Scheme of Studies: Master of

Science in Management Sciences

(MSMS)
Noon Business School, University of
Sargodha

(Revised Uniform Codes Applicable w.e.f Fall 2019

 Scheme of Studies: Master of Science in Management Sciences (MSMS)

Master of Science in Management Sciences (MSMS)

1. Introduction
The MS Program in Management Sciences is designed primarily for candidates who have a background
in business-related fields and are interested in pursuing research based management studies at a level
beyond 16 years of education. The overall objective of the MS program is to develop management
researchers with the vision, knowledge, creativity and research skills necessary for thorough
understanding of the main features of organizational management and current comprehensive analysis of
management theories and practices. The courses designed for MS program will enhanceresearchers’
understanding of applied innovative learning and teaching practices also. The ability to think beyond the
boundaries underpins the structure and content of our MS program. Moreover, it is a multidimensional
program which intends to prepare graduates not only for academic positions but also for managerial and
administrative roles in business, industry and government institutions on the national and international
levels.

2. Need of New Program

Faculty of Management and Administrative Sciences, University of Sargodha is leader in spreading

quality education in the area of Business and Commerce. The faculty has successfully launched BBA and
MBA programs which has received great appreciation from job market. However, to cater the research
needs of country, to promote research culture andfurther improve the research ranking of faculty
ofManagement and Administration sciences, the former Department of Business Administration planned
to launch Master of Science (MS) program in “Management Sciences”. Universities are light houses of
research to promote innovation and new physical and virtual products via research. The research based
MS program will not only help in enhancing the research culture in the region but will also play role in
exploring new ideas and technique in managing financial and non financial affairs of modern economic
and business sector.

3. Eligibility/Admission criteria

a) At least Sixteen years of relevant education (BBA-Hons/B.Com-Hons/M.Com-16 years/BBS 16

years) with graduation in Business/Commerce with CGPA of at least 2.00/4.00.

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

b) Department will conduct test (Passing % is 50%) of weightage 30% while remaining 70% would
be taken form CGPA of terminal degree to constitute merit. (Subject to revision as per university
admission regulations)

4. Duration of the Program

Minimum 2 Years
Maximum 3 Years

5. Degree Awarding Requirements

a) For award of M.S candidates will need to complete 27 credit hours of course work along with
a minimum of 6 credit hours for research work/thesis.
b) After completion of 24 credit hour course work the Post Graduate Committee (PGC)
committee, comprising at least 5 members will allocate supervisor. PGC will submit name of
supervisors, external examiners and title of research thesis of students for approval of
Advanced Studies and Research Board (AS&RB).
c) Under the supervision each candidate will complete 6 credit hour research thesis.
d) After successfully defending research thesis candidate will be awarded with the degree of MS
in Management Sciences.

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

Noon Business school

University of Sargodha
MSMS (2Years) After 16-Years Business/Commerce Education
Description of the Master of Sciences in Management Sciences Program
Semester Wise Course Breakup
33 Credit Hours

Semester 1st
Credit
Course Code Course Title
Hours
BUSM-540 Advanced Statistics and Econometrics 3 (3-0)
BUSM-541 Management Theory and Practice 3 (3-0)
Elective - I 3 (3-0)
Elective-I I 3 (3-0)
1
12

Semester 2nd
Credit
Course Code Course Title
Hours
BUSM-542 Advanced Research Methods and Designs 3 (3-0)
MSDA-543 Applied Data Analysis 3 (3-0)
Elective-III 3 (3-0)
Elective-IV 3 (3-0)
12

Semester 3rd
Credit
Course Code Course Title
Hours
Elective -V 3 (3-0)
3

Semester 4th
Credit
Course Code Course Title
Hours
Research Thesis 6 (6-0)
6
Research Thesis 6 Credit Hours after 2nd Semester: Evaluated by External Examiner

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

Specializations:
Human Resource Management

Course Code Course Title Credit Hours

BUSM544 Advance Studies in Organization Theory and Behavior 3 (3-0)
BUSM 545 Career Planning and Management 3 (3-0)
BUSM 546 Leadership and Change Management 3 (3-0)
BUSM 547 International Human Resource Management 3 (3-0)
BUSM 548 Advances in Performance& Appraisal Management 3 (3-0)
BUSM 549 Scale Development and Validation 3 (3-0)
BUSM 550 Strategic Business Management 3 (3-0)

Finance

Course Code Course Title Credit Hours

BUSM 551 Advance Financial Management and Policy 3 (3-0)
BUSM 552 Advance Financial Instruments & Markets 3 (3-0)
BUSM 553 Portfolio Theories and Investment Analysis 3 (3-0)
BUSM 554 Advance Risk Management 3 (3-0)
BUSM 556 Seminar in Finance 3 (3-0)
BUSM 557 International Finance 3 (3-0)
BUSM 558 Financial Modeling and Forecasting 3 (3-0)
BUSM 559 Strategic Financial Management 3 (3-0)

Marketing

Course Code Course Title Credit Hours

BUSM 560 Seminar in Marketing 3 (3-0)
BUSM 561 Services Marketing 3 (3-0)
BUSM 562 Product & Brand Management 3 (3-0)
BUSM 563 Consumer Behavior 3 (3-0)
BUSM 564 International and Export Marketing 3 (3-0)
BUSM 565 Integrated Marketing Communications 3 (3-0)
BUSM 566 Industrial and Agricultural Marketing 3 (3-0)
BUSM 567 Strategic Marketing 3 (3-0)

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

Detail Course Outline

1ST SEMESTER

Advance Statistics and Econometrics

Course Objectives

The objective of this course is to prepare the first year graduate students for the study of
econometrics, by providing a rigorous introduction to mathematical statistics, and the classical
multivariate linear regression model. Each week a number of exercises from the text books will
be assigned as homework

Course Contents

1. Introduction to probability
The concept of Probability, Events as Sets, The axioms of Probability, Objective and
Subjective Interpretation of Probability, Counting Rule, Relationship Involving Binomial
Coefficients, Conditional Probability, Ration of Probability as Strength of Evidence,
Bayes Theorem, Independence of events, How to plot frequency vector and Probability
Vector.
2. Random Variables and Distributions
Notation, Definition and Characterization of Random Variable, Independence of random
variables, Binomial Distribution, The hyper geometric Probability Distribution, The
Poisson Distribution, The exponential distribution, Gamma Distribution, Uniform
Distribution, Normal Distribution, chi square distribution, log normal distribution, t-
distribution.
3. Multivariate Distributions
Definition of multivariate normal, special case bivariate normal, multivariate standard
normal in higher dimensions.
4. Hypothesis testing
Statistical inference, Sampling and Sampling distribution, Estimation using normal
distribution, Testing Hypothesis about population mean, Analysis of Variance (ANOVA),
5. Classical Linear regression model: Assumptions and Applications
6. Multiple regression model
Sample mean as estimator of the location parameter, Intuition of least square estimation,
The likelihood principle, Intuition of maximum likelihood estimation, Variance
estimation and degrees of freedom.
7. Estimation Principles and Classifications of Estimators

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

Asymptotic or large sample properties of estimators, small sample properties, comparison

unbiasedness consistency, BLUE and the Gauss Markov Theorem, Method of Moments
estimators.
8. Hypothesis testing with multiple regression
Duality between significance test and confidence region, Likelihood ration test, The runs
test, Pearson’s goodness of fit test, Permutation tests, the wald, likelihood ratio test.
9. General Principles of Econometric Modeling
Mean Variance Analysis in Linear Model, Correlation coefficient and associated least
square problems
10. Simultaneous Equations and Time Series Econometric
Simultaneous equation modeling, identification, indirect least squre, two stage least
square, ARMA process, identification of ARMA, testing stationary and unit root test, co
integration and error correction, Causality.

Recommended Text:

 W. Greene, Econometric Analysis (Latest Edition), Macmillan

 Prem S. Mann, Introductory Statistics, 5th Edition
 DamodarGujrati, Fundamentals of Ecnometrics (5th Edition)

Management Theory and Practice

Course Objectives

This course will serve as an introduction to Management Theory, Science and Practice. Weshall
attempt to organize and present, in a practical way, the fundamental knowledge underlyingthe art
and science of management. What is said in this course is intended to apply to managers at
every level in every kind of organization or enterprise. The students will study management by
examiningthe basic functions of a manager - planning, organizing, controlling and leading - from
a formal ortechnical point of view but using practical examples.

Course Contents
The organizational and managerial environment
 Organizations and Organizational Effectiveness. Stakeholders, Managers, and Ethics. Managing
in a Changing Global Environment.
Organizational design in management
 Basic Challenges of Organizational Design, Designing Organizational Structure:
Authority and Control. Designing Organizational Structure: Specialization and
Coordination. Creating and Managing Organizational Culture. Organizational Design

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

and Strategy in a Changing Global Environment. Organizational Design, Competences

and Technology.
Organizational change management
 Types and forms of Organizational Change. Organizational Transformation: Birth
Growth, Decline, and Death. Decision Making, Learning, Knowledge Management, and
Information Technology. Innovation, Intrapreneurship and Creativity. Managing
conflict, Power and Politics

Recommended Text
The module will draw from a diverse range of sources and as such no individual text will suffice.
However, the following text will provide a useful nucleus for the module:
 Johnson, G., K. Scholes and R. Whittington (2011). Exploring Corporate Strategy: Text
and Cases. 8th edn. Prentice Hall.
 Williams, C., Kondra, A., and Vibert, C. Management, 1stCanadiain Edition, Thomson
Publishing, 2004.

ELECTIVE – I
ELECTIVE – II

2ND SEMESTER

Advanced Research Methods and Designs

Objectives

After studying the course, the students will be able to:

 Conduct research in Management Sciences and other interdisciplinary topics.

 Think scientifically towards the solutions of research problems in Management Sciences.
 Respect the ethics of research in Management Sciences.
 Differentiate the concepts and use of qualitative and quantitative research methodologies in
Management Sciences.
 Understand, distinguish and apply various types of research methods and designs in
‘Management Sciences Research’.
 Understand and conduct mixed-methods research in Management Sciences.
 Understand and apply different types of sampling designs.
 Develop different kinds of research instruments addressing practical problems in Management
Sciences.

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 Scheme of Studies: Master of Science in Management Sciences (MSMS)

 Develop quality research proposals in the areas of their interests.

 Write a good research report and evaluate those of others.

Course Contents
 Introduction to Nature Research in Management Sciences
 Why should we study research?
 The need and importance of research in management sciences (Examples of management
concerns, problems and issues that need research)
 Epistemology of Management Research (Ways of Knowing or Sources of Knowledge):
 Ontology of research in management sciences --- Its Nature and Types:
 An Overview of the Research Process
 Main activities involved in Research Process
 Sequence of general activities performed while conducting research:
 Axiology (Values and Ethics) of Research in Management Sciences:
 Identifying, Developing and Stating Research Problems and Questions
 Selecting Variables, Formation of Hypotheses and Developing Research Model
Types of Variables:
 Classification based on nature measurement:
 Classification based on level of measurement:
 Classification based on Association/Inter-relationships of variables:
Research Hypotheses
 Stating a Research Hypothesis
 Types of research hypotheses:
 Relationship of hypotheses with Statement of Research Problem
 Developing Research Hypotheses with Rationale (Appropriate Support from the
Literature)
 Building Theoretical/Conceptual Framework of the Study through Literature
Review
 Sampling Theory and Designs
 Instrumentation --- Measurement and Data Collection
 Internal Validity, Generalizability and Reliability of Research
 Quantitative Research Methods and Designs
I. Research Design in Quantitative Research:
II. Survey (or Ex-Post-Facto) Research:
III. Correlational Research:
IV. Causal Comparative Research:
V. Single-Subject (or Case Study ) Research:
VI. Experimental Research:
 Qualitative Research Methods and Designs
I. Research Design in Qualitative Research:
II. Historical Research:
III. Ethnographic Research:

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IV. Content Analysis:

 Action Research – Research by Management Practitioners
 Mixed, Modeling and Delphi Methods of Research
I. Mixed methods of research:
II. Modeling-based methods of research
III. Delphi methods of Research
 Preparing and Evaluating Research Proposals and Reports
 Research Proposal: Meaning and Concept
 Research Report: Meaning and Concept
 Evaluating research proposals and reports
Recommended Text Books:
Creswell, J.W. (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches.
London: Sage Publications.
Eriksson, P. and Kovalainen, A. (2008).Qualitative Methods in Business Research. London: SAGE
Publications Ltd.
Field, A. and Hole G. (2007). How to design and report experiments. London: Sage Publications.
Fowler, Jr. F.J. (2008).Survey Research Methods.London: Sage Publications, Inc.
Groves, R.M. et al (2009). Survey Methodology (Wiley Series in Survey Methodology), NY: Wiley Int.
Inc.
Kerlinger, F.N. and Lee, H.B. (2008).Foundations of Behavioral Research. NY: Wadsworth Publishing.
Malhotra, N. K. (2002). Basic Marketing Research: Application to Contemporary Issues with SPSS
10.0. NY: Prentice-Hall, Inc.
Malhotra, N. K. Birks, D. and Wills, P. (2012).Marketing Research: An Applied Orientation. NY:
Prentice-Hall, Inc.
Wiersma, W. et al (2009). Research methods in education: An introduction. Boston: Allyn and Bacon.
Zikmund, W.G. (2008). Business research methods. NY: Thomson/South-Western.

Applied Data Analysis

(Bring Data to Life)

Introduction:

Important decisions and products we use every day are often based on Univariate analysis that does not
necessarily tell the full story or might not even be accurate. Most people have heard of the mean, median,
standard deviation, normal distribution etc. These are univariate or classical statistics which can be useful,
but are limited by only looking at one variable at a time. In reality, there’s often more than one variable
involved, so univariate analysis can lead to the wrong conclusions. It is often necessary to sample,
observe, study or measure more than one variable simultaneously to understand a process or any set of
samples with numerous measurements. So because most of the problems in the world are multivariate in

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nature - meaning that there are many variables that contribute to them. Hence we need multivariate
approach to study such phenomena in the real world. The Multivariate Analysis is a tool to find patterns
and relationships between several variables simultaneously.

This course entitled “Applied Multivariate Data Analysis” is designed to provide the students an
introduction to the principles of multivariate analysis, some broad applications for this technology, how it
differs from classical (univariate and bivariate) statistics and an overview of various applications of
common multivariate models in management sciences.

Course Content

Introduction to Univariate, Bivariate and Multivariate Statistics:

 Univariate statistics e.g., z-tests/z-score
 Bivariate Statistics:
 Multivariate Statistics: Why?
 Research Questions and Associated Techniques
 Some Further Comparisons
 A Decision Tree
 Preliminary Check of the Data Hypothesis Testing
Data Cleaning --- Pre-processing, Screening and Testing Assumptions:
 Important Issues in Data Screening.
 Accuracy of Data File.
 Missing Data: Missing Value Analysis (MVA)
 Testing Assumptions of Multivariate Statistics
 A Checklist and Some Practical Recommendation.
 Complete Examples of Data Screening.
 Screening Ungrouped Data.
 Screening Grouped Data.
 Complete Practical Data Case No. 1 for Students
Data Reduction through Factor/Principal Component Analysis:
 General Purpose and Description.
 Kinds of Research Questions.
 Limitations of factor analysis.
 Theoretical Issues in factor analysis.
 Practical Issues in factor analysis.
 Fundamental Equations for Factor Analysis.
 Major Types of Factor Analysis.
 Factor Extraction Techniques.
 Factor Rotation: Rotations Methods.
 Some Important Issues.
 Complete Example of FA.

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Multiple Linear Regression Analysis:

 General Purpose and Description
 Kinds of Research Questions
 Limitations of Regression Analyses
 Fundamental Equations for Multiple Regression
 Major Types of Multiple Regression
 Some Important Issues.
 Complete Examples of Regression Analysis
 Moderation through Multiple Regression
 Mediation through Multiple Regression
 Complete Practical Data Case No. 3 for Students
Introduction to Time Series Analysis:
 General Purpose and Description
 Kinds of Research Questions Addressed
 Assumptions of Time-Series Analysis
 Fundamental Equations for Time-Series ARIMA Models
 Types of Time-Series Analyses
 Adding Continuous Variables
 Some Important Issues in time series analysis
 Complete Example of a Time-Series Analysis
 Evaluation of Assumptions
 Baseline Model Identification and Estimation
 Checklist for ARIMA Intervention Analysis
 Complete Practical Data Case No. 4 for Students
Multilevel Linear Modeling (MLM) or Hierarchical Linear Modeling (HLM):
 General Purpose and Description
 Kinds of Research Questions
 Limitations to Multilevel Linear Modelling
 Fundamental Equations
 Types of MLM
 Some Important Issues
 Complete Example of MLM
 Comparison of Programs
 Complete Practical Data Case No. 5 for Students
Multiple Discriminant Analysis and Logistic Regression:
 Discriminant Analysis
 Logistic Regression
Multivariate Analysis Variance (MANOVA) and Covariance (MANCOVA):

 Analysis of Covariance
 Multivariate Analysis of Variance and Covariance
Cluster Analysis in Business Research:
Multidimensional Scaling (MDS) in Business Research:

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Canonical Correlation Analysis

Introduction to Structural Equation Modeling (SEM) _ I – Path Models:
Structural Equation Modeling_ II – Structural Regression Models:
Data Analysis in Qualitative Research:
 Analysis of data in the field:
 Analysis after data collection:
 Data displays etc
 Mechanics of working with data
 Using a computer for analysis
Recommended Text Books

Aiken, L. S. and West, S. G. (1991). Multiple Regression: Testing and Interpreting Interactions. Newbury
Park: Sage.
Field, A. (2010). Discovering Statistics Using SPSS. 3rd Ed. London: Sage Publications Ltd.
Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (2009).Multivariate Data Analysis. New
Jersey: Prentice-Hall.
Kline, R. B. (2011). Principles and practice of structural equation modeling. NY: The Guilford Press.
Tabachnick, B. G., &Fidell, L. S. (2012).Using multivariate statistics. Boston: Allyn& Bacon.

ELECTIVE – III
ELECTIVE - IV

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SPECIALIZATIONS

HUMAN RESOURCE MANAGEMENT (HRM)

Advance Studies in Organization Theory and Behavior

Objectives:
o Understand advance concepts in organization theory and behaviour
o Apply advance concepts in organization theory and behaviourin real settings
o Know and comprehend the latest research in the field of organization theory and behaviour
o Design and conduct practical research in the field of organization theory and behaviour
o Comprehend the psychological underpinnings of the organization theory and behaviour

Course Content

Unit 1: Introduction to Organizations and OT

Unit 2: Designing organizations for the international environment
Unit 3: Fundamentals of Organization Structure
Unit 4: Organizational Culture and Ethical Values
Unit 5: Manufacturing and Service Technologies
Unit 6: Decision-making process
Unit 7: Conflict, Power and Politics
Unit 8: Organization Size, Life cycle and decline
Unit 9: Innovation and Change
Unit 10: Managing Diversity: Releasing Every Employee's Potential
Unit 11: Organizational Culture, Socialization, and Mentoring
Unit 12: International OB: Managing across Cultures
Unit 13:Individual Behavior in Organizations
Unit 14:Group and Social Processes in the organization – Group Dynamics, Teamwork, and conflicts

Unit 15:Organizational Processes: leadership, change, communication and politics

Recommended Text Books

Daft, R.L.; Murphy, J. and Willmott, H. (2010).Organization theory and design. NY: Cengage
Publishing EMEA.

Kreitner, R. and Kinicki, A. (2009).Organizational behavior. NY: McGraw-Hill, Inc.

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Career Planning and Management

Career Development is a process where employees strategically explore, plan, and create their future at
work by designing a personal learning plan to achieve their potential and fulfil the organization's learning,
seeking opportunities, taking risks, and finding ways to contribute to the organization in a productive and
motivated fashion. This course is designed to help employees take responsibility for their careers by
offering courses in career Planning (CP) and management and. It will serve the employees in conducting
individual assessments and establishing a professional career development plan that helps them reach
their full potential and fulfil the organization's mission.

Course Content

Unit 1: Career: Concept, meaning and importance

Unit 2: Career Theories and Models
Unit 3: Fundamentals of career planning
Unit 4: Career management
Unit 5: Individual-based career planning and management
Unit 6: Organization-based career planning and management
Unit 7: Career planning and management strategies
Unit 8: Career anchor theory
Unit 9: Protean career theory
Unit 10: Boundaryless careers

Recommended Text Books

Baruch, Y. (2004). Managing careers theory and practice. London: Prentice Hall.
Arthur, M. B., & Rousseau, D. M. (1996). A career lexicon for the 21st century. Academy of
Management Executive, 10(4), 28-39.
Arthur, M. B., Inkson, K., & Pringle, J. K. (1999).The new careers; Individual action and economic
change. London: Sage.
Arthur, M. B., Hall, D. T., & Lawrence, B. S. (1989).Generating new directions in career theory: the case
for a transdisciplinary approach.In M. B. Arthur, D. T. Hall & B. S. Lawrence (Eds.), Handbook
of career theory (pp. 7-25). Cambridge: Cambridge University Press.
Arnold, J. (1997). Managing careers into the 21st century: Paul Chapman Publishing.
Derr, C. B. (1986). Managing the new careerists. San Francisco: Jossey Bass.
Hall, D. T. (1996). Protean careers of the 21st century. Academy of Management Executive, 10(4), 8-16.
Hall, D. T., &Mirvis, P. H. (1995). The new career contract: Developing the whole person at midlife and
beyond. Journal of Vocational Behavior, 47, 269-289.
Hall, D. T., & Moss, J. E. (1998). The new protean career contract: Helping organizations and employees
adapt. Organizational Dynamics, Winter, 22-37.

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Leadership and Change Management

Leadership and change are two hot topics in the business studies and any MS program in management
sciences cannot ignore the importance and relevance of these topics. This course, therefore, is designed to
address the role of leadership in managing a successful business. It also addresses the issues related to
how leaders can manage change in modern enterprises present in a highly turbulent environment where
change is regarded as the only constant factor.

Objectives:

I. After studying this course the students would be able to:

II. Know and understand the key concepts of leadership.
III. Comprehend various roles, functions and characteristics of leadership in the modern enterprises.
IV. Appreciate the role of leadership in making a business successful by formulating and executing
the strategies.
V. Understand the basic concepts and dynamics of bringing and managing change in the
organization.
VI. Appreciate the role of leadership in managing the organizational change.

Course Content
In this course, the following articles published in Harvard Business Review (HBR) will be discussed
along with some case studies related to Leadership and Change Management. The authors of each article
are given next to the title of each article below.
1. What Makes a Leader?
Daniel Goleman
2. What Makes an Effective Executive?
Peter F. Drucker
3. What Leaders Really Do?
John P. Kotter
4. The Work of Leadership
Ronald A. Heifetz and Donald L. Laurie
5. Why Should Anyone Be Led by You?
Robert Goffee and Gareth Jones
6. Crucibles of Leadership
Warren G. Bennis and Robert J. Thomas
7. Level 5 Leadership
Jim Collins
8. Seven Transformations of Leadership
David Rooke and William R. Torbert
9. Discovering Your Authentic Leadership

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Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer

10. In Praise of the Incomplete Leader
Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge
11. Leadership That Gets Results
Daniel Goleman
12. Leading Change: Why Transformation Efforts Fail?
John P. Kotter
13. Change through Persuasion
J. David A. Garvin and Michael A. Roberto
14. Leading Change When Business Is Good: An Interview with Samuel J. Palmisano
Paul Hemp and Thomas A. Stewart
15. Radical Change: The Quiet Way
Debra E. Meyerson
16. Tipping Point Leadership
W. Chan Kim and Renée Mauborgne
17. A Survival Guide for Leaders
Ronald A. Heifetz and Marty Linsky
18. The Real Reason People Won’t Change
Robert Kegan and Lisa LaskowLahey
19. Cracking the Code of Change
Michael Beer and NitinNohria
20. The Hard Side of Change Management
Harold L. Sirkin, Perry Keenan, and Alan Jackson
21. Why Change Programs Don’t Produce Change?
Michael Beer, Russell A. Eisenstat, and Bert Spector

Recommended Textbooks and References

Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Leadership. Boston: Harvard
Business School Publishing.
Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Change Management. Boston:
Harvard Business School Publishing.
Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads: The Essentials. Boston: Harvard
Business School Publishing.
Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Managing Yourself. Boston: Harvard
Business School Publishing.
Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Managing People. Boston: Harvard
Business School Publishing.
Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Strategy. Boston: Harvard Business
School Publishing.

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International Human Resource Management

The world of organizations is no longer defined by national boundaries and, hence, HRM isno
longer involved with employees within only one national boundary.Globalization, growing
presence of multinationals with expatriate managers, cross bordermergers and acquisitions and
increasing diversity of workforce demands human resource tobe more sensitive to cross-cultural
issues and understanding of international approaches todealing with people in organizations. The
course seeks to look at HRM in a broader,comparative and international perspective to deal with
complex issues and manifold risks.

Research in international human resource management (IHRM) can be grouped into three
broad approaches:

1. Cross-cultural management approach: Every nation has its own unique sets ofdeep-lying
values and beliefs, and these are reflected in the ways that the societyand the economy operate,
and in the ways that people work and are managed atwork. Human behaviorwithin organizations
is examined from an internationalperspective.

2. HRM in multinational companies: This second approach examines the wayorganizations

manage their human resources across these different nationalcontexts. The implications of the
internationalization process for the HRMactivities, practices and policies of MNCs are analyzed,
especially expatriatemanagement. A key task for organizations which operate across
internationalboundaries is to manage the different stresses of the drive for integration (being
coherent across the world) and differentiation (being adaptive to localenvironments).

3. Comparative human resource management: It is assumed that HRM operatesdifferently in

different institutional environments and, hence, varies from countryto country. In contrast to the
cross-cultural approach, comparative HRM focusesmore on institutional than cultural
differences. HRM systems in various countriesare described, compared and analysed and
patterns of convergence and divergencebetween countries discussed.

Each approach takes a somewhat different view of IHRM, as we will see during the course.
One aim of this course is to let researcher explore the meaning and implications of these three
approaches.
To investigate the following questions:
 How can different attitudes, cultures, religions and habits be managed to achieve best

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business results?
 Which activities undertaken by organizations to effectively utilise its human resources
(e. g. HR planning, staffing, performance management, training & development,
compensation& benefits, labour relations) change when HRM goes international and
how?
 How do institutional, social and market contexts in advanced industrial countries shape
organizations’ HR strategies and policies?

Topics

UNIT I: Introduction and Overview to Human Resource Management

International HRM – An Introduction; Differences between Domestic and International Human
Resource Management; Expanding the Role of HRM in International Firms; Organizational
Context – International HRM Approaches; The Path to Global Status; Mode of Operation; HR
and Expansion Strategies.

UNIT II: International HRM as a Perspective

International Recruitment and Selection; Performance Management; Training & Development;
Compensation

UNIT III: International HRM- Issues and Strategies

Repatriation; Career Anxiety; Devaluing International Experience; Coping with New Role
Demands; Labour Relations

UNIT IV: International HRM- Moving Beyond Models, Challenges and Implications
Managing People in International Context; Human Resource Issues in Multinational
Corporations, HR outsourcing, Diversity management

UNIT V: International HRM- The Paradigm of Cross-Cultural Management

Fundamentals of Culture; Cross-Cultural Perspectives; Cultural Paradox; Concept of National
Culture, Cultural Sensitivity etc.

Suggested Books

West, M.A. (2012) Effective teamwork: practical lessons from organizational research. 3rd
Edition. Chichester: The British Psychological Society/Blackwell.

Brewster, C., Sparrow, P.R., Vernon, C. and Houldsworth, L. (2011) International human
resource management.3rd Edition. London: Chartered Institute of Personnel and Development.
ISBN: 978-1-84398-266-1. 429pp

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Fleetwood, S. &Hesketh, A. (2009) Understanding the Performance of Human Resources,

Cambridge: Cambridge University Press. 270pp.

Budhwar, P. S., Schuler R. S. and Sparrow P.R. (eds.) (2009). Major works in international
human resource management. Volumes 1, 2,3and 4. International HRM: the MNE
perspective. London: Sage Publications. ISBN 978-1-84787-493-1.

Dickmann, M., Brewster, C. and Sparrow, P.R. (eds.) (2008). International human resource
management: a European perspective. London: Routledge. ISBN: 978-0-415-42393-9 322p

Advances in Performance & Appraisal Management

On completion of the course, students will be more able to:

1. Understand the role of Performance Appraisal as part of the performance management

cycle
2. Collect evidence to objectively support performance evaluations
3. Prepare themselves and their team member for the appraisal
4. Confidently conduct a structured and positive performance evaluation which increases
performance
5. Address poor performance with confidence in a constructive way
6. Avoid common errors in evaluation
7. Create an effective and workable plan that aligns work with company objectives

Conceptual Framework of Performance Management & Appraisal System

 Understanding the components of Performance Management Framework and
 related Metrics
 Strategic Management- Strategic assessment, Business environment analysis,competitive
intelligence, communication of strategy, result analysis
 Operational Management- operational planning, resource allocation, setting targets,
monitor measures.
 Financial Management- budgeting, financial performance analysis.
 Risk Management- risk mapping and key risk indicators
 Process Management - process identification, measurement/analytics, continuous
improvement
 Information Management- Identification of KPIs, modeling and data acquisition
 Customer Relationship Management- customer profitability analysis, customer
intelligence etc.

Performance Management Techniques

 Understanding of the techniques and their importance in Enterprise Performance

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Management:
 Benchmarking- comparative analysis of business practices and resulting outcomes
 Balance Score Card- setting up objectives and measurement through metrics
 Value Chain- understanding of all chain of activities and the value gained at each
activity
 Target Costing- profit planning and cost management
 Activity Based Management.- understand cost to improve customers value .
 Lean Management; Process Mapping
 Whole life costing and Lifecycle costing

Importance of IT tools in Performance Management

 Information leads to more efficient monitoring of the business performance drivers
and hence Information management is the key for Performance management and
 Appraisal. Understanding of:
 Data Availability (Capturing relevant data which is interpretable)
 Data Quality (How technology and IT applications are efficient in ensuring
data quality)
 Software tools (Spread sheets to BI applications)
 Different resources of technology: Data Warehouse, Business Intelligence Systems,
 Scorecards and Dashboards, Decision Support Systems, Management Information
 Systems ,OLAP - Online Analytical Processing tools

Performance Appraisal Report

 Deep understanding of the key components of Performance Appraisal Report:
 Capacity Utilization Analysis
 Productivity/Efficiency Analysis
 Utilities/Energy Efficiency Analysis
 Key Costs & Contribution Analysis
 Product/Service Profitability Analysis
 Market/Customer Profitability Analysis
 Working Capital & Inventory Management Analysis
 Manpower Analysis
 Impact of IFRS on the Cost structure, cash flows and profitability.
 Application of Management Accounting tools
 Inventory Analysis
 Input price volatility
 Price Sensitivity Analysis
 Environment, sustainability and CSR analysis
 Risk Mapping Analysis.

Suggested Readings

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Einstein, W. O., &LeMere-Labonte, J. 1989. Performance appraisal: dilemma or desire? Sam

Advanced Management Journal, 54 (2): 26-30.
Monga, M. L. 1983. Management of Performance Appraisal. Bombay: Himalaya Publishing
House.
Oberg, W. 1972. Make performance appraisal relevant. Harvard Business Review, January-
February 1972: 61-67.
Patten, T. H., Jr. 1982. A Manager's Guide to Performance Appraisal. London: Free Press.
Rao, T. V. 1985. Performance Appraisal Theory and Practice. New Delhi: Vikas Publishing
House.
Craig, S. E., Beatty, R. W., & Baird, L. S. 1986.Creating a performance management
system. Training and Development Journal, April: 38-42; May: 74-79.

Scale Development and Validation

Objectives:

 Understand the measurement theory and its application in management sciences

 Comprehend the basic concepts of Instrument development and validation
 Apply practically the basic concepts of Instrument development and validation
 Develop different types of research instruments and validate them
 Determine the psychometric properties of the scales

Course Content

Unit –1: Psychological measurement –Basic concept.

 Measurement in Social Sciences like Management

 Role of mathematic and statistics.
 Validation of standardization of measures.
 Advantages of standardization measures (objectivity, quantification, communication,
economy, of scientific generation)
 Measurement Scales (Nature of variables)
 Types based on level of measurement
 Decision about measurement scales.
 Classifications as measurement
 Recent Trends in measurement
 Traditional Approaches to Scaling.
 Evaluation of Models
 Scaling stimuli versus scaling people
 Psychophysics and Psychophysical Scaling

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 Types of stimuli and responses

 Judgments versus sentiments
 Absolutes versus comparative responses
 Responses versus similarity responses
 Specified versus similarity unspecified
 Methods for Converting Responses to Stimuli Scales.
 Ordinal, interval and Ratio methods
 Deterministic models for Scaling
 Probabilistic models for scaling
Unit –2: Types of Scales/ Measures
 Thurston scales
 Likert scales
 Symantic differential Scales
 Multidimensional scales
 Others types of scales e.g. Bipolar
 Single items vs. multi items scales

Unit –3: Paradigms of Approaches to Scales Development:

 Churchill’s paradigms
 Anderson (1977) and Gerbing’s (1988) paradigms
 Loewenthal’s (1996) Approach
 Eclectic Approach
Unit –4: An Overview of Psychometric Properties of a Scale

 Psychometric properties of a scale

 Internal consistency
 Reliability
 Validity
 Dimensionality
 Stability of dimensionality (factor structure)
 Scale length (No. of items)
 Validation
 Standardization
Unit - 5: Assessment of Scale Reliability and Validity

 Concept of the reliability of a scale

 Sources of error
 Estimate (Cronbach’s alpha) of various scales
 Internal consistency/ coefficient alpha
 Test retest reliability, Split half reliability
 uses of the reliability coefficient
 analysis of various (ANOVA) Approach to reliability
 Generalizability theory

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 Scale validity – Basic concept of general consideration

 Types of validity
 Explication of construct
 Issues concerning validity (Relation among various types, nomenclature / different names and
place of factor analysis).
Unit –6: Constructions of Conversation Measures of Tests: Classical Test Theory.

 Construction of test design for content validation

 Construction of test design for construct validation
 Construction of test design for predictive validation
 Problems of certain testing situations
 Reversing the direction to keying
 Unipolar vs. Bipolar attributes
 Discrimination at a point
 Equi-discriminating tests
 Weighting of items
 Taking adventure of chance
 Special problems in classical test theory
Unit – 6: Psychometric Properties of Scales through Exploratory Factor Analysis (EFA).

 Determining dimensionality or factor structure of a scale

 Determining Stability of a scale
 Determining Construct validity of a scale
 Factor loadings and factor scores
Unit – 7: Psychometric Properties of Scales through Confirmatory Factor Analysis (CFA).

 Confirming dimensionality or factor structure of a scale

 Determining construct reliability of a scale
 Determining construct validity of a scale
 Determining convergent validity of a scale
 Determining Discriminant validity of a scale
Unit – 8: Psychometric Properties of Scales through Item Analysis (Item Response Theory, IRT).

 Determining unidimensionality of a scale

 Determining difficulty index and discriminatory powers of items of a scale
 One , Two, and three parameter models of IRT
 Dichotomous and polytomous models
Unit –9: Steps involved in Developing, Adapting and Validating a Scale.

 Steps proposed by Churchill Jr. (1971)

 Steps proposed by Anderson and Gerbing (1982)
 Steps proposed by Rossitor (2002)
 Steps proposed by Diamentpoulos et al (2005)

Recommended Text Books

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Anastasi, A. (1982). Psychological Testing. New York: Collier Macmillan.

Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social
psychological research: Conceptual, strategic, and statistical considerations. Journal of
Personality and Social Psychology, 51(6), 1173-1182.

Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, pp.
297-334

Cronbach, L. J. (1984). Essentials of Psychological Tests (4th ed.). Cambridge: Harper and Row.

Cronbach, L. J. (1984). Essentials of Psychological Tests (4th ed.). Cambridge: Harper and Row.

Cronbach, L. J., & Meehl, P. E. (1955). Construct validity in psychological tests. Psychological
Bulletin, 52, 281-302.

Cronbach, L. J., & Meehl, P. E. (1955). Construct validity in psychological tests. Psychological
Bulletin, 52, 281-302.

DeVellis, R. F. (1991). Scale Development: Theory and applications. Newbury: Sage Publications.

DeVellis, R. F. (2003). Scale Development: Theory and applications. Newbury: Sage Publications.

Field, A. (2005). Discovering Statistics Using SPSS. 2nd Ed. London: Sage Publications Ltd.

Field, A. (2010). Discovering Statistics Using SPSS. 3rd Ed. London: Sage Publications Ltd.

Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (1998). Multivariate Data Analysis with
readings. New Jersey: Prentice-Hall.

Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (2009). Multivariate Data Analysis.
New Jersey: Prentice-Hall.

Kline, P. (1979). Psychometrics and psychology. London, Academic Press.

Kline, P. (1993). The handbook of psychological testing. London: Routledge.

Kline, P. (1994). An easy guide to factor analysis. London: Routledge.

Kline, R. B. (2011). Principles and practice of structural equation modeling. NY: The Guilford Press.

Nunnally, J. C. (1978). Psychometric Theory. New York: McGraw Hill.

Nunnally, J. C. et al (1995). Psychometric Theory. New York: McGraw Hill.

Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics. Boston: Allyn & Bacon.

Tabachnick, B. G., & Fidell, L. S. (2012). Using multivariate statistics. Boston: Allyn & Bacon.

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Strategic Business Management

Introduction:

In this course all functional disciplines are integrated together in an attempt to look at and comprehend
the wholesome business picture. The course is designed to give the basic ideas for the how the company
as a whole is evolving over time. The senior managers should have good vision to shape up the company's
destiny not just by exploiting the emerging opportunities in the surrounding environment, but also
creating its own opportunities. When the market is intensely competitive, the managers must be able to
run the company based on their wholesome integrated view of the company. This requires a constant
monitoring of the company’s external and internal-organizational environment to aware of the dynamics
of the situation. In the environment of intense competition and rapid technological innovation, it is
imperative that managers are fully aware of the dynamics of strategic management and take appropriate &
timely actions to adapt with the changing environment and direct the company responsively and
proactively. This course focuses on strategy, its formulation & its implementation in organizations.

Learning Objectives:

After studying this course the students would be able to:

1. Be aware of the historical development and evolution of the strategy, strategic thinking and
strategic management,
2. Know the classic works of Chankya (Arthshastra), Sun Tzu (The Art of War) and Machiavelli
(The Prince) and their contribution towards the field of strategy in historical, military and state
perspectives,
3. Understand the meanings, need and importance of the concept of strategy, the process of
strategy development, and how it can lead towards a sustainable competitive advantage,
4. Understand the major forces that shape strategy in the modern competitive environment and
how a strategist can get advantage of these forces for a successful business,
5. Comprehend the dynamics of business strategy right from the building of a company’s vision,
inventing and reinventing a company’s business model to the formulation of a good and
successful strategy like blue ocean strategy etc.
6. Understand, apply and appreciate the strategy implementation process by knowing the secrets to
successful strategy execution process,
7. Apply the balanced scorecard as a strategic management system,
8. Transform corner-office strategy to into frontline action,
9. Understand how to turn a great strategy into a great performance for a successful business,

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10. Comprehend and appreciate the principles of making clear strategic decisions and the role of
such clear decisions in enhancing organizational performance.

Unit 1: Historical Development and Evolution of the Strategy

 Form Strategia/Stratagem to Strategy

 Role of military strategists
 Classics of strategy:
o Kautilya Chanakya’s Arthshastra
o Sun Tzu’s The Art of War
o Nicola Machiavelli’s The Prince
 Difference between strategy, planning and policy

Unit 2: Detailed study of Sun Tzu’s “The Art of War”

 Introduction, biography and contributions

 Main ideas of 13 chapters
 Implications for modern business strategy
 Critical appreciation of major philosophies, ideas and strategies proposed

Unit 3: What is strategy?

 Concept and definitions in business setting

 Operational Effectiveness Is Not Strategy
 Strategy Rests on Unique Activities
 History of Japanese Companies and Strategy
 Strategic positioning and sources of strategic positions
 Finding New Positions: The Entrepreneurial Edge
 A Sustainable Strategic Position Requires Trade-offs
 Fit Drives Both Competitive Advantage and Sustainability
 Mapping Activity Systems
 Rediscovering Strategy --- Reconnecting with Strategy
o The Failure to Choose
o The Growth Trap
o Profitable Growth.
o The Role of Leadership
 Implications for modern business strategy

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Unit 4: The Five Competitive Forces That Shape Strategy

 Differences in Industry Profitability

 Industry Analysis in Practice
 Forces That Shape Competition

1. Threat of Entry--New Entrants

Barriers to entry:

I. Supply-side economies of scale.

II. Demand-side benefits of scale
III. Customer switching costs
IV. Capital requirements
V. Incumbency advantages
VI. Unequal access to distribution channels.
VII. Restrictive government policy

Expected retaliation of incumbents

2. The power of suppliers

3. The power of buyers

4. The threat of substitutes

5. Rivalry among existing competitors

 Factors, Not Forces, that Influence Strategy

o Industry growth rate
o Technology and innovation
o Government
o Complementary products and services.
 Changes in Industry Structure
o Shifting threat of new entry
o Changing supplier or buyer power
o Shifting threat of substitution
o New bases of rivalry
 Implications for Strategy
o Positioning the company
o Exploiting industry change
o Shaping industry structure
 Redividing profitability
 Expanding the profit pool

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 Defining the industry

o Defining the Relevant Industry
o Typical Steps in Industry Analysis
o Common Pitfalls
 Competition and Value

Unit 4: Building and analyzing Your Company’s Vision:

 What is the core purpose of the firm;

 What are the core values of the firm;
 What are the Big, Hairy, and Audacious Goals i.e. BHAG(s) of the firm
 Find out the vivid description of the strategic goals of the firm if any;
 Analyze whether the company has a clear vision (and if yes has that vision been properly
articulated and communicated) or a confused one in this regard;
 Finally try to classify your firm as visionary, semi-visionary or an empty muddle on the basis of
your analysis of the vision of your company;
 What can you suggest your company, as a consultant, in this regard?

Unit 5: Studying and Analyzing Your Company’s Business Model:

 Identify the current business model(s) of your firm;

 Analyze whether the current business models are doing well in terms of the components of the
business model as proposed by Johnson, Christensen, and Kagermann (2008) with proper
justification;
 If not, is their any need to revisit and reinvent the business model(s)?
 If a new business model is under consideration, analyze it in terms of the four components of the
business model as proposed by Johnson, Christensen, and Kagermann (2008).
 What can you suggest your company, as a consultant, in this regard?

Unit 6: Studying and Analyzing the Elements of Blue Ocean Innovations in Your Company:

 Analyze your firm in the perspective of Blue Ocean Strategy proposed by Kim and Mauborgne
(2008) and see whether your company has:
 Ever tried or is trying to create a blue ocean for its products or services;
 Done some innovations in products or services to create a blue ocean for itself;

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 Prepare the ERRC Grid (Eliminate, Reduce, Raise and Create Grid) of the products or services of
your company showing clearly how your firm has reduced its costs while also offering its
customers more value.;
 Draw the strategy canvas of your firm’s products or services with reference to the key industry
variables vis-à-vis the key competitors of your firm as proposed by Kim and Mauborgne (2008)
showing ERRC Grid as well;
 What can you suggest your company, as a consultant, in this regard?

Unit 7: Studying and Analyzing the Strategy Execution in the Firm:

 Review the strategy execution process in your firm;

 Analyze whether the elements of strong execution as proposed by Neilson, Martin, and Powers
(2008), are present there or not?
 Analyze how your firm makes the decision rights clear, information flow steady, motivators
applied well and structural reorganization if necessary as proposed by Neilson, Martin, and
Powers (2008)?
 Study the balanced scorecard of the firm and highlight if the firm uses the Balanced Scorecard
technique to execute its strategy (strategies), to measure the success of its strategy (strategies) and
to revise its strategy (strategies) accordingly as proposed by Kaplan and Norton (2008).
 Is there any strategic principle of the firm to communicate and execute its strategy better? If yes
what is that and how is it propagated?
 What can you suggest your company, as a consultant, in this regard if it falls short in some
aspects of strategy execution?

Unit 8: Final Analysis, Conclusion about the strategic analysis:

 Keeping in view your detailed analysis of the strategy of your company now draw and present
your overall conclusion(s) about different aspects of strategy formulation, execution and revision
if required. What are the strengths, weaknesses, opportunities and threats to your firm in this
regard? Specifically mentions the areas where your firm is falling behind the standards. Give your
detailed suggestions to your firm how it can improve the process of strategy formulation,
execution and revision to gain and sustain the competitive advantage. Support your opinions with
valid arguments from the literature and facts and figures you studied during course of this case
study.

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Texts and Reference Book:

Abrams , R. and Doerr, J. (2010). Successful Business Plan: Secrets & Strategies. NY: Planning
Shop Publisher.

Baye, M. (2009). Managerial Economics & Business Strategy. NY: McGraw-Hill/Irwin.

Chankya, Kautilya (350–283 BC). Arthashastra. Translated in English By R. Shamasastry.

Bangalore: Government Press, 1915.

David, Fred R. (2011). Strategic Management: Concepts and cases. (13th Edition). Ny: Prentice
Hall, Inc.

Harvard Business Review (2011). HBR's 10 Must Reads on Strategy. Boston: Harvard Business
Review (Feb 7, 2011)

Kim, W.C. and Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market
Space and Make Competition Irrelevant. Boston: Harvard Business Review Press.

Mintzberg, H. (2008). Strategy Safari: The Complete Guide through the Wilds of Strategic
Management. NY: FT Press; 2nd revised edition.

Porter, M.E. (1982). Cases in Competitive Strategy. NY: Free Press.

Porter, M.E. (1985). Competitive Advantage: Creating and sustaining superior performance.
NY: Free Press.

Porter, M.E. (1990). The competitive advantage of nations. NY: Free Press.

Porter, M.E. (1998). Competitive Advantage: Techniques for analyzing industries and
competitors. NY: Free Press.

Tsun Tzu (450-500 BC). The Art of War. Originally Translated in English by Lionel Giles, 1910.
Then translated and annotated by Lionel Giles (2005). Special Edition. El Paso Norte Press

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Finance

Advance Financial Management and Policy

Course Objectives
The major objective of this paper is to develop an understanding and appreciation of
Financetheories as they apply to corporate financial decisions and to understand the implications
forproblem solving. The focus is on how financial management can create value for the firm.

Course Contents

REVIEW OF FINANCE FUNDAMENTALS

 Goals and Functions of Finance, Concepts in Valuation, Market Risk and Returns,
Multivariable and Factor Valuation, Option Valuation.
INVESTMENT IN ASSETS AND REQUIRED RETURNS
 Principles of Capital Investment, Risk and Real Options in Capital Budgeting, Creating
Value through Required Returns.
FINANICING AND DIVIDEND POLICIES
 Theory of Capital Structure, Making Capital Structure Decisions, Dividend and Share
Repurchase: Theory and Practice.
TOOLS OF FINANCIAL ANALYSIS AND CONTROL
 Financial Ratios and Industries, Financial Planning.
LIQUIDITY AND WORKING CAPITAL MANAGEMENT
 Liquidity, Cash and Marketable Securities. Management of Accounts Receivable and
Inventories. Liability Management and Short/Medium-Term Financing.
MARKET FINANICING AND RISK MANAGEMENT
 Foundations for Longer-term Financing. Lease Financing, Issuing Securities. Fixed-
Income Financing and Pension Liability. Hybrid Financing through Equity-Linked
Securities. Managing Financial Risk.
EXPANSION AND CONTRACTION
 Mergers and the Market for Corporate Control. Corporate and Distress Restructuring,
International Financial Management. Present-Value Table and Normal Probability
Distribution Table.

Recommended Text

Michael Ehrhardt and Eugene Brigham, Corporate Finance: A Focused Approach, 2nd edition,
Thomson/Southwestern.

Jame C. Van Horne, Financial Management and Policy 13th edition

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Advance Financial Instruments & Markets

Course Objectives

The objective of this course is to prepare the first year graduate students for the study of
econometrics, by providing a rigorous introduction to mathematical statistics, and the classical
multivariate linear regression model. Each week a number of exercises from the text books will
be assigned as homework

Course Contents

1. Overview of Market Participants and Financial Innovation

Depository Institutions, Non depository Institution, Investment Banking Firms
2. Organization and Structure of Markets
The primary and Secondary Market
3. Risk and Return Theories
4. Derivative Markets
Introduction to Financial Futures Markets, Introduction to Options Markets, Introduction to
Swap, Caps and Floor Markets.
5. The Equity Market
Common Stock Market, Stock Option Market, Stock Index Derivative Market
6. Interest Rate Determination and Bond Valuation
The Theory and Structure of Interest, Valuation of Debt Contract and Their Price Volatility
Characteristics, The Term Structure of Interest
7. Debt Market
Money Market, Treasury and Agency Secuties Market, Corporate Senior Instruments Markets,
Municipal Securities Markets, The Mortgage Market, The Market for Mortgage Backed
Securities, The Market for Assets Backed Securities, Exchange Traded Interest Rate Futures and
Options, OTC Interest Rate and Credit Derivative Market
8. Foreign Market
The Market for Foreign Exchange and Risk Control Instruments

Recommended Text
Fabozzi and Modigliani, Capital Markets, Institutions and Instruments, 3rd Edition.
Research Articles from reputed journals

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Portfolio Theories and Investment Analysis

Course Objectives
This course covers contemporaneous issues in investments and builds on knowledge acquiredin
earlier finance courses. This is a graduate course geared towards students who will
conductresearch in the form of dissertation or thesis. The course is designed to give students
exposureto a wide variety of research in the area of empirical asset pricing. The course is based
onseminars in which the students present assigned papers.
Proposed Course Topics
 CAPM and factor models
 Conditional factor models
 More on Asset pricing (MPT, APT etc.)
 Short-selling
 Individual investors
 Fundamental and Technical Analysis
 Market microstructure
 Empirical regularities
 Behavioral Finance
 Dynamics of expected returns
 Firm performance and equity returns

Recommended Text
Resent published research in reputed journals

Advance Risk Management

Course Objective

This course is designed to extend your practical knowledge and understanding over the breadth
and depth of financial risk management as practiced by institutions in today's volatile and
complex markets. Picking up where many other courses leave off, it explores the connected
nature of risk across market, credit, operational, liquidity, reputational and other risks. In
particular, it looks at the techniques and methodologies employed in risk estimation and their

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strengths and weaknesses including their relationship to regulation and capital. Moreover it
looks at how risk is really managed (or not!) currently.

The course itself is a perfect balance of theory and practice with great emphasis on practicality
and hands-on issues. It carefully examines techniques such as value-at-risk, credit modeling,
stress testing and scenarios. It also looks at how Basel II and III impact risk and risk
management, as well as risk management techniques in fund management.

Course Contents

Introduction
 What is risk management?
 Why do we need it?
 Risk management vs. risk measurement
 Risk management, regulation and capital
 What is advanced risk management?
Market Risk - Methodology
 The origins of market risk
 Sensitivities and The Greeks
 Why have limits?
 Value-at-Risk – is it any use?
 What else can we do to control risk?
Market Risk – Stress and Scenarios
 Why do we need stress and scenario testing in addition to VaR?
 How should we do stress and scenario testing?
 Why do the regulators want to see it done?
The Division between Market and Credit Risk
 The trading vs. banking business model
 The regulatory divide
 Impact of liquidity and funding
 Market type risk in traditional banking activities
 How it all went wrong in 2008 – the credit crunch
Funding and Liquidity Risk Management
 Asset liability mis-matches in the balance sheet
 Gap analysis
 Funding alternatives – e.g. securitisation, SIVs and conduits
 Funding, asset/liability liquidity and derivative pricing/hedging – how are they all
linked?
Market Risk Management for Funds
 Why do Fund Managers need different tools?
 Alpha, Beta, Sharpe Ratio, Information Ratio – what is it for?
 The impact of leverage
 Thinking like a Fund Manager's Risk Manager
Portfolio Credit Risk
 Pricing and risk management of loan portfolios

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 Estimating probabilities of default, exposure at default and loss given default

 Actuarial approaches, transition matrices
 Market-based approaches, bond spread and Merton (KMV) model
 Building a credit risk model
 Using the models to set limits and monitor risk
Managing Credit Risk
 Traditional techniques
 Securitisation and risk transfer
 Regulatory capital, Basel II and AIRB
 Measuring performance and ROC
Credit Derivatives
 How can credit derivatives be useful in managing credit risk?
 Credit default swaps, single and multiple name
 Tranche CDS
 Issues with CDS, basis, documentation
 Correlation issues
 N to default type structures
The Role of Capital and the Relationship to Other Risks
 What is capital for?
 Risk and capital performance measures such as RAROC, economic and regulatory
capital
 Allocating and managing capital
 Raising capital and novel capital instruments
Basel II and Further Developments
 The evolution of Basel – how did we get here?
 The framework of market, credit and operational risk capital requirements – the three
pillars
 Operational risk methods – how do we build a model for AMA?
 Overall requirements and best practice
What Risks Have Been Missed?
 The role of pillars two and three in support of capital requirements
 Liquidity risk – the new focus since the credit crunch
 Intra-day and short-term risks
 Reputational and strategic risk
 Whole enterprise risk

Recommended Text:
 Hull, John C., 2005, Options, Futures, and Other Derivatives, 6 th edition, Prentice Hall.
 Stulz, René M., 2003, Risk Management and Derivatives, South-Western.
 Fabozzi , Frank, J., Henry A. Davis and MooradChoudhry, 2006, Introduction to
Structured Finance, Wiley.
 Bodie, Zvi, Alex Kane and Alan Marcus, 2008, Essentials of Investments, 7th edition,
McGraw-Hill Irwin.

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 Brealey, Richard and Stewart Myers, 2008, Principles of Corporate Finance, 9th
edition,McGraw-Hill Irwin.
 Ross, Stephen, Jeffrey Jaffe, and Randolph Westerfield, 2008, Corporate Finance, 8 th
edition, McGraw-ill Irwin

Seminar in Finance
This course has the objective of introducing research students to theoretical research in business
finance. The emphasis will be on incomplete information models, though a few models driven by
other considerations will also be studied. The first part of the course (around two thirds) will
examine the fundamentals of corporate finance theory (e.g., the theory of the firm's choice of its
capital structure and dividend policy under alternative assumptions), as well as various tool areas
in corporate finance (e.g, the notion of moral hazard and agency problems, adverse selection and
signaling, various aspects of non-cooperative games with and without incomplete information,
and the equilibrium concepts in such games). The second part of the course will focus on two or
three important related topics which are the focus of recent research in corporate finance (this
part of the course changes every year; it is suggested that students look at syllabi from earlier
years for references on other current topics of research in finance.
Recommended Text
Resent published research in reputed journals

International Finance
Outline and Schedule
1. International portfolio diversification in theory and practice
• French, K. and J. Poterba (1991): “Investor diversification and international equity markets”,
American Economic Association Papers and Proceedings 81, 222- 226
• Van Wincoop, E. (1999):”How big are the potential welfare gains from international risk
sharing?”, Journal of International Economics 47, 109-135.
• Ahearne, A., W. Griever and F. Warnock (2004): Information costs and home bias: an analysis
of U.S. holdings of foreign equity”, Journal of International Economics 62,313-336
• Imbs, J. (2004):”The real effects of financial integration”, CEPR Discussion Paper 4335.
• Pesenti, P. and E. van Wincoop (2002):”Can nontradables generate substantial home bias?”,
Journal of Money, Credit and Banking 34(1), p. 25-50
• Prasad, E., K. Rogoff, S. Wei and M. Kose (2004):”Financial Globalization, Growth and
Volatility in Developing Countries”, NBER Working Paper 10942.
2. Equity and Bond Home Bias, and International CAPM

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• Lewis K., "International Home Bias in International Finance and Business Cycles", Journal of
Economic Literature 37, June 1999, 571-608.
• Dumas, B and B. Solnik, "The world price of foreign exchange risk", Journal of Finance, 1995,.
Vol 50 (2) p 445-79.
• Pavlova A and R. Rigobon, “Asset Prices and Exchange Rates”, mimeo Sloan School, 2005
• Lewis K., "Puzzles in International Financial Markets" in Handbook of International
Economics, Gene Grossman and Ken Rogoff, ed, North Holland, 1995 also NBER WP 4951;
• Obstfeld M. and K. Rogoff, "The Six Major Puzzles in International Macroeconomics: Is There
a Common Cause?", NBER Macro Annual 2000, also NBER working paper 7777.
3. Risk Sharing and International Financial Markets
• Brandt M., Cochrane J. and P. Santa Clara, 2004. "International Risk Sharing is better than you
think (or exchange rates are much too smooth) ", NBER WP 8404.
• Van Wincoop, E, "How Big are Potential Gains from International Risk Sharing?", Journal of
International Economics 47, 1999, 109-135.
• Cole H. and M. Obstfeld, " Commodity Trade and International Risk Sharing: How much do
Financial Markets Matter?", Journal of Monetary Economics 28 (August): 3-24, 1991.
• Lucas R., "Interest Rates and Currency Prices in a Two-Country World", Journal of Monetary
Economics, 10, 335-59, 1982. • Martin P. and H. Rey: "Financial Super-Markets: Size matters for
asset trade".
4. Empirical Models of Nominal Exchange Rates
• Mark, N. 1995. Exchange Rates and Fundamentals: Evidence on long-horizon predictability.
American Economic Review 85: 201-218.
• Gourinchas P-O and H. Rey, “International Financial Adjustment”, mimeo Princeton University
2004.
• Bacchetta P. and E. van Wincoop, “Can Information Heterogeneity Explain the Exchange Rate
Determination Puzzle?”, NBER WP9498, Feb 2003 3
• Meese R. and K. Rogoff, “Empirical Exchange Rate Models of the Seventies”, Journal of
International Economics 14 3-24, 1983
5. Capital Flows and Microstructure Models
• Evans M. and R. Lyons, 2001. Order Flow and Exchange Rate Dynamics, NBER WP7317, and
Journal of Political Economy
• Froot K. and T. Ramadorai, 2001. “Currency Return, Institutional Investor Flows and
Exchange-Rate Fundamentals”
• Lane P. and G. M. Milesi-Ferretti, "The External Wealth of Nations: Measure of Foreign Assets
and Liabilities for Industrial and Developing Countries,"
• Portes, R. and H. Rey (2005):”The determinants of cross-border equity flows”, Journal of
International Economics 65, 269-96.
• Brennan M. and H. Cao, 1997, “International portfolio investment flows”, Journal of Finance
52, 1851-1880.
• Kraay, A., N. Loayza, L Servén and J. Venture (2005): “Country Portfolios”, Journal of the
European Economic Association 3, 914-945.
• Calderón, C., N. Loayza and L. Servén (2003):”Do Capital Flows Respond to Risk and Return?,
”World Bank Policy Research Working Paper 3059 (2003).

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• Albuquerque, R., N. Loayza and L. Servén (2005): “World Market Integration Through the
Lens of Foreign Direct Investors”, Journal of International Economics
66, 267-295.
• Forbes, K. (2005):”The microeconomic evidence on capital controls: no free lunch”, NBER
Working Paper 11372.
6. Long Run Real Exchange Rates, Terms of Trade and Expenditure Switching.
• Engel C. and J. Rogers, "How Wide is the Border?" American Economic Review 1996 Dec,
pp1112-1125;
• Imbs J, H. Mumtaz, M. Ravn and H. Rey, “PPP Strikes Back: Aggregation and the Real
Exchange Rate”, QJE 2005
• Rogoff K. "The Purchasing Power Parity Puzzle", Journal of Economic Literature Vol. 34, No.
2. (Jun., 1996), pp. 647-668;
• Engel C. "Accounting for US Real Exchange Rate Changes," Journal of Political Economy
107(3), June 1999, pages 507-38;
7. Sovereign Debt
• Kletzer K. and B. Wright, “Sovereign Debt as Intertemporal Barter”, American Economic
Review, 90, June 2000.
• Kraay, A., Loayza, N., Serven, L. and J. Ventura "Country Portfolios", 2004
• Cole H. and T. Kehoe "Self Fulfilling Debt Crises", Review of Economic Studies 67(1), January
2000, pages 91-116, also Federal Reserve Bank of Minneapolis Staff Report 211, July 1998
• Bulow J. and K. Rogoff, "A constant recontracting model of sovereign debt" Journal of Political
Economy Vol. 97, No. 1. (Feb., 1989), pp. 155-178.
8. Financial and Currency Crises in Open Economies
• Flood, R., and P. Garber. “Collapsing Exchange Rate Regimes: Some Linear Examples.” JIE
• Kaminsky, G. and C. Reinhart, “The Twin Crises: the causes of banking and balance of
payments problems.” AER 89, 1999, 473-500 4
• Mc Kinnon, R., and H. Pill. 1996. “Credible Liberalizations and International Capital Flows:
The Overborrowing Syndrome,” in T. Ito and A. Krueger (eds.), Financial Deregulation and
Integration in East Asia, Chicago: Chicago University Press.
• Chari, V.V. and P. Kehoe, “Hot Money,” JPE 111 (2003), 1262-92
• Alesina, A., and G. Tabellini. "External Debt, Capital Flight, and Political Risk." JIE 27
9. Financial Integration and Globalization
• Blanchard O. and F. Giavazzi: "Current Account Deficits in the Euro Area. The End of the
Feldstein Horioka Puzzle?", Brookings Papers on Economic Activity, Fall 2002.
• Gourinchas P-O. and O. Jeanne “On the Benefits of Capital Account Liberalization for
Emerging Economies”.
• Acemoglu D. and J. Ventura, “The World Income Distribution”, Quarterly Journal of
Economics, May 2002.
• Edison, H., M. Klein, L. Ricci and T. Sloek, “Capital Account Liberalization and Economic
Performance: Survey and Synthesis”, NBER Working paper 9100, August 2002.
• Bekaert G., C. Harvey and C. Lundblat, “Does Financial Liberalization Spur Growth”, Duke
University, May 2002.
9. Exchange rate regimes and monetary policy choices

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• Calvo, G. and C. Reinhard (2002):”Fear of floating”, Quarterly Journal of Economics 117(2),

379-407.
• Hausmann, Ricardo, Michael Gavin, Carmen Pages, and Ernesto Stein. (1999). Financial
Turmoil and the Choice of Exchange Rate Regime. Inter-American Development Bank, Research
Department Working Paper No. 400.
• Williamson, John. (2000). Exchange Rate Regimes for Emerging Markets: Reviving the
Intermediate Option. Institute for International Economics, Washington D.C.
• Calvo, G. and R. Mishkin (2003): The mirage of exchange rate regimes for emerging market
countries”, Journal of Economic Perspectives 17, 99-118.
The above list is not exhaustive. Course instructor can include any other topic as per current need.

Financial Modeling and Forecasting

Course Objectives
This comprehensive course gives you every sales and financial forecasting formula and modeling
techniques you need to analyze your operation both as a whole and by segment. You'll be
provided with proven techniques that help you identify and fix problem areas, analysis
techniques that help you evaluate proposals for profit potential, proven methods that improve the
accuracy of your short- and long-term forecasting, analysis tools that help you better manage
working capital, cash, and accounts receivable, plus much more. You also receive dozens of
worked-out models and modeling techniques that simplify your most difficult business decisions,
and are easy to adapt to any computer spreadsheet program. This course supplies company
accountants, treasurers, CFOs with all the forecasting techniques needed to financially analyze a
business as a whole or a segment. It includes analysis techniques, methods for improving
forecasting accuracy, analysis tools for managing capital, and more.
Course Contents
 Break-Even and Contribution Margin Analysis
 Understanding and Applying the Time Value of Money
 How to Assess Capital Expenditure Proposals
 Analyzing Financial Statement for Financial Fitness
 Analyzing Quality of Earnings
 Analysis of Variance Analysis for Cost Control
 Analysis of Segmental Performance and Profit Variance
 Evaluating Divisional Performance
 Analyzing Working Capital
 Corporate Investments
 Obtaining Funds: Short-Term and Long-Term Financing
 Analyzing Mergers and Acquisitions
 Forecasting and Financial Planning
 Forecasting Methodology

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 Forecasting with Regression and Markov Methods

 Financial Forecasting and Budgeting Tools
 Forecasting Cash Flows
 How to Use Corporate Planning Models
 Financial Modeling for “What If” Analysis
 Using Optimization Techniques to Build Optimal Budgets
 Using Spreadsheet and Financial Modeling Packages
 Using Management Games for Executive Training

Recommended Text

Handbook of Financial Analysis, Forecasting, and Modeling by Jae K. Shim, Joel G. Siegel

Recently published articles

Strategic Financial Management

The given below list of topics is not exhaustive. Instructor of the course is encouraged to add
topics as per current need. Research articles should be the integral part of this course.
1. The strategic role of finance
How do companies succeed in finance?
What are the conditions for the finance function to be effective?
Liquidity, profitability and risk
Value creation concepts
Working closely with the finance function
2. The value creation formula
ROCE
Cost of Capital
Capital structure
Economic Value Added ®
3. Tools & techniques for financial management
Reading financial statements
Looking at beyond the numbers: the most common pitfalls
Identifying value drivers and key performance ratios
Identifying the strengths and weaknesses and making action plans
Managing working capital
Managing liquidity
Financial Leverage
EBITDA
Free cash flows
Performing NPV calculations and investment analysis
Basics of management accounting
4. How to measure value creation?
Accounting refresher
Net Present Value
Discount rate

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Discounted Cash Flow analysis

Cash flow forecasting
Pro-forma statements
5. Creating shareholder value: presentation of case (simulation)
Company valuation
Cash Flow forecasting
6. The cost of capital
Sources of funding
Optimising the capital structure of the firm
7. Mergers & Acquisition (case application)
Identify opportunity for increasing financial performance and creating value
Use the different tools to measure value creation
Present financial objectives to management
8. The impact of cultural differences on financial management practices
Communicating financial objectives
Recommended Text
Recent research papers of reputed journals

MARKETING

SEMINAR IN MARKETING

The seminar is geared towards students who have shown high commitment in their course of
study and who intend to write their master thesis in the marketing area. Participation in the
seminar will enable students to independently explore a research topic by compiling and
discussing both theoretical foundations and empirical studies in a written paper. We will
introduce students to basic literature research techniques. Students will learn how to organize and
structure their research over a given period of time. Furthermore, students will learn presentation
techniques and present their findings to the class.

Recommended Text
Recent published articles in reputed journals

SERVICES MARKETING

 Foundation of services marketing – Introduction - The services concept- Service Industry

–Nature of Services, Characteristics of Services, Classification of Services – Importance
of Services Marketing - The Growth in Services
 Distinctive Characteristics of Services - Four I’s of services - Intangibility, Inconsistency,
Inseparability and Inventory
 Services Market Segmentation – Positioning and Differentiation of Services
 Issues in Marketing of services – Extended Services Marketing Mix: Going Beyond the 4
Ps. (7 Ps of Services Marketing)

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 Service Delivery Process – Service Blueprints – Service Mapping – Managing

Employees for service orientation
 Distribution Strategies for Services – Challenges in Distribution of Services
 Personal Selling – Advertising and Sales Promotion in Service Industry
 Customer Satisfaction & Service Quality in Service Marketing – Service Encounter -Role
of HR & Internal Marketing - Monitoring and Measuring customer satisfaction –
SERVQUAL & GAP model – Handling complaints effectively - Service Failure –
Recovery
 E-services – online Consumer Behavior – Self service technologies
 Marketing of Social Services of Non Profit Organizations,

Recommended Text
Services Marketing by Valarie Zeithaml, Valarie A. Zeithaml, Mary Jo Bitner,DwayneGremler
ISBN 0073380938 / 9780073380933.

Recently Published research work

PRODUCT& BRAND MANAGEMENT

Introduction to Product & Brand Management, Emergence as a separate area of study, Product,
Product Levels, Product Hierarchy, Classification of Product.

Product Mix - A strategic choice. Product Mix decisions, Product Line decision - strategic
decision involving adding or pruning product lines.

Concept of STP & strategies, Product Positioning, Developing Positioning Strategy, Elements of
Positioning, Positioning Methods, Communicating the Positioning Strategy.

Product Research - Importance, tools and analysis, Product Development & Testing, Product
Launch Decisions.

Branding, Need for Branding, Brand & related concepts: Brand Equity, Brand Life Cycle, Brand
Positioning & Repositioning, Branding decisions, Family vs. individual Branding, Multiple
branding, brand extension, Branding in specific sectors like Industrial, retail, service,e-branding.

Recommended Text

New Product and Brand Management: Marketing Engineering Applications [Paperback]

Gary L. Lilien (Author), ArvindRangaswamy (Author)

Product and Brand Management, U C Mathur, ISBN: 8174465499

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CONSUMER BEHAVIOUR

Introduction to Consumer Behavior (CB):

Nature and Importance of CB, application of CB in Marketing,
Consumer Research process.

Individual Determinants of CB:

Perception: process, Consumer Imagery, perceived risk,
Learning: principles, theories
Personality: nature, theories, self concept, psychographic and life style
Attitude: Structural model of attitude, attitude formation & change
Motivation: needs/motives & goals, dynamic nature of motivation, Arousal of motives, theories

Group Determinants of CB:

· Reference group influence: types of consumer relevant groups, factors affecting group
influence, application of reference group concept.
· Family: functions of family, family decision making, family life cycle(FLC)
· Opinion Leadership and Personal influence
· Diffusion of Innovation: Adoption process. Diffusion process

Environmental Influences on CB:

· Social class, Life style Profile of Social class, application to CB
· Culture: characteristics, cross cultural understanding

Consumer Decision making Process:

· Problem recognition
· Information Search Process and Evaluation
· Purchasing process
· Post purchase behavior
Models of CB- Nicosia, Howard &Sheth, Engel-Kollat Blackwell

Recommended Text
Recently published research work

INTERNATIONAL AND EXPORT MARKETING

Learning outcomes

Knowledge and understanding

 Demonstrate knowledge and understanding within international marketing and export
marketing,
 Including both a broad command of the field and deeper knowledge of certain parts of the
field,

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 Together with insight into current research and development work; and
 Demonstrate deeper methodological knowledge in the field of international marketing
and brand management.
 Demonstrate an ability to identify relevant research topics within the broad area of
international
 Marketing and brand management and to independently design and carry out a study that
investigates the issue in a relevant way.

Skills and abilities

 Demonstrate an ability to integrate knowledge and to analyse, assess and deal with
complex phenomena, issues and situations, even when limited information is available;
 Demonstrate an ability to independently identify and formulate issues and to plan and,
using appropriate methods, carry out advanced tasks within specified time limits;
 Demonstrate an ability to clearly present and discuss their conclusions and the knowledge
and arguments behind them, in dialogue with different groups, orally and in writing; and
 Demonstrate the skill required to participate in research and development work or to
work in other advanced contexts.
 Demonstrate an ability to work individually as well as in groups with students from
different cultures in order to solve practical problems as well as to manage a more
extensive project.
 Demonstrate an understanding of how cultural differences influence international
marketing and
 Export marketing with respect to the implementation of marketing strategies and the
management of the firm.
 Demonstrate an understanding of the future challenges and main issues related to
international
 Export marketing that is especially central for practitioners as well as in research.

 Demonstrate an ability to make assessments within international marketing and export

marketing taking into account relevant scientific, social and ethical aspects, and
demonstrate an awareness of ethical aspects of research and development work;
 Demonstrate insight into the potential and limitations of science, its role in society and
people’s responsibility for how it is used; and
 Demonstrate and ability to identify their need of further knowledge and to take
responsibility for developing their knowledge.
 Demonstrate an understanding of the different perspectives that the theories and
constructs that are introduced during the various courses represent and how they can be
combined when addressing practical and theoretical problems within the area of
international marketing and brand management.

Recommended Text

Recently Published research work in reputed journals

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INTEGRATED MARKETING COMMUNICATION

Learning Objectives and Outcomes.

The course aims to:

 Provide students with a contemporary view of the role and importance of integrated
marketingcommunications in the planning and coordinating of the various
communication functions.
 Educate students in generic skills for oral communication, career and vocational skills,
problem solving & decision-making, conceptual & analytical skills, through the
application and integration of marketing practice and theory.
 Provide students with an opportunity to examine the social and ethical considerations in
marketing communications.
 Provide students with advanced theoretical and applied understanding of advertising and
promotional theories and concepts involved in marketing communication.

Thus, this course contributes to the development of the generic skills in the areasof effective
communication, problem-solving, critical evaluation, creativity and innovation.
Furthermore,ethical workplace and professional behavior will be promoted throughout the
course.

Recommended Academic Journals:

 Journal of Advertising Research

 International Journal of Advertising
 Journal of Advertising
 Journal of Marketing Communications
 Advances in Consumer Research
 Journal of Consumer Research
 Journal of Marketing
 Journal of the Academy of Marketing Science
 Journal of Retailing
 Psychology & Marketing
 Recommended Trade Literature/Newspapers:
 Harvard Business Review
 The Bulletin
 Advertising Age
 Marketing
 B&T

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INDUSTRIALAND AGRICULTURAL MARKETING

 Nature of Industrial Marketing: Industrial Marketing Vs. Consumer Marketing Relational

approach to Industrial Marketing- The Nature of Industrial Demand & Industrial
Customer
 Types of Industrial Products: Major Equipment; Accessory Equipment; Raw and
Processed Materials; Component Parts and Sub- Assemblies; Operating Supplies;
Standardized and Non-standardized parts, Industrial services
 Factors influencing Organizational Buying: Buying Roles; Organizational Buying
Decision Process; Environmental & organizational Influences
 Organizational Influences on Buying Behaviour: Buying Roles; The Buy Grid Model;
The Organizational Buying Decision Process
 Industrial Product Decisions: Industrial Product Life Cycle –Industrial Product Mix
determinants viz. technology – competition – operating capacity – shift in location of
customers – government controls – changes in level of business activity
 Channel Structure for Industrial Products – Geographical, size, operating characteristics –
manufacturers’ and sales agents – Brokers - Channel Logistics
 Pricing for Industrial Products – Pricing Objectives - Price Decision Analysis –
Breakeven analysis – net pricing – discount pricing – trade discounts – eographic pricing
– factory pricing – freight allowance pricing – Terms of Sale – Outright purchase – Hire-
purchase – Leasing
 Purchasing systems – Auctions-Documentation – bids – order placement – follow up –
receipt and inspection
 Promotion for Industrial products – Supporting salesman – Motivating distributors –
Stimulating primary demand – Sales appeal – Publicity & sponsorships – Trade shows –
exhibits – Catalogs – Samples – promotional

AGRICULTURE MARKETING

 Agriculture Marketing –Definition, Scope, Concept and Objectives, Differences in

Agricultural and Consumer Marketing, Constraints in Agricultural marketing
 Agribusiness –Emerging Branches- Non Conventional forms of Agribusiness Export
potential for farm products -Supporting Services
 Cooperative Marketing –Concept, History, Functions – Reasons for slow progress of
cooperative sector
 Advantages & Limitations of Organized retailing in Agri Inputs and Outputs
 Recruitment of Human Resources in Agri marketing and new trends in Agri Marketing
 SCM In Agri Business i.e. Cold Chains, Organized procurement & warehousing

Recommended Text

Recently Published research work in reputed journals

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Strategic Marketing

COURSE DESCRIPTION
This course provides students with solid experience in creating market-driven and market-
driving strategies for the future success of a business. A focus is on discovering and developing a
set of unique competencies for a firm that, through strategic differentiation, leads to sustainable
competitive advantage in the marketplace. Students are provided ample opportunity to develop
and practice creative problem-solving and decision-making skills to simulate the requirements of
today’s complex market environment. Industry analyses will be performed that include the
following: internal/external analysis, customer analysis, competitor analysis, market/submarket
analysis, and comparative strategy assessment.
PURPOSE OF THE STRATEGIC MARKETING COURSE
This course takes a marketing leadership/Chief Marketing Office (CMO) perspective in order to
enhance students’ ability to use strategic marketing to maximize firm performance.
roduced. Key
analytics that lead to the capability to select and execute successful market-driven and market-
driving strategies are applied to multiple industries and firms.
Students will learn how to decide which factors in the competitive landscape are most likely to
affect a business, how students can gauge the level of impact of the factors, and what impact the
factors are likely to have on a business’ future.
nd
execution is exemplified throughout the course. Simple knowledge of the trends that may impact
a business is of limited use unless you can “break out of the box” as a marketing leader/CMO
and engage in truly creative market analysis and decision making for the future.
Students will have opportunities to practice developing marketing strategies and assess key
implementation issues/challenges associated with them.
Recommended Text
Instructor will take of help of journals and periodicals to meet the objectives of the course.

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[End of Document]

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