services; college recruiting: Meaning, goals, on-site visit, internships; Referrals and walkins; Telecommuters; Exservicemen; Recruiting source use and effectiveness; HRIS in recruitingRecruiting a more diverse workforce: small towns and rural residents; older workers; Reservation in jobs; Recruitment of disabledDeveloping and using application forms: Purpose; Application guidelines; using application forms to predict job performance

5. TESTING AND SELECTION (1 HR)Importance of careful selection: Performance, cost, legal obligations involved Basic testing concepts: Reliability; validity; test, criterion, and content validity; validating a test through 5 step process, scoring the test; Test takers’ individual rights and test security; Employees’ usage of test at work; computerized and on-line testingTypes of tests: Tests of cognitive ability: Intelligence tests, specific abilities test; Tests of motor and physical abilities; measuring personality and interests: Meaning, scope, big 5 personality dimensions, personality tests and performance predictability, cautions, interest inventories, Achievement tests.Work samples and simulations: Work sampling for employee selection: Meaning and purpose, procedure; Management assessment centres: Meaning, simulated tasks (In basket, games, G.D., presentations, tests, interview), effectiveness; Situational testing and video based situational testing; Miniature job training and evaluation approach; Realistic job previewsBackground investigations and other methods: Why: purpose, effectiveness; Legal dangers involved; Background check: Meaning, improving effectiveness; Using pre-employment information services: When, use caution; Polygraph and honesty testing: Meaning, tests, guidelines; Graphology; Physical exams; Substance abuse screening; Use of HRIS

6. INTERVIEWS (1 HR)


Types of interviews: Structured vs. unstructured: Meaning, which one; Interview content: Situational questions, behavioural questions, other type of questions; Administering the interview: Panel, phone, video/web based, computerized; Making interview useful: Structure, assessment of right traits, avoid errorsErrors: first impression (Snap judgment); Nonclarity about job requirement; Candidate order and pressure to hire; Nonverbal behaviour; Effect of personal characteristics: Attractiveness, gender, race factors; Interviewer behaviourDesign and conduct of effective interview: Structured situational interview: Steps involved; Conducting an effective interview: Steps involved; Using a streamlined interview process: proper approach: Prepare, formulate, conduct, match; Guidelines for interviewees: 7 things to pass

7. TRAINING AND DEVELOPMEMT (2 HRS)Orienting training the employees: Purpose; process: Handbook, informal orientation, orientation technology; Training process: process, alignment between strategy and training; 4 step training process; Training learning and motivation: Making learning meaningful, making skill transfers easy, reinforcing learningTraining needs analysis and program designing: Task analysis: Meaning, competency models; Performance analysis: Assessing training needs: Review current performance; find reasons for low performance; Designing the training programImplementing training programs: OJT: Meaning, types, process; Apprenticeship training; Informal training; Job instruction training; Lectures; Programmed learning; AV training; Vestibule training; Teletraining and videoconferencing; EPSS; computer based training; Simulated learning; Internet based training; Use of HRIS; Virtual classroom; Using Internet based learning; Lifelong and literacy based training techniques; Voice and accent training; Creating own training programs.Implementing MDPs: Meaning; Managerial QJT: Job rotation, coaching/understudy approach, action learning; off the job management T&D techniques: Case study method, games, seminars, university courses, role playing, corporate universities, executive coaches, professional associations.Managing organizational change programs: what to change; Lewin’s change process; Leading organizational change: Unfreezing, moving, refreezing; using O.D.: Meaning, human process applications, techno structural interventions, HRM applications, strategic OD applications. Evaluating the training effort: Designing evaluation; Training effects to measure: Training outcomes: Reaction, learning, behaviour, results.

8. PERFORMANCE MANAGEMENT AND APPRAISAL (2 HRS)Basic concepts: Defining employee’s goals and work standardsTechniques for appraising performance: Why appraise; Supervisor’s role; Steps involvedGraphical rating scale method: What to measure; Alternative ranking methods; Paired comparison methods; forced distribution methods; Critical incident method; Narrative forms; Behaviourally anchored rating scales: Steps involved, research insights, advantages, problems; MBO; Computerized and web based performance appraisals; Electronic performance monitoringDealing with performance appraisal problems: Potential appraisal problems: Unclear standards, Halo effect, central tendency, leniency/strictness, recency effect, bias, others; Guidelines for holding effective appraisals: Know the problems, use the right appraisal tool, keep a diary, get agreement on a plan, be fair; Appraisals and the raw; Who should do the


appraising: Immediate supervisor, peer appraisals, rating committee, self ratings, appraisal by subordinates, 360 degree feedbackAppraisal interview: Types of appraisal interview: Satisfactory-promotable, satisfactory-not promotable, unsatisfactory-correctable, and unsatisfactory-uncorrectable; how to conduct appraisal a appraisal interview: Guide lines, handling a defensive subordinate, criticizing a subordinate, handling a formal written warning; Appraisals in practicePerformance management: Meaning; Appraisal vs. Management; Building blocks; why manage performance: for total quality, appraisal issues, and strategic planning; using I.T. to support performance management; Improving productivity through HRIS; Quality improvement of performance management system

9. ESTABLISHING STRATEGIC PAY PLANS (1 HR)Basic factors determining pay raves: Compensation scenario in India: Companies Act 1956, ESOS and ESPS, Minimum wages, other legislations, wages laws for informal sector (Note: Legal considerations in the US can be ignored)Union influences on compensation decisions: Role; Competitive strategy, corporate policies and compensation, types of pay policies, pay raises, salary compression, geography; Equity and its impact on pay rates: Equity theory of motivation, addressing equity issuesEstablishing pay rates: Five step process: Step 1: Salary survey: Meaning, benchmark jobs, commercial/professional, and govt. salary surveys, use of internet; Step 2: Job evaluation: Compensation factors, preparing for evaluation, job evaluation methods (Ranking, job classification, point method, factor comparison), computerized evaluation; Step 3: Group similar jobs into pay grades; Strep 4: Price each pay grade- wage curve; step 5: Fine tune pay rates: Developing pay ranges, correcting out of line rates; HR in practice: Developing a workable pay plan: Wage surveys, job evaluation, pay policiesPricing managerial and professional jobs: Compensating executives and managers; What determines executive pay; Compensating professional employeesCompetency based pay: Meaning; Rationale; Practice; Bottom line(Special topics in compensation is NOT in course)

10. PAY FOR PERFORMANCE AND FINANCIAL INCENTIVES (1 HR)Money and motivation: Linking performance and pay; Motivation and incentives: Needs hierarchy, Herzberg motivators, Edward Deci demotivators, expectancy theory, skinner’s views; Incentive pay terminology; Employee incentives and laws.Individual employee incentive and recognition programs: Piecework plans: Meaning, straight piecework, standard hour plans; Merit pay or performance increments: Meaning, options; Incentives for professional employees; Nonfinancial and recognition based awards; Online and IT supported awards.Incentives for salespeople: Salary plan; Commission plan; Combination plan; Maximizing sales force resultsIncentives for managers and executives: Short term incentives: Bonus: Eligibility, fund size, individual performance; Long term incentives: Stock options, problems, other stock plans; Other executive incentives; strategy and the executive’s total reward packages.Team and organizationwide incentive plans: Designing team incentives: Engineered standards, pros and cons; Profit sharing plans: Current, deferred; Scanlon plans: 5 basics features; other gainsharing features/plans: Meaning, steps in implementation; At risk plan; ESOPs; Designing effective programs: Impact of financial and nonfinancial incentives; five building blocks of effective incentives plans.


11. BENEFITS AND SERVICES (2 HRS)Benefits picture today: Employee benefits in IndiaPay for time not worked: Unemployment insurance; Vacations and holidays; sick leaves; Parental leaves and the family and medical leave act; Severance pay; Supplementing unemployment benefits; Insurance benefits: Workers’ compensation: Determining of benefits, controlling workers’ compensation cost; Hospitalization, health and disability Insurance: Coverage, HMDs, PPOs, Mental health benefits; Legal side of health benefits from India; Trends in employer health care cost control: Communication and employment, wellness program, health savings accounts, claims audits, other cost control options; Long term care; Life insurance; Benefits for part time and contingent workers.Retirement benefits: Social security; Pension plans: Meaning, defined benefit plan, defined contribution plans, cash balance pension plan; pension and early retirement personal services and family friendly benefits: Personal services: Credit unions, employee assistance programs; family friendly (work-life) benefits; subsidized child care, sick child benefits, elder care, time off, family friendly benefits; other job related benefits: Educational subsidies; Executive perquisitesFlexible benefits programs: The cafeteria approaches; Benefits and employee leasing; flexible work schedules: Types, advantages and disadvantages.

12. ETHICS, JUSTICE, AND FAIR TREATMENT IN HRM (2 HRS)Ethics and fair treatment at work: Introduction; Meaning; Ethics and law; Ethics, justice and fair treatment; Employee rightsWhat determines ethical behaviour: Dimensions of ethical behaviour; Ethics as per person, boss, company; what can employees doPersonal methods to promote ethics and fair treatment: Selection; Ethics training; Performance appraisal; Reward and disciplinary systems; Managing ethical compliance; Personnel related methods for ensuring fair treatment: Research insight, behaving unfairly, what causes unfair behaviour, fairness guidelines, practical communications.Managing employee discipline and privacy: Fair and just disciplinary process: Rules and regulations, ;progressive penalties, formal disciplinary appeals processes, discipline without punishment; Employee privacy; Employee monitoring: RestrictionsManaging dismissals: Termination at will and wrong discharge; Grounds for dismissal: Insubordination, fairness in dismissals, security measures; Avoiding wrongful discharge suits, Communicating the termination: Guidelines for termination interview; outplacement counselling, exit interviews; Lockout, layoff, retrenchment/downsizing, and closure: Industrial Disputes Act, 1947, effects of dismissal, layoff and downsizing alternatives; Adjusting for downsizings and mergers.

13. LABOR RELATIONS AND COLLECTIVE BARGAINING (2 HRS)The labor movement: T.U. movement in India; why do workers organize; what do unions want: Union security (close shop, union shop, agency shop, preferential shop, maintenance), Improved wages, hours, and benefits.Unions and the lawThe collective bargaining process: Meaning of collective bargaining and good faith; Negotiating team; Bargaining items: Permissible, illegal, mandatory items; Bargaining stages; Impasses, mediation, strikes: Third party involvement: Mediation, fact finding, arbitration; strikes/picketing, other alternatives (corporate campaign, boycott, inside games, injunction); contract agreement.


Grievances: Meaning; Sources of grievance; Procedure; Guidelines for handling grievance Trends in union movement in India: Decreasing union membership; Rising militancy; Services sector; Organizing professional, and white collar employees; Unions in public sector; High performance work systems, employee participation, and unions

ESSENTIAL TEXT Gary Dessler & Biju Varkkey : Human Resource Management (2011: Pearson)

IMPORTANT NOTES The prescribed text cannot be substituted by any other book All the boxed material, case study, etc. given in the text book have to be read by the

student on self basis. The end term examination will contain questions under shall be based on HRM

practices in Indian organizations. Exercising own discretion, the faculty may like to prescribe certain topics to the

students for self sstudy. However, the coverage of the topics has to be complete.

http://www.infibeam.com/Books/search?author=Gary%20Dessler%20Biju%20Varkkey


EXECUTIVE COMMUNICATION


SECTION- A: WRITTEN COMMUNICATION

1. PREPARING GOOD- AND NEUTRAL- NEWS MESSAGESChoosing the Channel or MediumThe Deductive Organizational ApproachGood- News Messages: Positive News; Thank- You and Appreciation Messages: Thank- You Messages, Appreciation MessagesRoutine Claims: Claim Message; Favorable Response to a Claim MessageRoutine Requests: Routine Request; Favorable Response to a Routine Request; Favorable Response to A Favor Request; Form Letters For Routine ResponseRoutine Messages About Orders and Credit: Acknowledging Customer Orders; Providing Credit Information; Extending CreditProcedural Messages

2. PREPARING BAD- NEWS MESSAGESChoosing An Appropriate Channel And Organizational Pattern: Channel Choice And Commitment To Tact; Cultural Concerns; Use Of The Inductive Approach To Build Goodwill; Advantages Of Inductive Approach; Exceptions To The Inductive ApproachDeveloping a Bad- News Message: Writing the Introductory Paragraph; Presenting The Facts, Analysis, And Reasons; Writing The Bad- News Statement; Offering A Counterproposal Or “Silver Lining” Idea; Closing Positively Refusing A RequestDenying A Claim: Denying CreditDelivering Constructive Criticism: Communicating Negative Organizational News

3. PREPARING PERSUASIVE MESSAGESPersuasion Strategies: Plan Before You Write: Know the Product, Service, Or Idea, Know The Receiver, Identify The Desired Action, Apply Sound Writing PrinciplesUse the Inductive Approach: Gain Attention; Gain Interest By Introducing The Product, Service, Or Idea; Create Desire By Providing Convincing Evidence; Motivate ActionPersuaive Requests: Making A Claim; Asking A Favor; Requesting Information; Persuading Within An Organization; Sales Messages

4. REVISING WRITTEN MESSAGESCultivate a Frame Of Mind For Revising And ProofreadingUse Systematic Procedures For RevisingCheck the Content To Ensure Ethical Communication 200Check For Logical Development And Unity: Develop Coherent Paragraphs: Position The Topic Sentence Appropriately, Link Ideas To Achieve Coherence, Vary Paragraph And Sentence Length Craft Powerful Sentences: Use Correct Sentence Structure; Rely On Active Voice; Emphasize Important Ideas: Sentence Structure, Repetition, Words That Label, Position, Quantity And Placement


Improve Readability: Understanding Readability Measures; Use Contemporary Language: Eliminate Outdated Expressions, Eliminate Cliches; Use Simple, Informal Words; Communicate Concisely; Apply Visual Enhancements To Improve Readability: Chunking, Lists, Headings, Table And Graphs, Lines And Borders, Relevant ImagesProject A Positive, Tactful Tone: Be Sensitive To International Audiences

5. DESIGNING AND DELIVERING BUSINESS PRESENTATIONSPlanning an Effective Business Presentation: Identify Your Key Message; Know Your AudienceOrganizing the Content: Introduction; Body; CloseDesigning Compelling Presentation Visuals: Types Of Presentation Visuals; Design Of Presentation Visuals: Effective Slide Content; Space Design And Topography: Effective Use Of ColorRefining Your Delivery: Delivery Method; Vocal Qualities; Delivery Style: Before The Presentation, During The Presentation, Positive Body Language While Making Presentations, Dealing With Nervousness, After The Presentation, Use Questions To Encounter Audience Participation, Tips For Answering QuestionsSpecial Presentation Situations: Speaking To Culturally Diverse Audiences; Team Presentation; Distance Presentations

6. PREPARING RESUMES AND APPLICATION MESSAGESPreparing For The Job Search: Gathering Essential InformationIdentifying Potential Career Opportunities: Using Traditional Sources: Printed Sources, Networks, Career Services Centers, Employers’ Offices, Employment Agencies And Contractors, Professional Organizations; Using Electronic Job Searches: Locating Career Guidance Information, Identifying Job ListingsPlanning A Targeted Resume: Standard Parts Of A Resume: Identification, Job And/Or Career Objective, Career Summary; Qualification: Education, Work Experience, Honors And Activities, Personal Information, References; Types Of Resumes: Chronological Resume, Functional Resume, Chrono-Functional ResumePreparing Resumes: Preparing A Print (Designed) Resume; Preparing A Scannable Resume: Formatting A Scannable Resume, Making A Scannable Resume Searchable; Adapting To Varying Electronic Submission: RequirementsSupplementing A Resume: Professional Portfolios; Employment VideosComposing Application Messages: Persuasive Organizaion; Gain the Receiver’s Attention, Provide The Evidence of Qualifications, Encourage Action; General Writing Guidelines; Finishing Touches

7. INTERVIEWING FOR A JOB AND PREPARING EMPLOYMENT MESSAGESTypes of Employment Interviews: Structured Interviews; Unstructured Interviews; Stress Interviews; Group Interviews; Virtual Interviews Preparing For an Interview: Study the Prospective Employer; Study Yourself; Plan Your Appearance; Plan Your Time and MaterialsPractice For The InterviewConducting a Successful Interview: The Opening Formalities; The Information Exchange; The ClosingPreparing Other Employment Messages: Application Forms; Follow-Up Messages; Thank-You Messages; Job-Acceptance Message; Job- Refusal Message; Resignations: Recommendations


8. ETIQUETTE ADVANTAGE IN BUSINESS COMMUNICATION

What Do Working Executives Gain By EtiquetteIntroductions, Greetings, and Art Of Conversation: The Handshake And Namaste: Culture Lens; Introduction And Greetings: Culture Lens; Hugs And Kisses: Culture Lens; Exchange of Visiting Cards: Cultural Lens; The Art Of Conversation: Cultural LensDressing and Grooming: Body HygieneNorms of Business Dressing: Footwear And Necktie; Trousers And Shirts; Cultural Lens; Office Etiquette: Work Space Etiquette, Cultural Lens, Doors, Elevators, And Escalators; Gender Bender: Cultural LensBusiness Meals: A Good Host: Culture Lens; Good Guests: Culture Lens; Seating And Serving: Culture Lens; Utensils; American Style and European Style; Reading the Placement of Silverware: Culture LensTable Manners: Culture LensSpecial FoodsBuffets and Cocktails: At the Bar; Passed Tray Food Service; Buffet TableWining Etiquette: Drinking Rules; Wines and Cocktails; Serving Wine; Toasting: Culture LensGifting In Business: Business Gifts; Culture LensTravelling: Airport and Hotels; Air Travel; Hotels

SECTION – B: ORAL COMMUNICATION

SESSION 1 Introduction To Business Presentation

SESSION 2 Presentaion 1 (5 Mins) + Feedback

SESSION 3 Communication Activity by Faculty

SESSION 4 Presentation 2 (10 Mins) + Feedback

SESSION 5 Communication Activity by faculty

SESSION 6 Group Activities / Management Games

SESSION 7 Presentation 3 (15 Mins) + Feedback

SESSION 8 Resume writing ex

SESSION 9 Presentation 4 (30 Mins)* (Video-recording)


SESSION 10 Individual Feedback session

(IMP: Each session shall be for 2 hours)* To be judged by a 3-member panel consisting of : Excom Faculty, Senior Excom Faculty & SMG representative(Excom Faculty to give student based feedback, Senior Excom Faculty to assess performance of Excom Faculty & SMG representative to provide Placeability Index to students)

MOST IMPORTANT: Every student to be given a CD with recordings of their performances (refer the sessions above that need to be recorded) from trimester I – II to showcase their transformation as a speaker. A personalized written feedback for every student also needs to be documented along with the CD and should be given to the students by the end of Trimester II.

ESSENTIAL TEXT (FOR WRITTEN COMMUNICATION) LEHMAN, DUFRENCE, SINHA: BCOM- A South Asian Perspective (Cengage

Learning:2011) Chs. 6,7,8,9,13,14,15,16

IMPORTANT NOTES The faculty may like to exercise his own discretion to ask the students to learn certain

topics (from written communication section) on a self learning basis. Or, else, the written communication and practical exercises can be combined.

The University will hold examination on Written Communication The oral communication session plan has been finalized by Prof. Rajita Chaudhuri. If

the Excom faculties have any queries regarding it they should contact Mr. Shoib Ahmad for any clarifications, and not Mr. Charanpal Singh

BUSINESS STATISTICS



UNIT 1. BUSINESS STATISTICS - WHAT AND WHY?

INTRODUCTION Definition of statistics Five stages of statistical investigation

- Collection - Organization - Presentation - Analysis - Interpretation

Functions of statistics Limitations of statistics

COLLECTION OF DATA Primary data: use and problems Secondary data: use and problems Internal data Points to be kept in mind while designing questionnaires Designing a questionnaire Points to be kept in mind while using secondary data

PRESENTATION OF DATA Classification of Data Frequency Distribution Exclusive Vs. Inclusive Method Tabulation of Data Types of Tables Bar Diagrams, Pie Charts Types of Graphs Histogram, OGIVE Curve

UNIT 2. MEASURES OF CENTRAL TENDENCY AND VARIATION

CENTRAL TENDENCY Objectives Of Averaging Arithmetic Mean - (Grouped And Ungrouped) – Combined mean

- Direct Method- Short Cut Method

Mode- Direct Method- Short Cut Method

Which Average to Use? When? General Limitations of an Average Median


VARIATION Introduction Significance of Measuring Variation Methods of Variation

- Absolute vs. Relative (coefficient) measures of variation Range & Coeff. of range Average deviation (grouped; ungrouped) & its coefficient Standard deviation & its coefficient, combined Standard Deviation and properties Which measure of variation to use?

UNIT 3. CORRELATION AND REGRESSION ANALYSIS

CORRELATION Significance of studying Correlation Correlation and Causation Types of Correlation Methods of studying Correlation

- Scatter diagram method- Karl Pearson’s coefficient of Correlation (ungrouped & bivariate distribution)

Properties of Correlation

REGRESSION Difference between correlation & regressions Regression lines Regression equations Regression coefficients

- Methods of studying regression coefficient (ungrouped)- Method of least squares- Method of deviation taken from actual mean- Method of deviation taken from assured mean

Bivariate distribution Properties of regression coefficients

UNIT 4. PROBABILITY DISTRIBUTION

Normal distribution Practical uses of normal distribution Area relationship under normal distribution Applications of the normal distribution Reading Z- table

UNIT 5. SAMPLING AND SAMPLING DISTRIBUTIONS

Purpose of Sampling Principles of sampling Principle of statistical regularity Principle of inertia of large numbers Sampling distribution


- Sampling distribution of the mean- Sampling distribution of the difference between two means- Sampling distribution of proportions- Sampling distribution of the difference of two proportions

Central limit theorem Relationship between population, sample and sampling distributions

RECOMMENDED BOOKSRICHARD LEVIN / DAVID S RUBIN: Statistics For Management (by) (Seventh Edition – Pearson Education)S P GUPTA AND M P GUPTA: Business Statistics (S Chand & Sons)NABENDU PAL: Statistics - Concepts And Applications, Prentice Hall of IndiaM.R. SPIEGEL AND LARRY J. STEPHENS: Statistics, Tata Mc. Graw Hill Edition.M.R. SPIEGEL AND LARRY J. SCHILLER AND R.ALU SRINIVASAN: Probability and Statistics, Tata Mc. Graw Hill Edition.

MANAGEMENT INFORMATION SYSTEM & KM

COURSE DURATION: 30 HRS PER SEMESTERCOURSE CREDITS: 03

SECTION-A: MANAGEMENT INFORMATION SYSTEM


(WEIGHTAGE: 10 HRS)

1. CONCEPT, ROLE AND COMPONENTS OF MIS Concept of Information System and Information flow; Role and importance of

information systems in management process; Strategic role of I.T. in M.I.S ; Information systems for competitive advantage

Components of MIS: Design and maintenance of M.I.S and Decision support systems ;Development and implementation of MIS :Systems analysis and design ;Alternative application developments, financing issues (basic idea)

BPR: Concept; Role of I.T. for BPR ERP: Meaning; Importance; Applications; Enterprise management systems (basic

idea Only) 2. INFORMATION SYSTEM: THE HARDWARE & THE SOFTWARE

Computer: Machine, types and components Hardware Standards: Acquisition of hardware :Selection criteria and other

considerations Information System - The Software:

- Programming :Meaning, types; Programming languages- Systems and application soft wares- Processing of information

3. DBMS Data Hierarchy: Field, record, file, database; Models and main components of

DBMS ; RDBMS; Processing through DBMS

4. APPLICATIONS OF MIS Applications in Functional Areas: Manufacturing, production, materials, personnel,

finance, marketing, etc.

(Note: The faculty must deal with this section specifically; the end term examination will have applications based questions)

SECTION-B: KNOWLEDGE MANAGEMENT(WEIGHTAGE: 10 HRS)

5. BASICS OF KNOWLEDGE MANAGEMENT Concept: Data, information and knowledge; Knowledge types; Knowledge cycle;

Benefits

6. KNOWLEDGE MANAGEMENT: STRATEGIC DIMENSIONS Knowledge Value Proposition; Capturing knowledge ;Using

knowledge ;Leveraging knowledge ;Capital for competitive advantage Creation and codification of knowledge; Architecture of knowledge systems

7. KNOWLEDGE MANAGEMENT AND TECHNOLOGY SUPPORT Role of I T in Knowledge Management Data Capturing, Mining and Warehousing; Processing and sharing of knowledge

using I T


8. LEARNING ORGANISATIONS Concept of a Learning Organization and Relevance of KM

(Note: The paper will be taught with the help of Indian case studies using KM successfully, both from manufacturing and service sector. End term examination paper will have case based questions.)

ESSENTAL TEXTS AVADH GHAZIRI: Knowledge Management (Pearson Education) LAUDON AND LAUDON: Management Information System (Pearson Education) MARY SUMMER & ROBERT SCHULTHEIS: MIS – A Managers View (TMH:

Latest Edition)

IMPORTANT NOTES The paper will be applications oriented, and not merely conceptual in nature. The end term examination will have 3 sections. Section-A will have two questions,

Q1 (case study) and Q2 (Definitions), both of which shall have to compulsorily answered. Section-B will contain 3 questions from MIS section; the student will select any 2 for answering. Finally, Section –C will contain 2 questions out of which a student will answer 1 question. Thus the paper will have 1+1+3+2 (=7) questions out of which the student shall answer 1+1+2+1 (=5) questions.

NATIONAL ECONOMIC PLANNING


NEP-I: DEVELOPMEMT IN INDIAN ECOOMY

1. LOGIC OF PLANNING IN INDIA1.1 Evolution of planning


1.2 Structural constraints and development strategy1.3 Role of state visualized in 1950s1.4 Evolution of strategy over the planning period: 1950’s till date: Changing perceptions.

2. DEVELOPMENT OF INDIAN ECONOMY2.1 Economic development and underdevelopment: Basic concepts2.2 Human development2.3 Ecological environment and development: Concept of sustainable development2.4 Indian Economy on the threshold of independence2.5 Indian economy today2.6 Explicit and implicit costs of economic growth: Illusion of rising prosperity and the Americans of India

3. INSTITUTIONAL SETUP FOR ECONOMIC DEVELOPMENT3.1 Role-positive and negative-of the state in economic development3.2 Role-positive and negative-of capitalism/market model in economic development3.3 Democracy, power groups, and the inherit iniquitous world under market capitalism3.4 Reforms needed in capitalism3.5 Politics vs. social development, dynastic politics, democracy; The 3 pillars of corruption-politicians, bureaucrats and the crony capitalists(All lectures should have reference to Chapter 1 of the book THE GREAT INDIAN DREAM by M.K. Chaudhuri and Prof. Arindam Chaudhuri)

4. CONCEPT OF ALTERNATIVE PLANNING AND HAPPY CAPITALISM4.1 Double digit growth and lifestyle parity4.2 Theory of production of skills by Means of Skills4.3 Superiority of Planned Economies 4.4 Happy Capitalism-Theory of survival of Weakest, Trickle up Theory and Law of increasing Marginal Utility

5. THE GREAT INDIAN DREAM-the Road Ahead5.1 Philosophical and Economic basis for the India of our dreams5.2 Spirit of entrepreneurship and patriotism5.3 India after 25 years- a Vision Statement

ESSENTIAL TEXTS: ARINDAM CHAUDHURI: Planning India. Complete Book MK CHAUDHURI & ARINDAM CHAUDHURI: The Great Indian Dream

(Vikas) Complete Book AMIT BHADURI: Growth with Dignity TODARO & SIMTH: Economic Development (Pearson: Latest edition) only

relevant chapters UMA KAPILA: Indian Economy since Independence (Academic Foundation: Latest

edition) only relevant chapters

IMPORTANT NOTE:


NEP course is now a three credit paper where the examination will comprise written paper as well as presentation based. The faculty shall follow the same format as was followed earlier

The written examination will be based on topics listed for NEP-I

NATIONAL ECONIMC PLANNING(NEP-II: CONTEMPORY ISSUES IN ECONOMICS)

BROAD TOPICS TO BE COVERED UNDER NEP-II1. Corruption is morally bad, but economically beneficial for a nation’s prosperity2. Is the Constitution of India obsolete?3. The loss due to pandemics and disasters are more because of a policy failure than natural reasons4. Financial crisis is a man-made catastrophe5. Is China the new crony capitalist of the East?6. Democracy is more theoretical, practically it spells disaster

READING LIST:The following is only a tentatively suggested reference material list. The students are encouraged to go beyond it and enrich the list by hunting for their own material.

1. Corruption is morally bad, but economically beneficial for a nation’s prosperity1. http://ravi-k-r.sulekha.com/blog/post/2007/11/why-not-legalise-corruption.htm2. http://blogs.timesofindia.indiatimes.com/outside-in/entry/legalizing-corruption3. http://ibnlive.in.com/news/make-bribe-giving-legal-narayana-murthy/169040-3.html4. ac.aua.am/yelena_vardanyan/Web/flesh/.../UNPAN000533.pdf5. http://economistsview.typepad.com/economistsview/2006/06/does_corruption.html6. http://www.imf.org/external/pubs/ft/issues6/7. http://www.u4.no/helpdesk/helpdesk/query.cfm?id=44

2. Is the Constitution of India obsolete?1. http://www.bloggersbase.com/politics-and-opinions/is-our-constitution-out-dated-

and-obsolete/2. http://www.sanghparivar.org/blog/dr-k-prabhakar-rao/constitution-needs-overhaul3. http://www.outlookindia.com/article.aspx?2339264. http://desicritics.org/2006/06/05/021232.php5. http://dearsonu.wordpress.com/2011/03/25/iipm-prof-arindam-chaudhuri-on-

supreme-court-should-ban-the-sedition-law-which-is-not-only-archaic-but-also-discriminatory-and-antidemocratic/

6. http://www.expressbuzzblogs.com/post/2010/01/11/How-can-we-fix-our-archaic-laws.aspx

7. http://www.thehindubusinessline.com/industry-and-economy/economy/article1553426.ece

8. http://mitukhurana.wordpress.com/2011/02/09/divorce-on-the-rise-in-india-but-archaic-laws-leave-women-cast-aside/

9. http://articles.timesofindia.indiatimes.com/2010-11-11/mumbai/28254251_1_housing-societies-archaic-laws-elevator-technology

3. The loss due to pandemics and disasters are more because of a policy failure than natural reasons

1. http://www.progressivereform.org/Katrina.cfm


2. http://businessdayonline.com/NG/index.php/analysis/columnists/24934-flood-policy-failure-in-disaster-management

3. www.cato.org/pubs/regulation/regv23n1/harrington.pdf4. http://www.foreignaffairs.com/articles/66494/alastair-smith-and-alejandro-quiroz-

flores/disaster-politics5. http://harvardmagazine.com/2004/03/the-politics-of-disaster.html6. http://www.nytimes.com/2005/09/15/business/15scene.html?pagewanted=all7. http://www.fao.org/docrep/006/y5117e/y5117e05.htm

4. Financial crisis is a man-made catastrophe1. www.youtube.com/watch?v=O21rXvJAXrQ2. http://www.telegraph.co.uk/finance/financialcrisis/3187467/Financial-crisis-is-man-

made-catastrophe-says-World-Bank-chief.html3. http://www.telegraph.co.uk/finance/comment/jeremy-warner/8417033/Dereliction-of-

the-Big-Four-blamed-for-financial-crisis.html4. http://www.guardian.co.uk/business/2009/jan/26/road-ruin-recession-individuals-

economy5. http://www.hindu.com/2009/09/15/stories/2009091558000200.htm6. http://blogs.law.harvard.edu/corpgov/2011/06/08/preventing-the-next-financial-crisis/7. http://www.ijesar.org/docs/volume2_issue1/financial_crisis.pdf8. http://www.nytimes.com/roomfordebate/2011/09/12/will-culture-clash-splinter-the-

european-union/part-of-the-blame-game-in-a-financial-crisis9. http://www.guardian.co.uk/commentisfree/2009/sep/05/lehman-brothers-banks-

recession10. http://www.brookings.edu/opinions/2011/0727_debt_debate_galston.aspx11. http://www.spiegel.de/international/world/0,1518,692320,00.html

5. Is China the new crony capitalist of the East?1. http://blogs.reuters.com/columns/2011/05/11/the-china-files-part-3-crony-capitalism/2. http://lonelyconservative.com/2011/09/crony-capitalism-is-alive-and-well-in-china/3. http://www.digitalnpq.org/archive/2005_spring/08_hui.html4. http://www.yiddelenews.com/?p=116445. http://seekingalpha.com/article/177836-china-s-crony-capitalism6. http://c4ss.org/content/58287. http://www.mckinseyquarterly.com/The_road_ahead_for_capitalism_in_China_1782

6. Democracy is more theoretical, practically it spells disaster1. http://www.bongbuzz.net/india-democracy/2. www.youtube.com/watch?v=2vBN2n2k-LI3. http://www.youtube.com/watch?v=5wXaMz8QnrM4. http://narcosphere.narconews.com/story/democracy-doesnt-exist-it-is-made5. http://tomstream.blogspot.com/2011/04/mckinney-says-democracy-doesnt-exist.html6. http://www.freerepublic.com/focus/f-news/2534093/posts7. http://www.newscientist.com/article/mg20627581.400-electoral-dysfunction-why-

democracy-is-always-unfair.html8. http://forum.thatfatatheist.com/topic/9108275/1/9. http://www.abc.net.au/rn/bigideas/stories/2011/3229107.htm10. http://www.electionblackout.com/political-science-doesnt-exist-and-neither-do11. http://www.chomsky.info/interviews/200506--.htm12. http://blog.independent.org/2009/10/27/democracys-most-critical-defect/13. http://www.independent.co.ug/column/opinion/3269-is-electoral-democracy-bad-for-

africa-


14. http://blog.hiddenharmonies.org/2011/03/democracy-does-not-exist-only-an-empty- soapbox/

For any other information about the above topics, Please get in touch with Prof. Sray Agarwal at [email protected] or +91 9818244963

http://blog.hiddenharmonies.org/2011/03/democracy-does-not-exist-only-an-empty-soapbox/

http://blog.hiddenharmonies.org/2011/03/democracy-does-not-exist-only-an-empty-soapbox/

iipm

Documents

wj release

great indian

short cut

graw hill

days sales

human resource

uncertain

news messages