SEMESTER I

Course Title: Accounting For Managers

Course Code: ACCT602
Course Objectives: The purpose of this course is to facilitate an understanding about
accounting as an information system and also the language of the business. The course is design
in away so as to familiarize the participants with various financial tools and techniques that will
facilitate the participants in enhancing their analytical power to make rational decisions related
to business.
Course Contents/Syllabus:
Module I : Introduction to Financial Accounting

Nature of Accounting, Branches of Accounting, Types of ownership- Capital Structure , GAAP-

Concepts and Conventions, Accounting Cycle, Recording of transactions: journalizing, ledger
posting, preparation of Trial Balance.
Module II : Preparation of Financial Statements
Preparation of Companies Financial Statements: as per Revised Schedule III Income Statement
Balance Sheet Accounting for Depreciation, Accounting for Dividend and Retained Earnings,
Statement of changes in equity.
Module III : Analysis of Financial Statements
Comparative Financial Statement: Trend Analysis, Inter Firm Comparison Common Size ,Ratio
Analysis and Cash flow Statement as Per AS-3.
Module VI: Introduction to Cost & Management Accounting
Cost Classification, Preparation of cost sheet. Marginal Costing and Cost Volume Profit
Analysis, Valuation of Inventory, Variance Analysis – Material and Labour Budgeting-Fixed &
Flexible
Module V Latest Development Trends & Practices
Introduction to financial Software for analysis: Excel and Prowess , Human Resource
Accounting ,Inflation Accounting IFRS Framework,.
Text:

 Horngren T Charles 2012, Introduction to Financial Accounting,9th Ed, Pearsons

Education
References:

 Narayanaswamy R 2014, Finanacial Accounting – A Managerial Perspective,5th

Ed,Prentice Hall of India.
 Maheshwari S N and S K Maheshwari 2013, Accounting for Management,3rd Ed,Vikas
Pub. House.
  Tulsian, P.C 2013, Financial Accounting, Tata McGraw Hill.

Course Title: MANAGERIAL ECONOMICS

Course Code: ECON605
Course Objective: To familiarize the students with theoretical concepts of modern Economic
Analysis so that they can use these as inputs in managerial decision making process. Emphasis
would be laid on the understanding of key economic variables both at micro and macro level
which influence the business operations and strategies of the firm and the business environment
under which they operate.
Course Contents/Syllabus:
Module I: Theory of demand and supply

Nature and scope of economic analysis: its relevance for a managerial decision making, Demand
analysis: nature of demand for a product- individual demand and market demand, demand by
market segmentation. Demand function and determinants of demand. Supply function:
determinants of supply of a product, law of supply. Elasticity of supply. Concept of elasticity of
demand- income, cross, price and advertizing elasticity. Theorems on the price elasticity of
demand. Applications of the concept of price elasticity of demand in business decisions.
Demand forecasting-- need for forecasting and techniques of forecasting.
Module II: Theory of production and cost

Production analysis: production function-- neo-classical, Cobb- Douglas, Leontief. Least cost
combination of inputs for a firm. Concept of an isoquant-- smooth curvature and right angle.
Returns to scale and returns to a factor. Expansion path of a firm. Cost Analysis: Costs relevant
for management decision making. Economies of scale: Internal and External ,Cost Function:
Cost and output relationship. Short Run and Long run. An Analysis of the Objectives of a
Business Firm: Profit Maximization Model, Baumoul’s Sales Maximization Model, Marris’s
Model Of ‘Managerial Enterprise' Williamson’s Model Of 'Managerial Discretion
Module III: Market structure: price and output decisions
Pricing And Output Decisions – Perfectly Competitive And Monopoly Markets Pricing And
Output Decisions –Under Monopolistically Competitive Market-- Product Differentiation; Price
Discriminating Monopolist; Models Of Oligopolistic Market :Price Rigidity-- The Kinky
Demand Curve Model Interdependence-- The Cournot Model, Price Leadership Models, Cartels
And Collusion
Module IV: Macro Economic Analysis and Business Environment
Economic Policy and Analysis: Macro Economic Variables and Functional Relationships.
Business Environment: An Exogenous Variable. Factors Influencing the Business Environment.
National Income Analysis:. National Income Aggregates. Approaches to National Income
Measurement. Models of Circular Flow of Money- Incorporating Savings, Investment, Foreign
Trade and Government Sector. Models of Income Determination with emphasis on Keynesian
Model. Concept of Investment Multiplier. Factors Influencing Consumption Function-
Objective, Subjective And Structural. Demand and Supply of Money: Transaction,
Precautionary and Speculative Demand for Money; Liquidity Preference Function; Components
of Money Supply. Business Cycles: An Analysis of the Fluctuations in the Level of Economic
Activity. Phases of Business Cycles. Inflation and Deflation: Demand - Pull and Cost -Push
Inflation. Impact Of Inflation On Employment, Price Level And Other Macro Economic
Variables An Analysis Of Policies To Control Inflation. Deflation. Monetary Policy: Objectives
of Monetary Policy. Functions of Central Bank. Credit Policy and Its Implications on the
Corporate Sector. Fiscal Policy: meaning ,objectives and impact on economy. Money Market
,Capital Market and Foreign Exchange Market
Text Reading:

 Dwivedi DN, Managerial Economics, Vikas Publishing House

 Ahuja HL, Advanced Economic Theory, S.Chand & Sons
 Ahuja HL, Business Economics, S.Chand & Sons
 Chopra PN, Managerial Economics, Kalyani Publishers.
 Gupta, G.S. 2006, Managerial Economics, 2nd Edition,Tata McGraw Hill
 Peterson, H.C and Lewis, W.C. 2005, Managerial Economics, 4th Edition, Prentice Hall
of India
References:

 Adhikari M., Managerial Economics, Excel Books.

 Peterson H. & W. Chris Lewis, Managerial Economic Analysis and Cases, Pearson
Education.
 Varshney, R. Land Maheshwari, 1994 Manageriaql; Economics, S Chand and Co.
 Koutsoyiannis, A. Modern Economics, Third Edition.
Additional Reading:

 R Ferguson, R., Ferguson, G.J and Rothschild, R.1993 Business Economics Macmillan.
Any other Study Material:

 Chandra, P.2006, Project: Preparation Appraisal Selection Implementation and Review,

6th Edition, Tata McGraw Hill.
Course Title: Marketing Management

Course Code: MKTG601

Course Objectives:
The course focuses on formulating and implementing marketing management strategies and
policies, a task undertaken in most companies at the strategic business unit level. The marketing
management process is important at all levels of the organization. The course will thus provide
the students with a systematic framework for understanding marketing management and its 4P’s
strategy. Accordingly, the course emphasizes the following:

• Primary and changing perspectives on marketing management in the New Economy.

• The impact of interactive media on marketing management.
• Applied marketing management and strategy, domestic and global.
• An international focus in developing marketing management and its strategies

Course Content/Syllabus:
Module I: Marketing for the 21st Century
Marketing for the Millennials. The New Marketing Realities, Difference between Marketing and
Selling. The Holistic Marketing Concepts, Relationship marketing, Societal marketing,
Integrated Marketing, Ethical Marketing. Delivering and Communicating Value to the
Customers. Marketing Mix. Marketing Plan
Module II: Analyzing Consumers & Selecting Markets
The factors influencing consumer behaviour. The buying decision making process. Business
Market Vs Consumer Market. Market Segmentations- Basis for Segmenting Consumer and
business markets. Evaluating the Market Segments. Targeting the Market Segments. Developing
a Positioning Strategy
Module III: Managing Product
Products and Services Defined. Classification of products. New Product development Process,
Adoption process. Product mix decisions. Product Line Analysis, Length, width and depth of a
line and Brand Management. Product life cycle, stages in lifecycle and factors affecting each
stage. Managing product life cycles
Module IV: Identifying Pricing Methods, Marketing channels and Value Networks
Understanding Pricing in Changing Environment. Setting the price, adapting the price. Initiating
and responding the price changes. Identifying Pricing Strategies and responding to Competitors.
The Role of Marketing Channels. Channels design Decisions. Vertical horizontal and multi-
channel marketing systems
Module V: Integrated Marketing Communication
Integrated Marketing Communication. Marketing Communication Process. Promotion mix,
Advertising, Personal Selling, Direct Marketing and Social Media. Formulating Marketing Plan
and Presentation
Module VI: Latest Development, Trends, and Practices
E-Commerce and M-Commerce Marketing Practices. Triple Bottom Line.

Text Reading:

 Kotler, Keller, Koshy, Jha, (2008), Marketing Management– A South Asian Perspective,
Pearson India Pvt.

References:
 Kurtz, (2008) Principles of Marketing, Cengage Learning, India
 S. Neelamegham, (2009), Marketing In India,Vikas publishing house
 Biplo Bose, (2008), Marketing Management, Himalaya Publishing House
 Paul Baines, Chris Fill, Kelly Page, (2009), Marketing, Oxford University Press

Additional Reading:
 Winner (2009), Marketing Management, Pearson India Pvt.
 William L. Pride and O.C. Ferrell, (1993) Marketing Concepts and Strategies, Boston,
Houghton Mifflin
 Czinkota and Kotabe, (2007) Marketing Management, Cengage Learning, India
 Evans, (2008), Marketing Management, Cengage Learning, India
 Rajan Saxena, (2010), Marketing Management, Tata McGraw Hill

Any Other Study Material:

 Journal of Consumer Research
 Journal of Marketing
 Journal of Marketing Research
Course Title: STATISTICS FOR MANAGEMENT
Course Code: QAM601
Course Objectives:
The objective of this course is to give students, a conceptual introduction to the field of Statistics
and its applications and to develop the understanding of various statistical tools used for
decisions making and how each applies to and can be used in the business environment. The
focus on interpretation rather than computation develops competencies that will aid students in
their future careers as managers.

Course Contents/Syllabus:
Module I Introduction

1. Statistical thinking and analysis ;

2. Statistics defined; Types of statistical methods - Descriptive and inferential statistics;
Importance and scope of statistics ;.
3. Scales of measurement;
4. Basic statistical concepts: population and sample.

Tabular and Graphical Descriptive Techniques using MS Excel:

1. Bar chart, Pie Chart, Histogram, Frequency Polygon, Ogive, Pareto Chart.
2. Stem-and-leaf display, Cross tabulations, Scatter plot and Trend line.

Numerical Measures
1. Arithmetic Mean, Median and Mode.
2. Partition Values- Quartiles, and percentiles.
3. Measures of Variability: Range, IQR; Variance, Standard Deviation, Coefficient of
variation.
4. Use of MS Excel for Numerical Measures

Module II Probability and Probability Distributions

1. Types of events and Algebra of events. Assigning probability to events;
2. Joint, Marginal and Conditional Probability.
3. Probability Rules; complement Rule, Multiplication Rule, Addition Rule, Bayes’
Theorem.
Probability Distributions:
1. Mean or Expected value of random variable.
2. Variance and Standard Deviation of random variables.
3. Binomial Probability Distribution, Poisson Probability Distribution and Normal
Probability Distribution.
4. Using MS Excel for computation of Binomial, Poisson and Normal probabilities.
Module III Sampling, Sampling Distribution and Estimation

1. Sampling: Basic Concepts, Types of Sampling and Non-Sampling Errors and

Precautions,
2. Central Limit Theorem,
3. Sampling Distribution of the mean, Sampling distribution of proportion.
4. Estimation: Types Estimates, Using z Statistic for estimating population mean,
5. Confidence interval for estimating population mean when population SD is unknown,
6. Estimating population mean using t Statistic (small sample case), and Confidence
interval estimation for population proportion.
7. Using MS Excel for confidence interval construction.
Module IV Hypothesis Testing
Fundamental Concepts of Hypothesis Testing:
1. Developing null and alternate hypothesis,
2. Hypothesis testing procedure, the critical value of the test statistic, regions and rejection
and non-rejection,
3. Type I error and Type II error,
4. Level of significance,
5. The confidence coefficient, The power of a test,
6. The p-value approach to hypothesis testing.

Inference about a Population:

1. For single population mean using z-statistic, for single population mean using t-statistic,
hypothesis testing for population proportion.

Inference about Comparing Two Populations:

1. Inference about the difference between two population means –
2. Independent samples and Matched Samples,
3. Inference about the difference between two population proportions, Inference about the
ratio of two population variances.

Analysis of Variance (Analysis and Interpretation of MS Excel Output only):

1. Testing for equality of k- population means,
Chi-Squared Tests:
1. Chi-squared goodness of fit test for mean, and test of independence. Using MS Excel for
Chi-squared test.

Module V Forecasting Techniques

1. Measures of Linear Relationship: covariance, coefficient of correlation.
2. Regression: Model, Estimating the coefficient using least squares method. Assessing the
Model (Analysis and Interpretation of Excel Output only);
3. Standard Error of Estimate, Coefficient of determination,
Time Series Analysis:
1. Variation in Time Series, Numerical application of trend analysis only.

Text Reading:
 Keller, Gerald (2015), Statistics for Management and Economics, Cengage Learning.
 Sharma, J.K. (2014), Business Statistics, Pearson Education India.
 Anderson D.R; Sweeny D.J, Williams T.A (2015), Statistics for Business and
Economics, Cengage learning.

References:
 Levin Richard I., Rubin David S., Siddiqui M.H., & Rastogi S., (2017), Statistics for
Management, Pearson Education India
 Stephen .K.C. (2012), Applied Business Statistics: Text, Problems and Cases. New
York: Harper and Row.
 Ken Black (2012), Business Statistics, Wiley Publication
Course Title: Professional Communication
Course Code: BC 108
Course Objectives:
This course aims to equip students with effective oral and written communication. Students will
learn the difference between oral and written communication, and speaking in multicultural
context, conducting and participating in meetings, the correct format of business documents.
Course contents/Syllabus:
Module I: Verbal and Non-verbal communication
Oral Communication: forms, advantages and disadvantages. Written Communication: forms,
advantages and disadvantages. Principles and Significance of Non-verbal communication.
KOPPACT: Kinesics, Oculesics, Proxemics, Paralinguistics, Artifactics, Chronemics, Tactilics
Module II: Social Communication Essentials
Small Talk. Building rapport. Informal Communication: Grapevine-water cooler-
Communication
Module III: Cross cultural Communication
Public speaking in multi-cultural context. Culture and context. Ethnocentrism, Stereotyping,
cultural relativism.
Module IV: Meetings

Meetings: Meaning and importance. Purpose of meeting. Steps in conducting meeting. Written
documents related to meeting: Notice, agenda,minutes.
Module V: Report writing

Types of reports. Significance of Report. Report planning. Process of Report writing. Visual
Aids in Report
Module VI: Employment communication
Cover letter. Resume. Participating in a group discussion. Preparation for Interview. Appearing
in Interview
Text and References:

 Krizan, Merrier, Logan and Williams. Effective Business Communication, New Delhi:
Cengage, 2011
 Keyton. Joann. Communication and Organizational Culture. Sage Communications
 SEMESTER II

Course Title: Financial Management

Course Code: FIBA601
Course Objectives:

 Familiarizing the students with the financial environment of business, especially the
financial markets
 Imbibing knowledge about the decisions and decision variables involved in building the
liability side of balance sheet of the firm
 Developing the analytical skills by associating the tools and techniques with the situation
 Developing skills for interpretation business information and application of financial
theory in financing related decisions
Module I Introduction
A Framework for Financial Decision-Making- Financial Environment, Introduction to Financial
Markets and Financial Instruments Changing Role of Finance Managers, Objectives of the firm,
Time Value of Money and Risk- Return Analysis
Module II Financing Decision
Leverage Analysis (EBIT-EPS analysis) and Computation of Cost of Capital (WACC
&WMCC), Capital Structure Theories- Net Income Approach, Net operating Income Approach,
Traditional approach & Modigliani Miller Model, Trade off Models, pecking order theory.
Factors determining the optimum capital Structure.
Module III Investing Decisions – Capital Budgeting and Working Capital Management
Capital Budgeting - Estimation of Cash Flows, Criteria for Capital Budgeting Decisions Pay
back, ARR, Discounted Payback NPV, IRR, PI, Issues Involved in Capital Budgeting, Risk
analysis in Capital Budgeting – An Introduction
Working Capital Management - Factors Influencing Working Capital Policy, Operating Cycle
Analysis, Management of Inventory, Management of Receivables, Management of Cash and
Marketable Securities, Financing of Working Capital.
Module IV Dividend Decision
Introduction, Factors determining dividend policy, and types of dividend. Theories of Dividend
Decisions- MM Hypothesis, Walter Model, Gordon Model. Forms of Dividends- cash dividend,
Bonus shares, stock split. Dividend policies in practice.
Module V Valuations Concepts
ROI, Economic Value Added, Market Value Added, Shareholders Value Creation.
Text

 Van Horne, J.C. 2012, Financial Management and Policy, 12th Ed., Prentice Hall of
India
References:

 Damodaran, A. 2012, Corporate Finance: Theory and Practice, 2nd Ed., Wiley & Sons..
 Brearly, R. A. and Myers, S. C. 2006, Principles of Corporate Finance, 8th Ed., Tata
McGraw Hill
 Rustagi, R.P. 2012, Financial Management: Theory, Concepts and Problems, Galgotia
Publishing Company.
 Pandey, I.M. 2013, Financial Management, 10th Ed., Vikas Publishing House
Course Title: HUMAN RESOURCE MANAGEMENT
Course Code: HR 612
Course Objectives:

The objective of this course is to encourage students to think critically and evaluate the nature
Human Resource Management in order to develop a deeper understanding of implementing the
policies to improve the organizational performance. It will provide an opportunity for students to
engage in Human Resource related skill development.
Course Contents/Syllabus:
Module I : Introduction to Human Resource Management
HR : Meaning and definition , types and recent trends. HRM: Objectives, scope , functions,
trends and practices. Meaning, Concept, Scope of Strategic Human resource
management(SHRM). Role and Responsibilities of the Human Resource Manager. HR Policies
and Procedures. HRD Strategies in Organizations, Business strategy, HRD and performance.
Module II Human Resource Requirements
Concept and objectives of Human Resource Planning, Need and importance of HR Planning,
Stakeholders in HR. Job Analysis – Definition, Process and benefits, Job Design – Definitions,
approaches, job description ,Job Specifications. Talent Acquisition: Recruitment, Selection
Process, Methods – Interview, GD, Tests. On Boarding talent ,Induction and Placement,
Promotion and Transfer
Module III Learning and Development of Human Resources
Learning and Development, Steps of Training Process, Training Need Assessment Program,
Training in a changing technological environment. Career Planning and Development, : Career
Planning process ,Career Development Strategies of companies. Succession Planning, Talent
Management Employee Engagement , Knowledge Management
Module IV Appraising and Managing performance
Personnel Management and Potential Management. Meaning and Objectives of performance
appraisal, Different methods of appraisals, Pay linked with performance, Current trends in
benchmarking of Performance Appraisals. Managerial Competencies, Competency Mapping
Module V Compensation Management and Incentives
Objectives and Principles of compensation ,Components of compensation, Designing and
administration of wage and salary structure, International Compensation Incentives, Financial
and Non Financial Incentives,Group and Individual Incentives
Module VI Employee Relations
Concept and Objective of industrial relations ,Role of management in industrial relations. Trade
Unions – Their meaning , Need and Function.Workers Participation in Management. Laws
related to Industrial Relations. Labour Welfare and Social Security, Employee Health and
Safety. Emerging trends in IR
Module VII Future of Work Place :Emerging Trends in HR in the New Millennium
CSR , Green HR. Human Resource Information System (HRIS), HR Audit ,IHRM and
emerging issues. Balance of life. HR Analytics , HR and Artificial Intelligence
Text:

 Kapoor Shikha (2015) Human Resource Management ( Text and cases) Taxmann
Publishers https://www.taxmann.com/bookstore/academic/human-resource-
management.aspx
 Dessler G (2005).Human Resource Management Pearson Education, India

References:

 Snell S and Bohlander G (2007). Human Resource Management, Cengage Learning

(Thomson Learning).
 Aswathappa. K, (2005),Human Resource Management- Text & Cases, Tata McGraw
Hill, New Delhi
 Mathis R L and Jackson J H (2006). Human Resource Management, Cengage Learning
(Thomson Learning).
 Rao VSP(2007) Human Resource Management. Text & Cases Excel Books
Websites:

 www. citehr.com
 www.shrm.com
 www. Mbaskool.com
 www.hrdnetwork.org
Course Title: Legal Aspects of Business
Course Code: LAW670

Course Objectives:

This course aims to develop in the student an understanding of the core principles of the laws
that regulate business organisations. Course would develop the independent and individual skills
needed for students to take their knowledge further, and to apply it in practice in industry, or
business environment.

Course Contents/Syllabus:
Module I: Commercial Laws
Indian Contract Act: Definition of contract, Nature and kinds of Contracts, essentials elements
and types of a contract, Formation of a contract, performance of contracts, breach of contract and
its remedies. Principles Governing Capacity of Parties and Free Consent, Legality of Objects,
Performance and Discharge of Contract, Breach of Contract and its Remedies, Quasi contracts,
Special contracts of Bailment and Pledge, Indemnity and Guarantee, Contract Of Agency:
Nature of agency, Creation and types of agents, Authority and liability of Agent and principal:
Rights and duties of principal and agents, termination of agency.
Sale of Goods Act, 1930: Sale and Agreement to Sell, Hire Purchase – Pledge – Mortgage –
Hypothecation Lease. Goods – Different types of Goods, Passing of Property in Goods,
Conditions and Warranties, Doctrine of Caveat emptor, Rights of an unpaid Seller.

Negotiable Instruments Act, 1882: Meaning of Negotiability and Negotiable Instruments, Nature
and requisites of negotiable instruments, Types of negotiable instruments, Cheques Bill of
Exchange and Promissory Note –liability of parties, holder in due course, special rules for
Cheque and drafts, Crossing of Cheques – Endorsement – Dishonour of Cheques, discharge of
negotiable instruments.
Module II Partnership
Indian Partnership Act 1932: Meaning and definitions, Registration of partnerships, Types of
partners, Dissolution,

Limited Liability Partnership Act, 2008– Meaning & definitions, Meaning of designated partner,
Registration of LLP, Conversion into LLP, Dissolution
Module III Companies Act 2013
Companies Act, 2013-Meaning and types of companies, Formation of a company, Incorporation
of companies-Memorandum and Articles of Association, Securities Regulation- Share Capital
and Shareholders, Prospectus, Issue of Shares and Raising of Capital, Buy Back of Shares,
Debentures, Company Meetings and Proceedings, Powers, Duties, Liabilities of Directors,
Merger and Amalgamation and Winding up of Company, MCA21, Corporate Governance and
SEBI-Objectives and Functions
Module IV Consumer Protection Act 1986
Consumer Rights, Procedures for Consumer Grievances Redressal, Types of consumer Redressal
Machineries and Forums.
Module V Miscellaneous Themes
Introduction of IPR – Overview of Law & Procedure relating to Copy rights, Trade marks,
Patent Act, Infringements.
Information Technology Act 2008- Scope , Applicability and penal provisions

Text & References:

 N.D Kapoor, Elements of Mercantile Law, Sultan Chand & Company, India, 2006.

 Akhileshwar Pathak, Legal Apects of Business, Tata Mc Graw Hill, India, 2009.

 P.K Goel, Business Law for Managers, Biztantra Publishers, India,2008.

 P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd., India, Fourth Edition, 2008.

 Dr. Vinod, K. Singhania, Direct Taxes Planning and Management, 2008.

 Richard Stim, Intellectual Property- Copy Rights, Trade Marks, and Patents, Cengage
Learning, 2008.

 Balachandran V., Legal Aspects of Business, Tata McGraw Hill, 2012

 Daniel Albuquerque, Legal Aspect of Business, Oxford, 2012

 Ravinder Kumar– Legal Aspect of Business.– Cengage Learning, 2nd Edition-2011.

Course Title: Business Research Methods
Course Code: MGMT603
Course Objectives:
 To understand the way in which advanced research can be conducted
 To gain theoretical knowledge and the skill set to address all aspects of creating,
managing, processing and converting data to knowledge.
 To develop practical knowledge and skills to understand and carry out research projects
as per current Industry 4.0

Course Contents/Syllabus:
Module I : Nature and Scope of Research Methodology
Types of research; Research process and steps in conducting research; Approaches of research:
deductive, Inductive, qualitative and quantitative; Planning a research project: Problem
identification and formulation. Research Design: Exploratory, Descriptive and Experimental.
Module II: Research Methods and Data Collection Technique
Research modelling: Types, and Stages; Data collection methods: Survey, Observation
and Questionnaire ; Questionnaire Design: Steps in constructing a questionnaire, Types of
questions, Attitude measurement ; Scaling techniques; Sampling Plan: Sampling frame, sample
selection methods, sample size; Sampling and non-sampling errors; Editing, tabulating and
validating of data.
Module III Data Analysis Techniques
Descriptive statistics, Review of hypothesis testing procedures: Parametric tests (z-test, t-test,
and F-test, Correlation) and Non-parametric test(Chi-square test). Factor Analysis; Data
Analysis: Introduction to statistical software SPSS 21.0
Module IV : Inferential Statistics and Prescriptive analytics
Challenges for big data analytics, Machine Learning: Introduction and Concepts, Regression :
Ordinary Least Squares, Ridge Regression, Lasso Regression, K Nearest Neighbors Regression,
Logistic Regression & Classification Tree ,Clustering, Unsupervised Learning ,Creating data for
analytics through designed experiments, Creating data for analytics through Active learning,
Creating data for analytics through Reinforcement learning
Module V Field Project and Report Writing
Pre-Writing considerations, Different ways of writing Literature Review, Research report
components, Common Problems encountered when preparing the Research Report, Presenting
research report.
Text Reading:
  Cooper D R, Schindler P S and Sharma J K (2012) ; Business Research Methods,
McGraw Hill Education
 Zikmund William G; Business Research Methods, Thomson South- Western
 Business Analytics: The Science of Data-Driven Decision Making, U Dinesh Kumar,
ISBN: 9788126568772, 736 pages
 Naresh Malhotra (2007); Market Research, Prentice Hall of India
References:

 Bryman and Bell; Business Research Methods, Oxford University Press

 Multivariate Data Analysis, Joseph F. Hair Jr. William C. Black, Barry J. Babin Rolph E.
Anderson, Seventh Edition
 Hastie, Trevor, et al. The elements of statistical learning. Vol. 2. No. 1. New York:
springer, 2009.
Course Title: Conflict Resolution & Management
Course Code: BS602
Course Objective:
This course aims at imparting an understanding of:
• To develop an understanding the concept of stress its causes, symptoms and consequences.
• To develop an understanding the consequences of the stress on one’s wellness, health, and
work performance.
• Enhancing personal effectiveness and performance through effective interpersonal
communication
• Enhancing their conflict management and negotiation skills
Course Contents:
Module I: Conflict Management
Meaning and nature of conflicts. Types of Conflict. Styles and Techniques of conflict
management. Conflict management and interpersonal communication
Module II: Behavioural & Interpersonal Communication
Importance of Interpersonal Communication. Rapport Building – NLP, Communication mode.
Steps to improve interpersonal communication. Meaning and Nature of Behavioural
Communication. Relevance of Behavioural Communication
Module III: Relationship Management for Personal and professional Development
Importance of relationships. Maintaining healthy relationships. Communication Styles. Types of
Interpersonal Relationships
Module IV: Stress Management
Understanding of Stress & GAS Model. Symptoms of Stress. Individual and Organizational
consequences with special focus on health. Healthy and Unhealthy strategies for stress
management. Social support for stress management and well being. Stress free, Successful and
Happy Life
Module V: Conflict Resolution & Management
Conflict Resolution Strategies. Ways of Managing Conflict (Healthy & Unhealthy). Impact of
Conflict Resolution & Management.
Module VI: End-of-Semester Appraisal
Viva - Voce based on personal journal. Assessment of Behavioral change as a result of training.
Exit Level Rating by Self and Observer
Suggested Readings:
• Vangelist L. Anita, Mark N. Knapp, Inter Personal Communication and Human Relationships:
Third Edition, Allyn and Bacon
• Julia T. Wood. Interpersonal Communication everyday encounter
• Simons, Christine, Naylor, Belinda: Effective Communication for Managers, 1997 1st Edition
Cassel
• Goddard, Ken: Informative Writing, 1995 1st Edition, Cassell
• Harvard Business School, Effective Communication: United States of America
• Foster John, Effective Writing Skills: Volume-7, First Edition 2000, Institute of Public
Relations (IPR)
• Beebe, Beebe and Redmond; Interpersonal Communication, 1996; Allyn and Bacon
Publishers.
 SEMESTER III

Course Title: Strategic Management

Course Code: STRA701
Course Type: Core Course
Course Objectives:
With growing competition and rapid technological innovations, selection and implementation of
a suitable Business Strategy has assumed a vital importance for survival and growth of the
business enterprise. This course has been designed to help students understand the concept of
strategy and strategic management process.

 The course will equip students to develop a good understanding of evolving business
environment and how it influences strategic analysis and strategy formulation.
 It will further enable students to undertake strategic analysis and make the right strategic
choice to gain sustained competitive advantage.

Course Contents/Syllabus:

Module I : Introduction to Strategic Management

Introduction to the concepts of Strategy and Strategic Management, Evolution of Strategic
Management and overview of Strategic Management Process. Classification and levels of
Strategy. Strategic Intent : Concept of Vision and Mission. Business Ethics & Corporate Social
Responsibility
Module II: Strategic Analysis
External Environmental Analysis. Industry Analysis using Porter’s 5 Forces Model. The VUCA
Environment. Environmental Threat and Opportunity Profile (ETOP). Value chain Analysis.
Strategic Advantage Profile (SAP). Resource Based View of the Firm-VRIO Framework.
Scenario Analysis. SWOT Analysis and TOWS Matrix
Module III: Strategic Choice

Corporate Strategies. Making Strategic Choices using Strickland’s Grand Strategy Selection
Matrix, Portfolio Analysis using BCG and GE Nine Cell Matrix. Ansoff’s Product Market
Matrix. Choosing Generic Business Strategies using Porter’s Model of competitive advantage.
Functional Strategies
Module IV: Industry Structures & Market Strategies
Industry Structures and Lifecycle Stages. Marketing Warfare and Dominance Strategies.
Advantages and Disadvantages of Defensive and Offensive strategies. Innovation as Blue Ocean
Strategy.
Module V: Strategy Implementation & Control

Resource Allocation and Organization Structure. Integration between various levels of strategy.
Measuring performance using Balanced Score Card. Use of Big Data for Balanced Score Card.
Problems in measuring performance and establishing strategic controls.

Text & Reference Books:

 Wheelen and Hunger,(2010), Concepts in Strategic Management and Business Policy,
Pearson. – 13th Edition (2013)
 Azhar Kazmi, (2008), Strategic Management and Business Policy, McGraw Hill – Third
Edition(2012)
 Thomson & Strickland,(2008), Crafting and Executing Strategy, McGraw Hill.-
Sixteenth Edition (2011)
 Hitt, Ireland, Hoskisson & Manikutty (2009), Strategic Management – A South Asian
Perspective, Cengage Learning- Ninth Edition(2012)
 N. Chandrasekaran, Ananthanarayanan(2011), Strategic Management, Oxford
University Press – First Edition – Second Impression (2012)

Journals

 International Business Review

 Journal of World Business
 International Journal of Strategic Management
 Harvard Business Review
 Strategic Management Journal
 California Management Review
 McKinsey Quarterly
Course Title : Consumer Behavior
Course Code : MKTG 604
Course Objectives:
The purpose of this course is to understand current theoretical and methodological approaches to
various underlying aspects of consumer behaviour and consumer research. The course aims at
developing the individual's knowledge about underlying psychological processes that drive
human consumption. The course also strives to provide awareness regarding theoretical and
technological advances in consumer research and psychological science and its application in
developing consumer insight.
Course Content/Syllabus:
Module I: Research in Consumer Behaviour
Introduction to Consumer Behaviour (Interdisciplinary Influences). Research Questions,
Hypotheses, and Predictions. Conducting Literature Reviews. Choosing a Method in Consumer
Behaviour Research Methods: Surveys, Focus Groups, Interviews, Storytelling, Experiments,
Observations and Ethnographic Research, Netnography
Module II: Learning, Attitude & Perception

Behavioural Learning Theories & Cognitive Learning Theory. Marketing Applications of

Classical Conditioning & Instrumental Conditioning Principles. Encoding, Storage and Retrieval
of Information in memory building. Understanding Behavioural Outcomes of Habit Formation
and Nostalgia. Shaping Consumers’ Attitudes Towards Brands. Brand Attitude Structure: The
Consistency Principle; Self-Perception Theory ;Social Judgment Theory; Balance Theory.
Attitude Models ; Changing Attitudes. Factors Influencing Consumer Perception. Sensory
Thresholds and Sensory Discrimination. Attention: Perceiving Through 5 Sense Organs (Vision
,Hearing , Taste, Smell and Touch). Stimulus Organisation. Interpretation Biases
Module III: Motivation, Personality & Values
Consumer Motivation. Goals and Emotions. Consumer Involvement. Consumer Personality
(Freudian Theory ,Neo-Freudian Theories and Trait Theory). Addictive Consumption. Brand
Personality. Self-Concept, Desired and Undesired Selves, Gender and the Self. Psychographics.
Values and Consumer Behaviour
Module IV: External Influences
Culture and Subculture. Reference Groups- Conformity and Independence, Leadership, Social
Power. Social Class Influences on Consumer Behaviour. The Household Lifecycle and
Marketing Strategy. Family Decision Making- Roles, Intergenerational Influences, Power and
Gender Dynamics
Module V: Consumer Decision Making
Problem Recognition & Information Search. Judgment and Decision Making Based on High &
Low Effort. Influence of Retailing Cues on Shopping Perceptions and Behaviour. Post-Decision
Dissonance and Regret . Product Disposal
Module VI: New Technologies & Consumer Behaviour
Impact of new Technologies on Consumer Adoption - Smart Devices, Wearable Gadgets.
Ecommerce & Mcommerce. Online Social Networks and Brand Communities. The Digital Self.

Text Reading:

 Solomon, M., Russell-Bennett, R., & Previte, J. (2012). Consumer behaviour. Pearson
Higher Education AU.
 Schiffman, L., O'Cass, A., Paladino, A., D'Alessandro, S. and Bednall, D., 2010.
Consumer behaviour.
 Quester, P., Neal, C., Pettigrew, S., Grimmer, M. R., Davis, T., & Hawkins, D. (2007).
Consumer behaviour: Implications for marketing strategy. McGraw-Hill.
 Blackwell, R. D., Engel, J. F., & Talarzyk, W. W. (1993). Contemporary cases in
consumer behavior. Dryden Press.
 Howard, J. A. (1977). Consumer behavior: Application of theory (Vol. 325). New York:
McGraw-Hill.
 Edwards, W., & von Winterfeldt, D. (1986). Decision analysis and behavioral research.
Cambridge University Press, 604, 6-8.
 Bryman, A. (2003). Quantity and quality in social research. Routledge.
 Anzul, M., Ely, M., Freidman, T., Garner, D., & McCormack-Steinmetz, A. (2003).
Doing qualitative research: Circles within circles. Routledge.
Course Title : Product and Brand Management
Course Code : MKTG 711
Course Objectives:

In congruence with the aim of marketing to convert a commodity into an identifiable product
and to a subsequent brand, the course involves the objective of imparting comprehensive
understanding of the process of product strategy and the fundamentals of building, measuring,
and managing a brand. The course will provide students with a knowledge and insight into
managing product-markets and building brand equity involving managing brands within the
context of other brands, as well as managing brands over multiple categories, over time, and
across multiple market segments.
Syllabus:
Module I Introduction to Product Management
The Process of PBM Product Strategy as an element of competitive strategy Defining
Competitive set Category Attractiveness Analysis Competitor Analysis, Customer Analysis
Module II New Product Development and PLC
Process of Strategic Product Creation and Innovation New Product Ideation, Product Testing
New Product Forecasting and Adoption Product Strategy over Life Cycle Linking Strategy to
Product Portfolio
Module III Introduction to Brand and Brand Management
Brand as a Genetic Programme The Product and the Brand Strategic Brand Management Process
Concept of Brand Equity, Brand Identity & Positioning
Module IV Designing & Implementing Brand Marketing Programs & Strategies
Using Brand Elements & Brand Associations to build Equity Brand Extension Brand
Architecture and Multi Brand Portfolios Designing Branding Strategy Brand Turnaround and
Rejuvenation Managing Global Brands
Module V Brand Equity Measurement and Management

Brand Value Chain Brand tracking Studies Understanding and Measuring brand equity using
Aaker, Keller, Kapferer, Young and Rubicum, Inter brand methodologies (methods of brand
valuation)
Module VI Latest Development, Trends and Practices
The Digital Brand. The Rise of Chatbots and Branding Strategy
Text & References:

 Crawford, C. Merle and Di Benedetto, C.Anthony (2010), New Products Management

 Cooper, G. Robert (2001), Winning at New Products: Accelerating the Process from Idea
to Launch, Third Edition.
 Cooper, G. Robert, Edgett, J.Scott and Kleinschmidt, J.Elko (2002), Portfolio
Management For New Products: Second Edition.
 Kahn, B. Kenneth (2004), The PDMA Handbook of New Product Development, Second
Edition. Lehmann, R.Donald & Winer, Russel S(2004), Product Management, Pearson
Education
 Keller, Kevin Lane (2013), Strategic Brand Management : building, measuring, and
managing brand equity, Pearson
 Kapferer,Jean-Noël (2012),The New Strategic Brand Management: Creating and
Sustaining Brand Equity Long Term.
 Temporal, Paul (2010), Advanced Brand Management: Managing Brands in a Changing
World.
Course Title: Direct Marketing
Course Code: MKTG715
Course Objectives:
Direct Marketing course provides an introduction to digital and offline direct marketing. The
course covers all major direct marketing media: direct mail, broadcast, print, catalog etc. with a
special emphasis on the use of different platforms such as email, SMS text, paid search, Mobile
apps and social media. Student will learn how databases to be created and accessed for the direct
marketing. Students will learn measurability and accountability of direct marketing and its
relationship to the 4P’s. Direct marketing is quickly becoming an integral part of the marketing
strategies of general marketing as well as the method of operation of traditional direct marketers.
The course focuses on the marketing perspectives and technologies that are distinctly used for
direct marketing and expose students to lead generation and retention activities in both B2B and
B2C Environment.
Course Contents/Syllabus:
Module I Conceptual Framework of Direct Marketing
Basics and scope of Direct Marketing, Objectives of Direct Marketing, Advantage &
Disadvantage of Direct Marketing, Integrated Direct Marketing, Business, Strategic & Direct
Marketing planning.
Module II Analyzing & Encashing Marketing opportunities for Direct Marketing
Research design for direct marketers, The Customer Database: Analysis and Application,
Consumer & Business mailing list, offer, Media of direct marketing- Magazines, Newspaper,
TV/ Radio, Co-Ops, Telemarketing,
Internet E-communications, Managing Direct Sales Force.
Module III Managing the Creativity Process in Direct Marketing
Introducing Creative Practices and techniques, Direct Marketing Creativity, Basic Steps of
Managing catalogue & print advertising, Innovation through Creativity & testing The Strategic
drivers of Creative Practices.
Module IV Direct Marketing into Business
B to B Marketing, Making a lead generation programme, Overview of E-commerce.
Module V Direct Marketing Implementation and Control
Marketing Intelligence- Modeling for business decision support, Mathematics tool for control in
Direct marketing, Future of Direct Marketing.
Text & References:

 Bob stone & Ron Jacobs (2011), Successful Direct Marketing Methods, Tata McGraw
Hill.
  Nash & Edward L (2009), Direct Marketing Hand Book, Tata McGraw Hill
Journals

 International Journal of Advertising

 Journal of Advertising Research
 Journal of Advertising
Any other Study Material:

 Spiller, Baier, “Contemporary Direct & Interactive Marketing” (2nd edition, Prentice
Hall)
Course Title: PRICING STRATEGIES
Course Code: MKTG713
Course Objectives:
The pricing of a product or service is one of the most important, most complex and least
understood marketing decisions. This course covers some of the most popular pricing practices,
explores the issues surrounding these practices, and identifies the underlying fallacies. It
develops a conceptual framework - based on economic fundamentals - for effective proactive
decisions.
Course Contents/Syllabus:
Module I The role of pricing in value creation
Why pricing is becoming a central issue to businesses today Conventional approaches to pricing
– and their limitations Strategic pricing principles Legal issues in pricing
Module II Costs & profitability analysis
Identifying relevant costs for making pricing decisions Pricing for profit-maximization – break-
even sales analysis How cost structures influence pricing strategy Cost impact of pricing
decisions
Module III Managing Competitive Dynamics

Pricing as a “game” – Prisoner’s Dilemma Key building blocks for managing price competition:
competitive analysis, competitive strategy and signaling Effective responses to competitive
pricing moves Applications of foundational pricing concepts and techniques
Module IV Segmented Pricing
Benefits of segmented pricing Techniques for segmented pricing Framework for investigating
segmented pricing opportunities Negotiated pricing: Structuring and managing price
negotiations Menu pricing The elements of price: Quantity discounts; Two-part tariffs (signup
plus usage fees) Bundling Product Line Pricing: Pricing substitutes and complementary
products, Pricing to drive image or to drive traffic Markdown Pricing Performance-based
Pricing Price Rationalization: “Pocket price” and “pocket price band” SKU pricing analysis
Module V Theories Of Consumer Behavior
Theories of consumer behavior (that focus on price perceptions and response) o Utility Theory;
Indifference Theory; Attitude formation/ change; Individual and Collective Change; Quality
Perception Rational views, Subjective views. Framework for analyzing customer WTP
(willingness to pay) and response to price changes How marketers can influence price
perceptions and elasticity
Module VI Pricing Strategies
Theories influencing Pricing Strategies o Positioning of the product/ service o Perception around
the product/ service Penetration Pricing Price Skimming Monopoly Pricing Every-day low
pricing strategy Pricing of Services On-line pricing Sectoral Pricing
Text & References:

 Pricing Strategy: Setting Price Levels, Managing Price Discounts and Establishing Price
Structures; Tim J. Smith; Cengage Learning; 1 edition, ISBN10: 0538480882
 The Art of Pricing: How to Find the Hidden Profits to Grow Your Business; Rafi
Mohammed; Crown Business; ISBN-10: 1400080932
 The Strategy and Tactics of Pricing: Thomas Nagle; Prentice Hall; 5 edition; ISBN-10:
0136106811
 Value-Based Pricing: Harry Macdivitt; McGraw-Hill; 1 edition; ISBN-10: 0071761683
 Pricing and Profitability Management: Julie Meehan; Wiley; 1 edition; ISBN-10:
0470825278
Any other Study Material:

 Choosing the Best Pricing Techniques to Address Consumer Goods Pricing Challenges
(http://www.ipsos.com/marketing/sites/www.ipsos.com.marketing/files/pdf/BestPricingT
echniques.pdf)
 Pricing New-to-Market Technologies: An Evaluation of Applied Pricing Research
Techniques
(http://www.ipsos.ru/whitepapers/Ipsos%20Group/IpsosInsight_WP_PricingTech.pdf)
 8 Pricing Research Techniques (http://blog.verint.com/8-pricing-research-techniques)
 Pricing Research Methods (http://www.moodia.com/article/pricing-research-methods)

Course Title : Bottom of Pyramid Marketing

Course Code : MKTG 735
Course Objectives: The course helps to identify the principal challenges and opportunities in
serving key marketing factors that lead to business’ success or failure. The course will integrate
concepts of consumers across the different industry and poverty alleviation to stimulate the
leadership skills. The course would also integrate competitive imagination with innovation to
help the student understand the BOP landscape and creation of successful BOP ventures. The
course design explores the commercial viability of such markets and its impact on the social
development of the populations involved, together with profitability of the enterprise. In the
process of learning, the course will seek to understand the viable models used by commercial
and social enterprises to address the needs of those at the base of the socioeconomic pyramid and
the key factors of success in these markets.
Syllabus:
Module I Introduction and scope of Mass Marketing
Introduction of mass marketing Concept dimension and scope of Mass marketing Exploring the
mass marketing approaches Compatibility of social and business objectives Conflicting or
compatible interests of private and public sector Contextual framework of Mass marketing Role
of consultants in Mass marketing Sustainable marketing and consumers behaviors
Module II Challenges and opportunities in Mass Marketing
Relationship marketing and its challenges Relationship Marketing Importance Transactional
marketing Ethical and social aspects of marketing Portal five forces model and challenges for
marketing concepts Personal selling and sales promotion
Module III Societal Concepts and Cooperative Marketing
Current International tools to combat poverty Philosophies of Marketing Societal concepts of
marketing Microfinance and Micro franchising Role of cooperatives in Rural marketing
Holistic marketing and its impact on modern corporate world. Marketing essentials Branding
essentials Personal branding
Module IV Environmental Analysis for marketing
Corporate and Marketing Plans. Marketing proposals The Structure of Strategic Marketing Plan
People, Power and Politics in organization Benchmarking in marketing Manage the marketing
managers Rural consumptions vs. urban consumptions Entrepreneurial marketing and its role in
21st century
Module V Environmental Analysis for marketing
Global marketing environment Analyzing the marketing environment Social media and its
impact on marketing environment Communicating customer values The marketing
organization’s macro and micro environment. Information management and marketing research
Business market behaviors Micro franchising and Base of the Pyramid Micro franchise Business
Models in different parts of the world
Module VI Technology advancement, Current trends and practices in Marketing practices
Extended applications mass marketing Role of technology to enhance the sales people qualities
Co-creation: Product and technology innovations Artificial intelligence and its impact on
marketing New technological application in marketing Blogs, Business Apps and social media
marketing B2B purchasing on Internet Role of Innovation in bottom of pyramid
Text Reading:

 Boyd, H.W.; Orville, C.W.; Larreche, Jean-Claude. (1998) Marketing Management: A

Strategic Approach with a Global orientation. Irwin: New York
 Buzzel, R.D.; Quelch, R.A.; Barlett, C.A. (1995). Global Marketing Management. Cases
and Readings. 3rd ed. Addison-Wesley: Reading, Massachusetts
References:

 Nabi M.K., Pandey Amit Kumar, Bansal Sanjeev (2018). Marketing Management. Ocean
Publication New Delhi.
Additional Reading:
  Czinkota, M., Ronkainen, I. (1994). International Marketing Strategy: Environmental
Assessment and Entry Strategies. The Dreyden Press: NewYork.
 Czinkota, M., Ronkainen, I. (1993). International Marketing. 3RD ed. The Dryden Press:
New York.
 Dahringer, L., Muhlbacher, H. (1991). International Marketing: A Global Perspective.
Addison-Wesley: Reading, Massachusetts

Any Other Study Material:

 Harvard Business Review

 Knowledge @ Wharton
Course Title: ENTERPRISE PLANNING, APPRAISAL AND FINANCING
Course Code: ENTR701
Course Objectives:

The objective of the course is to introduce and familiarize the students with various aspects of
preparation, financing and appraisal of projects in today’s liberalized environment where mega
projects have become the order of the day. The specific objective would be to enable students to
understand mechanism of project appraisal in various stages. To appreciate the usefulness of
different techniques applied in project appraisal and to understand new and innovative sources of
financing projects in the present day world. Students will be able to understand that appraisal is a
process which is required in all aspects of life, is important in narrowing down to choosing the
best alternative and taking a feasible/best call.
Course Contents/Syllabus:
Module I- Investment Environment
Banks and financial institutions, principles of lending, types of securities and methods of charge
creation.
Module II-DPR/Business Plan
Generation of business Idea, converting business idea into business plan and then to a project,
Preparation of a blue print of the project that will need equity/debt financing.
Module III-Understanding the evaluation criteria of detailed Project report/business plan by
FI’s/Banks
Components of TEFR,Market and demand analysis, technical & financial analysis,
Estimation of project flows, Analysis of risk, assessment and risk mitigation
techniques.Sensitivity/DSCR/ISCR analysis.Forward and options for risk mitigation.
Module 1V -Fund Raising
Approaches of fund raising from angel financers, equity funds and business incubators.VC
Funding, Stages of VC funding, types of VC’s, Difference in approaches of financial
institutions and seed financing institutions. FC Loan/FCCB/GDR/ADR
Module V-Various Schemes of Govt./Semi Govt./State Govt./Banks/FI’s
Institutional/Financial Assistance, Schemes pertaining to: Term lending, Working capital
finance, Bills finance, Export & Import finance.

MODULE VI- Managing the Company Portfolio

Board of Directors, Advisors and consultants, Managerial change, Key-man life insurance, Buy-
sell agreements, Legal documentation, Investment agreement, Description of transaction,
Representation and warranties by company, Company’s covenants and undertakings, Various
agreements and documents: Stockholders agreements, Employee stock purchase agreements

Text book

 P. Chandra, Latest Edition, Projects: Planning, Analysis, Selection, implementation and

review. Tata McGraw Hill

Reference book
o Charantimath, Poornima, Entrepreneurship Development and Small Business
Enterprises, Pearson Education, New Delhi
 P.N. Varshney Banking law and practice
 Thummuluri Siddaiah, Financial Services, Pearson
Reports, online, websites

 Any practical TEFR/Business plan, which is actually practiced in a financial institution..

 Financial / RBI/SEBI/Bank Journals and Financial Dailies like ET/FE/.
Course Title: Entrepreneurial Marketing
Course Code: ENTR703
Course Objectives:
The main objective of the course is to provide a fundamental understanding of the underlying
dimensions of creating, measuring, analyzing and managing the marketing function in a new
business venture. The course will help the students to become familiar with the concept of an
entrepreneurial firm working from a marketing perspective.
Course Contents/Syllabus:
Module I : Characteristics of Entrepreneurial firms and features of Entrepreneurial Marketing

What are the characteristics of Entrepreneurial firms from a marketing perspective? Features of
Entrepreneurial Marketing. Proactive orientation. Innovativeness. Focus on the Customer
Utilizing opportunity Risk Management Value Creation
Module II: Market Research , Segmentation, Targeting , Positioning and Pricing
Value of Market Research for an entrepreneurial firm. Segmentation, Targeting and Positioning.
Branding. Considerations and Challenges in building a strong brand. Need for new product
development. Types of new products. Pricing. Pricing for entrepreneurial firms. Price sensitivity.
Pricing strategies. Pricing from an international perspective.
Module III: Distribution
Going Directly to the customer. Going directly to the retailer: bypassing the distributer. Using
Sales Agents. Participate in established channel structure. Set up your own intermediaries.
Deciding on the distribution Channel
Module IV: Advertising & Promotions
Creating a buzz. Myths of viral marketing. Types of promotional Campaigns. Planning a
promotional campaign. Establishing criteria for advertising success. Role of electronic media
and social media in advertising and promotion. Introduction to Market analytics
Module V: New Product Development & Management
Marketing considerations in New Product Development. Eight Stages Idea Generation Idea
Screening. Concept Development & Testing. Business Analysis. Beta Testing and Market
Testing Technical implementation Commercialization. New Product Pricing. Ansoff Matrix and
Four Alternative Marketing Strategies. For Existing Markets Market Penetration Product
Development. For New Markets Market Development Diversification
Module VI: Strategic Marketing
How to build an effective fully integrated strategic marketing plan. Focus on value creation,
brand equity and customer sustainability. Investigate competitor dynamics & detect competitor
strengths & weaknesses. Incorporate marketing strategy into an overall business strategy.
Improve decision making processes by better linking marketing tools & techniques. Learn
analytical tools & techniques to get better insights about consumer preferences and buying
behavior. Marketing Warfare Strategies. Offensive marketing warfare strategies Defensive
marketing warfare strategies Flanking marketing warfare strategies Guerilla marketing warfare
strategies Deterrence Strategies. Pre-emptive strike. Flanking attack Sequential strategies
Leapfrog strategies
Text :

 Hisrich , R.D. , & Peters, M. (2012) Entrepreneurship, 9th Edition McGraw Hill
Education
 Kotler , & Armstrong (2004) Principles of Marketing 10th Edition Pearson Education
 Holt, D. Entrepreneurship New Venture Creation 4th Edition PHI
References:

 Drucker, P.F. 1993 Innovation and Entrepreneurship, Harper Business

 Crane, F.G. 2013 Marketing for Entrepreneurs, 2nd Edition, Sage Publications.
 Modish, L.N., Morgan, H.L. & Kallianpur, A. Entrepreneurial Marketing: Lessons from
Wharton’s Pioneering MBA Course,
 Roy, R. (2012) Entrepreneurship, 2nd Edition Oxford University Press
Journals:

 Emerald Emerging Market Case Studies, Emerald

 Journal of Entrepreneurship in emerging markets, Emerald
 Harvard Business Review
 Journal of Research in Marketing and Entrepreneurship, Emerald Group
 Emerging Markets Review Journal, Elsevier
 Journal of Entrepreneurship and Business Economics, Scientificia,Canada
 International Journal of Globalisation and Small Business, Inderscience.
Reports, Online, Websites:

 www.slideshare.net/royrajeev/entrepreneurial-marketing
 www.ekf.tuke.sk/files/utorok.pdf
 www.academia.edu/.../The_effect_of_entrepreneurial_marketing_on_fir
 www.marketing-schools.org/...marketing/entrepreneurial-marketing.htm
Course Title: SOCIAL ENTREPRENEURSHIP
Course Code: ENTR711
Course Objectives:
In the development sector there is a shift, for various NGO projects grants have shrunk. A new
wave for more sustainable development came in the role of social entrepreneurship, wherein on
the basis of seed money, an enterprise strives for self sustainability by profit sharing within all
the stakeholders and reinvesting profit in the enterprise. The course will make understanding
clear about social enterprise, skills and methods required for its formation including legal aspect.
How different agencies like donors, NGO’s, investors, government and newly added CSR
support social enterprise for fund raising and implementation. The marketing strategy for
enterprise’s product/service. The course will also highlight the socio economic impact of social
enterprise on community and stakeholders.
Course Contents/Syllabus:
Module I Introduction to Social Enterprise

Overview of social entrepreneurship, Individual as a social entrepreneur, challenges and future

prospects of social entrepreneurship. Type of social enterprises, models of social enterprises,
Support of corporate social responsibility activities for social enterprise.
Module II Understanding environment and creating social enterprise
Idea generation for social enterprise, social innovation and inclusion, Need identification of
product/service of social enterprise. Appraising the idea formation though feasibility
analysis.Achieving social objectives with commercial ventures.
Module III Mobilizing resource and Networking for Social Enterprise
Society and social problem as resource. Creating Business model and writing business
plan.Source of capital for social enterprise. Different fundraising strategies and models.
Module IV Managing growth and performance
Strategic framework analysis of social enterprise, crafting alliances between non-profit business
& government organizations, different growth models ,social enterprise management and
sustainability of social enterprise, social audits. Skill development and enhancement. Market
research for product/service of social enterprise.
Module V Socio-Economic Impact of social enterprise
Profiling the Social Entrepreneur and their Social ventures. Benefits and rewards of social
enterprise , Impact of social enterprise on community and stakeholders .Case discussion
Bangladesh Gramin Bank, Sulabh International, AMUL,Rangsutra, Jaipur Rugs Foundation,
Desi Crew, Pipal Tree,Goonj etc.
Text books:

 K.G. Karmakar (2008). Microfinance in India, Sage Publications India, First Edition
 S.B Verma& Y.T Pawar (2005). Rural Empowerment through SHGs, NGOs and PRIs,
Deep and Deep Publications Pvt Ltd.
 C.B Gupta & N.P Srinivasan (2009). Enterpreurship Development in India
References:

 Sharma, Apoorv and Joshi, Manoj and Shukla, Balvinder, Is Accelerator an Option?
Impact of Accelerator in Start-up Eco-System! (May 19, 2014). Available at SSRN:
https://ssrn.com/abstract=2438846 or http://dx.doi.org/10.2139/ssrn.2438846
 Joshi, Manoj and Srivastava, Apoorva and Shukla, Balvinder, International Lessons on
Innovation for Socio Economic Development in India (October 13, 2014). Available at
SSRN: https://ssrn.com/abstract=2509060 or http://dx.doi.org/10.2139/ssrn.2509060
 Joshi, Manoj and Shukla, Balvinder, A Perspective of Innovation in Entrepreneurial
Firms (July 28, 2014). Available at SSRN: https://ssrn.com/abstract=2442757 or
http://dx.doi.org/10.2139/ssrn.2442757
 Prahalad C.K(2007),The Fortune at the Bottom Of The Pyramid, Eradicating Poverty
through Profits,Pearson
 Bronstein David (2004),How to change the world: Social Entrepreneurs and the birth of
new Idea
 Yunus Muhammad (1999),Creating the world without Poverty:Social Business and
Future of Capitalism
Journals:

 Journal of Social Entrepreneurship, Routledge

 Social enterprise journal, Emerald
 International Journal of Social Entrepreneurship and Innovation, Inderscience
Course Title: BUILDING ENTREPRENEURIAL CULTURE AND TEAM
Course Code: ENTR712
Course Objectives:

Many organizations are flattening their hierarchies and encouraging self managed teams,
moving away from centralized decision making to empowerment of its employees for driving
creativity and innovation. The entrepreneurs confront issues both at organizational (strategizing
business, products and processes, building talent and a management team, acquiring resources
etc.) and personal level (limitations in defining an appropriate leadership role). This course
examines the various challenges faced by an entrepreneur in creating an innovation driven
entrepreneurial culture and building effective teams. This course aims to provide students to
identify initiate and sustain those behavioral skills that will facilitate and lead to augment
entrepreneurial culture within organization. The course will help students learn concepts of
team dynamics and develop knowledge, skills for designing, leading, and consulting with teams
in organizations.

Course Contents/Syllabus:
Module I Introduction to Entrepreneurial Culture
Concept of Organizational Culture. Relationship between corporate culture and entrepreneurial
behavior. Levels of culture. Categories of culture: Marco-cultures, subcultures and Micro-
culture. Components of culture that are common in Entrepreneurial driven organizations
Module II Building an entrepreneurial culture
Entrepreneurial culture and set of attitudes. Functions of organization culture- Behavioral
control, Encourages stability, Provides source of identity. Determinants of organizational culture
that influence creativity and innovation ( strategy, structure, support mechanisms, behaviour and
open communication)
Module III Executing Entrepreneurial Culture through leadership role
Influence of founder/ leader in culture. The impact of culture on organizational performance/
relationship between strategy and culture. Leadership and the dynamics of how culture begin,
evolve and change. New Approaches of Leadership in Multicultural world. Mechanisms used by
leaders to embed and transmit culture- organizational socialization
Module IV Building sustaining organizations through teams
Introduction to Teams / effective groups. Types of teams. Team dynamics- evaluating team
effectiveness. How to develop high performance work teams-winning teams. Self managed team
Module V How Entrepreneurial culture emerges in new teams / groups?

Stages of group evolution- Group formation, Group building, Group work & functional
familiarity and Group maturity. Linking culture, structure and strategy.

Text & References:

 Alzira Salama (2011), Creating and Re-creating Corporate Entrepreneurial Culture,

Ashgate Publishing Limited
 Ashis Gupta (2009), ‘Indian Entrepreneurial Culture: Its Many Paradoxes, New Age
International Pvt Ltd Publisher
 Edgar Schein (2004). Organizational Culture and Leadership, Jossey- Bass, John Wiley
& Sons, 3rd Edn McGraw-Hill Professional
 Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G.R., Maznevski, M.L. (2013). Global
Leadership: Research, Practice and Development (2nd Ed.). New York: Routledge
 Robert Hisrich & Claudine Kearney (2011).Corporate Entrepreneurship: How to Create a
Thriving Entrepreneurial Spirit Throughout Your Company ,
 Schermerhorn, J.R. Jr.; Hunt, J.G. & Osborn, R.N. (2008), Managing Organizational
Behaviour, 9th Edition, John Wiley & Sons
 Yukl G ( 2009). Leadership in Organizations, Pearson Prentice Hall, Inc
Course Title: ENTREPRENEURSHIP AND NEW VENTURE CREATION
Code: ENTR601
Course Objectives:
To understand the concept of entrepreneurship and skill sets of an entrepreneur. To examine
historical and theoretical perspective of entrepreneurship. To enable recognition and shaping of
various opportunities for new venture. To develop a credible business plan for real life
situations. To explore the challenges of starting new ventures.
Course Contents/Syllabus:
Module I Introduction
Concept of entrepreneurship, entrepreneur’s role, task and personality, theoretical
perspective of entrepreneurship, entrepreneurial intention, entrepreneurial orientation,
type of entrepreneurship, Understanding the entrepreneurial perspective in individuals,
developing creativity and understanding innovation, Importance of entrepreneurship.
Module II Evaluating Entrepreneurial Options and Startup Opportunities

Understanding the idea and an opportunity. The opportunity creating, shaping, recognizing and
seizing. Screening venture opportunities, gathering information and analyzing. Evaluating
venture opportunities and develop startup strategy. Feasibility analysis and risk taking ability.
Module III Understanding Startup Finances, Capital & Other Requirements

An overview of startup finance and sources of finance. Understanding the business model and
financial projections—how to forecast expenses and revenue. Gathering the resources,
developing entrepreneurial marketing and operational plan. Role of government institutions.
Module IV Developing Team and Presenting Business Plan
The importance of team, forming and building team. Examining sample business plans and
writing business plan. Understanding the investor’s perspective and presenting the business plan.
Valuation of business plan and the elevator pitch.
Module V Launching and Managing the New Venture
Entrepreneurial challenges as an individual and as an entrepreneur, both. Skills of managing
business risk enhancing success.
Module VI Legal Aspects of Business
Legal form of new venture. Legal issues and other formalities related to venture.
Module VII Emerging trends, Technologies and Practices in new venture creation

Technology-enabled trends that will help shape businesses and the economy, Technical
intelligence in business- understanding technology threats and opportunities, Technology
Business Incubators, emergence and growth of new technology–based companies
Text books:

 Holt H. David(2005), Entrepreneurship New Venture Creation, Prentice-Hall

 Histrich D. Robert and Peters P. Michal Shepherd A Dean (2007), Entrepreneurship,
McGraw Hill
 Suhail Abidi and Manoj Joshi, The VUCA Company, 2016, Jaico Publishing India,
ISBN 978-81-8495-662-7
References :

 Sharma, Apoorv and Shukla, Balvinder and Joshi, Manoj, Can Business Incubators
Impact the Start-Up Success? India Perspective! (October 20, 2014). Available at SSRN:
https://ssrn.com/abstract=2511944 or http://dx.doi.org/10.2139/ssrn.2511944
 Sharma, Apoorv and Joshi, Manoj and Shukla, Balvinder, Is Accelerator an Option?
Impact of Accelerator in Start-up Eco-System! (May 19, 2014). Available at SSRN:
https://ssrn.com/abstract=2438846 or http://dx.doi.org/10.2139/ssrn.2438846
 Joshi, Manoj and Srivastava, Apoorva and Shukla, Balvinder, International Lessons on
Innovation for Socio Economic Development in India (October 13, 2014). Available at
SSRN: https://ssrn.com/abstract=2509060 or http://dx.doi.org/10.2139/ssrn.2509060
 Kuratko F. Donald and Hornsby S. Jeffery (2009), New Ventures Management,
Entrepreneur Road Map, Pearson Education.
 Kuratko F. Donald and Hornsby S. Jeffery (2009): New Ventures Management,
Entrepreneur Road Map, and Pearson Education. Stutely, R. (2002) : The Definitive
Business Plan, FT Prentice Hall
 O’Rourke S. James(2009): Writing and presenting business plan, Cengage Learning
 Stevenson, H.H., Grousebeck, H.I., Roberts, M.J. and Bhide, A. (2000): New Business
Ventures and the Entrepreneur, McGraw-Hill, Singapore.
 Timmons A. Jeffry and Jr. Stephen Spinell (2009): New Ventures Creation;
Entrepreneurship for the 21st Century, McGraw Hill.
 Chauhan, A., Abidi, S., Kumar, A., and Joshi, M. (July, 2018), “Reading Tea leaves or
Foresightedness- Part II”, Business World / Education
 Chauhan, A., Abidi, S., Kumar, A., and Joshi, M. (July, 2018), “Reading Tea leaves or
Foresightedness- Part 1”, Business World / Education
Journals:

 Harvard Business Review

 International Journal of Entrepreneurship and Innovation, IP Publishing
 Journal of Business Venturing - Elsevier
 Journal of Entrepreneurship in Emerging Markets, Emerald
 Technology, Innovation, Entrepreneurship and Competitive Strategy, Emerald
Any other Study Material:

 Idea Generation Tools: Brainstorming, Affinity Grouping, and Multi-voting, Institute of

Healthcare Improvement, 2004
 Culture and International Entrepreneurship, Samit M L, Florida Atlantic University, 2006
 Why America Is Losing the Race for Entrepreneurial Talent, Knowledge @ Wharton,
November 2012
 Funding Guide for Entrepreneurs, London Chamber of Commerce and Industry, 2010.
Course Title: Cost and Management Accounting for Decision Making
Course Code: ACCT611
Course Objectives:
To develop an understanding of basic elements of cost and its classification, allocation and
how the costing techniques are useful in the process of managerial decision-making. To
expose the students to the latest techniques to facilitate the process of decision making in
today’s dynamic business world.
Course Content/Syllabus:
Module I Cost Accounting – Introduction & Elements

Cost concepts and cost object, cost classification, cost organization and its relationship with
other departments. Elements of cost and cost determination: Cost accounting records — cost
ledgers, reconciliation of cost and financial accounts
Module II Process Costing
Process costing — treatment of normal and abnormal losses and gains, valuation of work-in-
progress using first-in – first-out and average methods (equivalent production), inter-
process transfer and pricing, concepts and accounting for joint products, by- products, waste,
scrap, spoilage and defectives, research and development expenses.
Module III Cost Analysis for Planning, Control & Decision making
Cost-Volume-Profit Analysis, Using CVP analysis for decision making ( Short run and Long
Run), CVP analysis in Service and Non-Profit Organizations. Pricing decisions and Cost
Management
Module IV Specialized Costing
Service or operating costing — unit costing and multiple costing, application, identification of
cost unit and cost determination and control; Uniform costing, Inter-firm comparison, cost
reduction, value analysis/engineering including value management
Module V Costing Methods and Accounting Systems
Costing and accounting systems - activity based costing, customer profitability analysis; direct
product profitability; just-in-time and back flush accounting; Target costing; life cycle costing,
parametric cost control.
Text:

 Horgren, Datar, Foster, Rajan, Ittner, Cost Accounting- A Managerial Emphasis, Prentice
Hall
  Jain, S.P. & Narang, K.L., Cost Accounting- Principles and Practice, Kalyani Publishers
 Khan,M.Y. & Jain P.K. (2012), Cost Accounting, Tata McGraw Hill

Course Title: Corporate Tax Planning & Management

Course Code: ACCT801
Course Objectives:
To acquaint the students with basic principles underlying the provisions of direct and indirect tax
laws and to develop a broad understanding of the tax laws and accepted tax practices. To give an
understanding of the relevant provisions of Goods & Services Tax Act, 2017

Course Contents / Syllabus:

Module I Basic concepts, nature and scope of tax Planning and Management
General Framework of Direct Taxation in India. Different direct tax laws and their inter-
relationship in the scheme of taxation in India. Residential status of companies and tax
incidence; tax concession and incentives for corporate decision; Tax liability and minimum
alternate tax with special emphasis on SEZ and companies under 80IA/IB ; Tax on distributed
profits; tax planning for depreciation; carry forward and set off losses. Concept of Tax Planning:
Meaning, Scope, Importance, Objectives of Tax Planning. Tax Avoidance, Tax Evasion and Tax
Planning.
Module II Areas of Tax Planning
Tax planning with reference to setting up of a new business: Locational aspect, nature of
business, form of organization. Tax planning with reference to financial management Decision -
Capital structure, dividend including deemed dividend and bonus shares; Purchase of Assets out
of own Funds or out of Borrowed Funds.
Module III Tax Planning in Special Situations
Tax planning with reference to specific management decisions-Make or buy; own or lease;
section 43B. Tax planning with reference to employees' remuneration. Tax planning with
reference to sale of scientific research assets.
Module IV International Taxation
Double Taxation Avoidance Agreements (DTAA), Double Taxation Relief Agreement with
Foreign Countries or Specified Territories, Countries with which no agreement exists. Transfer
Pricing Issues (Including International & Domestic Transactions), Application of Generally
accepted Cost Accounting Principles and Techniques for determinations of Arm’s Length Price.
Advanced Pricing Agreements (APA)- Concept & Application.
Module V Goods & Services Tax Act, 2017
Overview of GST Act- Registration & Exempted Goods & Services. Meaning and Scope of
Supply of Goods & Services. Time & Valuation of Supply, Types of Supply. Tax provisions
related to Input Tax Credit, ISD. Tax provisions related to Job Work & E-Commerce
Text & References:

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

 Singhania V K & Singhania Monica, Corporate tax planning and Business

tax procedures, Taxmann publications

References

 Singhania V K & Singhania Monica ,Systematic Approach to Income Tax and

Central Sales Tax

 Girish Ahuja and Ravi Gupta Corporate Tax Planning & Management Bharat
Law House 2014

 Dr. B B Lal, Direct Taxes, Konark Publications

 Rajeev Puri and Puja Gaur, Corporate Tax Planning and Management,
Assessment Year 2017-18, Kalyani Publishers,

 Taxmann's statutory manual for chartered accountants, company secretaries,

cost and works accountants, advocates. - New Delhi: Taxmann,

 Ready Reckoner Taxmann- Goods & Service Tax, 2017

 TAXMANN’s Basics of GST, Nitya Tax Associates, 2017

Course Title: Management of Financial Services
Course Code:FIBA721
Course Objectives:

To understand role of Financial Services in Business organizations and to give an insight into the
strategic, regulatory, operating and managerial issues concerning select financial services.
Examine the present status and Fintech development that are taking place in the financial
services sector. Developing an integrated knowledge of the functional areas of financial services
& industry in the real world situation.
Course Contents/Syllabus:
Module I : Introduction to Financial Services & Regulations
Financial Services: Meaning, Importance & Role of Financial Services in the Indian Financial
System, Merchant & Investment Banking Service- Project Counseling and Appraisal,
Procedural aspects of New Issue Management Book Building, Pre-Issue and Post Issue
Management of Public Issue, SEBI guidelines for Merchant Banking and Protection of Interests
of Investors.
Module II : Non Banking Finance Companies (NBFCs) & Mutual Funds
NBFC: Scope and meaning – importance of NBFC's in Indian economy, Recent RBI guidelines
on NBFCs, Chit Funds & Nidhis: Issues and Legal framework. Mutual fund services, MF -
concept, need and scope, MF - types of schemes, MF - Recent SEBI guidelines for mutual funds
Module III Leasing, Hire- purchase and Consumer Credit
Leasing and Hire Purchase Services, Types of Leasing, Pricing Methodology, Taxation, and
Legal Framework for Leasing and Hire Purchase Companies, Leasing Vs. Buying- NPV,
Consumer Credit- factors affecting demand for consumer credit, Terms of finance - fixed and
floating ROI,merits & demerits ,Bills Discounting,
Module IV Venture Capital and Private Equity Financing Other Financial Services
Characteristics of Venture Capital Financing, Stages of VC financing, Structure & sources of
VC financing in India, , difference between angel investors, venture capital & private equity,
basis for Investments for VC firms, Exit route for VC, Private Equity and its growth in India.
Credit Rating: Concept, Types and Advantages of Credit rating, Credit Rating Agencies and
their methodology and rating process, Factoring and Forfeiting Services – Features, Merits and
Demerits
Module V: Developments Trends & Practices
Overview of Indian fintech market-Digital Payments, InsurTech, Wealthtech, Managing risk,
Emerging technologies disrupting the financial sector
Main Text Book

 Khan, M.Y., Financial Services, TMH,

 Siddaiah, Financial Services, Pearson, perusal
Additional Readings

 Pathak, Indian Financial System, Pearson,

 Khan, M.Y., Financial Services, TMH,
 Bhole L M ,Financial Institutions and Markets , Fourth edition
 Fabozzi, Frank J, Foundation of financial markets and institutions,3rd ,Tata McGraw
Hill, New Delhi,
 Auerbach, Robert D, Money, Banking and Financial Markets, Macmillan Publishing Co.;
New York and Collier MacMillan Publisher; London.
 Avadhani, V.A, Investment and Securities Market in India, Bombay, Himalaya
Publishing House.
 Khan, M.Y, Indian Financial System - Theory and Practice; Vikas Publishing House
 Mishkin, Frederics, S, The Economics of Money Banking and Financial Markets;
HarperCollins Publisher; New York
 K. Sriram, Hand book of leasing, hire purchase & factoring
 Vij, Dhawan, Merchant Banking and Financial Services, Tata McGraw Hill
 Gurusamy, Financial Services and System, Tata McGraw Hill
Journals:

 CFO Asia
 SEBI Bulletin
 RBI Publications
Online Resources:

 www.cfoasia.com
 http://economictimes.com/
 http://www.sebi.gov.in
Course Title: PROJECT PLANNING, APPRAISAL AND CONTROL
Course Code: FIBA724
Course Objectives:
The objective of the course is to make the students familiar with financial planning, analysis,
selection, and implementation and review the capital expenditure investments. This also aims to
acquaint the students with the application of mathematical and statistical tools for analyzing
managerial problems in order to select the projects.
Course Contents/Syllabus:
Module I : Planning of Projects

Capital Expenditures, Phases of Capital Budgeting, Levels of Decision Making, Facets of

Project Analysis, Strategic Position and Action Evaluation (SPACE), Generation of Ideas,
Monitoring the Environment, Corporate Appraisal, Project Rating Index, Formulation of
Detailed Project Report
Module II : Technical Analysis
Manufacturing Process, Material Inputs and Utilities, Product Mix, Plant Capacity, Location and
Site, Machineries and Equipment, Structures and Civil Work, Environment Aspects, Project
Charts and Layouts, Work Schedule
Module III : Financial Analysis
Estimation of Cash Flows, Basic Principles for Measuring Project Cash Flows, Cost of Project,
Means of Finance, Cost of Production, Working Capital Requirements and its Financing,
Profitability Projections, Projected Balance Sheets, Multi Year Projections
Module IV : Project Risk Appraisal
Types and Measures of Project Risk, Sensitivity Analysis, Scenario Analysis, Break Even
Analysis, Simulation Analysis, Decision Tree Analysis, Social Cost Benefit analysis – UNIDO
and Little Mireless Approach
Module V: Project Management and Review
Forms of Project Organization, Project Planning, Project Control, Human Aspects of Project
Management, Prerequisites for Successful Project Implementation, Time Estimation, PERT
Model, CPM Model, Performance Audit. Latest development in project management –
Situational analysis, cyber security, Internet of Things.
Text Reading:
  Chandra P., 2009, Projects: Planning, Analysis, Financing, Implementation & Review,
7th Ed. Tata McGraw-Hill Publishing.
References:

 Meredith J.R. & Mantel S.J., Jr., 2000, Project Management: A Managerial Approach,
4th Ed. John Wiley & Sons.
 Patel B.M., 2000, Project Management: Strategic Financial Planning Examination &
Control, Vikas Publishing House Pvt. Ltd.
 Finnerty J. D., 1996, Project Financing: Asset-Based Financial Engineering, Wiley
 Newbold C.R., 1998, Project Management in the Fast Lane: Applying Theory &
Constraints, St. Lucie Press
 Diwan P., Project Management, Deep & Deep Publications
 Anthony R.N. &Govindrajan V., 1998, Management Control Systems, 9th Ed. Tata
McGraw-Hill
 Desai V., 1997, Project Management, 1st Ed. Himalaya Publishing House
 Thakur D., 1992, Project Formulation & Implementation, Deep & Deep Publications
 Dayal R., Zachariah P. &Rajpal K., 1996, Project management, 1st Ed. Mittal
Publications
 Goel B.B., 2001, Project Management: A Development Perspective, Deep & Deep
Publications
Reading:

 Clifford Gray, Project Management,

Course Title: SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
Course Code: FIBA732
Course Objectives:
This course aims at developing an understanding of the changing domestic and global
investment scenario in general and Indian capital market in particular with reference to
availability of various financial products and operations of stock exchanges. It aims at providing
an in-depth knowledge of the theory and practice of portfolio management. Important theories,
techniques, regulations and certain advancements in theory of investment will be covered with
an aim of helping the participants make sound investment decisions in the context of portfolio
investment.
Course Contents/Syllabus:
Module I Nature and Scope of Investment Management and Portfolio Analysis: Overview
Basics of stock markets. Investment versus Speculation, Investment Alternatives and Their
Evaluation, Financial Markets, Portfolio Management Process, Approaches to Investment
Decision Making, Common Errors in Investment Management, and Qualities of Successful
Investing. Role of Portfolio Management, Portfolio Management Practices in International
markets.
Module II : Basic Concepts and Methods
Risk and Return –Measuring Historical Return, Measuring Historical Risk, Measuring Expected
(Ex Ante) Return and Risk. Fundamental Analysis: Economic Analysis, Industry Analysis ,
Company Analysis Framework Technical Analysis : Basic Tenets of Technical Analysis – Dow
Theory – Behavior of Stock Prices – Major Trends – Charts and Trend Lines – Resistance and
support Lines – Different Patterns, Elliot Wave Theory, Efficient market theory.
Module III : Modern Portfolio Theory
Portfolio Theory: The Benefits of Diversification, Diversification and Portfolio Risk, Portfolio
Return and Risk, Measurement of Co movements in Security Returns, Calculation of Portfolio
Risk, Efficient Frontier, Optimal Portfolio. Capital Asset Pricing Model – Assumptions – Inputs
Required for Applying CAPM, The Capital Market Line – Security Market Line, Pricing of
Securities with CAPM. FAMA French Model, Limitations for all models.
Module IV : Equity Valuation
Equity Valuation: Balance Sheet Techniques- Book value, Liquidation value, Replacement cost.
Discounted Cash Flow Techniques: Dividend discount model, Free cash flow model. Relative
Valuation Techniques: Price-earnings ratio, Price-book value ratio, Price-sales ratio.
Module V: Portfolio Management
Specification of Investment Objectives and Constraints, Selection of Asset Mix, Formulation of
Portfolio Strategy, Selection of Securities, Portfolio Execution, Portfolio Revision, Performance
Evaluation. Latest Developments, Trends and Practice. Structure of Forward and Future
Markets. Interpretation of Future and Option Price Quotations.
Text Reading:

 Investment Analysis and Portfolio Management, Chandra, P (Tata McGraw Hill

Publishing Co. Ltd.)
References:

 Security Analysis and Portfolio Management, S. Kevin (PHI Publications)

 Investment Analysis and Portfolio Management, 6e, Frank K. Reilly and Keith C. Brown
(Dryden Press)
 Modern Investments and Security Analysis, Fuller R J; Farrel JL (McGraw Hill)
 Security Analysis and Portfolio Management, 6e, Fischer DE & Jordan R J (Prentice
Hall).
 Portfolio Construction, Management & Protection, 3e, Strong, R.A., Thomson Learning
Pvt. Limited
 Portfolio Management, Barua, S. K.; Raghunathan V; Varma, J R (Tata McGraw Hill
Publishing Co. Ltd.)
 Investments, 6e, Bodie, Zvi; Kane, Alex; Marcus, Alan J; Mohanty, Pitabas (Tata
McGraw Hill Publishing Co. Ltd.)
 Modern Investment Theory, 5e, Haugen, Robert A (Pearson Education)
 Investments: Analysis and Management, 8e, Jones, Charles P (John Wiley & Sons)
Course Title: Recruitment, Selection and Retention
Course Code: HR 703

Course Objectives:
This course aims to equip students with knowledge and skill in carrying out recruitment and
selection duties in an organization. This course is intended to provide you with an understanding
of recruitment and selection methods and processes as well as give you an opportunity to
develop a critical approach to R&S. This critical approach is necessary because choosing who to
employ is an important way in which employers pursue their interests in the workplace.

Course Contents/Syllabus:
Module I : Human Resource Planning
The planning process: Indicators and trends. Ascertaining demand and supply in human
resource. Causes of demand, forecasting techniques and human
resource requirements. Staffing models. Linking human resource planning with strategic human
resource management.
Module II: Job Analysis
Job analysis and design. Job analysis information and use. Collection of job analysis
information. Application of job analysis information. Factors influencing job design methods.
Job analysis techniques. Assessing job analysis methods.
Module III : Recruitment of Employees
Recruitment Challenges. Recruitment Sources. Methods of recruitment. Assessing recruitment
methods. Legal Compliances in Recruitment and selection
Module IV : Selection of Employees
Influences on recruitment and selection. Pre employment Testing. Background and Reference
Checks. The Selection Process. Ethical issues in the selection process. Role of HR analytics in
effective R&S.
Module V Retention Strategies for Employees
Retention of Manpower-Models of Retention. Succession Planning. Retention Strategies -
Executive education- Flexi timing- Telecommuting Quality of work, Work life balance-
Employee empowerment –Employee involvement –Autonomous work teams

Text Reading:

 Gary Dessler, Varkkey, Human Resource Management, Pearson Education India

References

 Diane Arthur, Recruiting, Interviewing, Selecting & Orienting New Employees, PHI
Learning Private Limited, New Delhi
 Managing Human Resources - Arun Monappa Strategic HRM- Agarwal, Oxford
University Press , New Delhi.

Course Title: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Code: HR 711
Course Objectives:

The main objective of this course is to explore the dynamics of global business environment and
to prepare the students about examining the maximization of returns in context with human
resources. The paper would familiarize the students about the implications of the globalization
process, challenges that changes in the international economy and manage the diversity of HRM
in an international context and the key HR challenges facing organizations working
internationally.
Course Contents/Syllabus:

Module I : Globalization and Human Resource Management:

Introduction to IHRM Definition, Features, elements Approaches to IHRM, Globalization and
International HRM. Domestic Vs international HRM Internationalization of firms. Case Study.
Module II : The diffusion of International HRM in MNCs:
Global versus local strategy and structure in MNCs. Transfer of HR practices in MNCs.
Knowledge management and international HRM. Cross cultural management. Global work life
management. Case Study.
Module III : The management of international HR practices in MNCs:

Talent Acquisition , retention of international managers; Women Expats; Repatriation,

International management training and Development. International pay, key components of
international compensation, Approaches to international compensation, Global
compensation: emerging issues. issue of double taxation, Performance management of
international Employees, Rewards and Recognition strategy. Global talent management. Case
Study
Module IV : Employee relations:
International perspective of Industrial relations IHRM trends and future challenges. Corporate
social responsibility and sustainability in HR Labour regulation in a global economy. Diversity
and diversity management. Case Study.
Text:

 Dowling, Peter; Title: International human resource management - Managing people in a

multinational context; Publisher: Thompson.
 Bhatia S K,Title :International Human Resource Management-a global perspective:
Publisher: Deep & Deep Publications Pvt. Ltd.
 International Human Resource Management- Tony Edwards & Chris Rees: Pearson,
2008.
References:

 Monir H. Tayeb International Human Resource Management: A Multinational Company

Perspective, Oxford University Press.
 Paul Sparrow, Chris Brewster, Hilary Harris; Pub. Taylor and Francis, Globalizing
Human Resource Management; Oxford University Press.
 Human Resource Management – Wayne Mondy: Pearson, 2010
 Human Resource Management- David Lepak & Mary Gowan: Pearson, 2009
 Human Resource Management- Snell & Bohlander: Cengage, 2007
 Managing Human Resource- Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. Shaw:
Cengage, 2006
 In Search of The Right Personnel- Manas K. Mandal: Macmillan, 2008.
 Strategic Human Resource Management- Jeffrey A. Mello: Thomson, 2007.
Any other Study Material:

 Briscoe R. Dennis , Schuler S. Randall :International Human Resource Management:

Policy and Practice for the Global Enterprise.
 Mathew Mary, Jain C. Harish :International human resource management in the Indian
information technology sector: A comparison of Indian MNCs and affiliates of foreign
MNCs in India
Course Title: COMPENSATION AND REWARD MANAGEMENT
Course Code: HR712
Course Objectives:
The Objective of the course is to equip students with the development and maintenance of
internally equitable and externally competitive wage and salary programs. To educate students in
compensation with sufficient role of compliance along with discretionary organizational
requirements in the matter. In addition to learning contemporary concepts, approaches,
techniques and terms, students will be taught the use of technology and measurement in
compensation and benefits.

Course Contents / Syllabus:

Module I : Foundation of Compensation Management
Introduction to Pay Model, Defining Compensation, Concept of Wage, Economic Theory of
Wages, Strategic Perspectives of Compensation, Internal Alignment, Concept of Equity, Job
Evaluation and Methods of Job Evaluation, Hay Guide Chart
Module II : Designing Pay Level

Defining External Competitiveness, Concept of Base Pay, Salary Progression, Contextual

Influences on Pay – Allowances: Legal and Unrestricted, Legal Compulsions in Compensation -
Labor Laws Applicable to Compensation, Pay Commission, Wage Board and Wage Agreements
Module III: Benefits and Social Security
Defining Benefits, Mandatory Benefits, Benefit Determination Process, Discretionary Benefits,
Flexible work schedule, Employee Stock Option Plans, Factors affecting the Benefit Package,
Administration of Benefits and Services
Module IV: Pay for Performance
Individual Incentive – Merit Pay, Commission, Team / Group Incentives , Gain sharing and
Profit Sharing, Concept of Bonus
Module V: Total Salary Structure and Administration
Analyzing Salary Surveys, Designing a Salary Structure, Ethics in Compensation, Deductions,
Severance Pay, Flexi and Customized Compensation, Competency Based Compensation
Module VI: Extending the Structure and Latest Trends
Perspectives on Reward, Person focused Pay, International Pay Systems, Metrics in
Compensation, Technology enablers in Compensation, Latest Trends in Compensation and
benefits.

Text:

 Milkovich T. G., Newman M. J., Venkata Ratnam C.S. (2017) ‘Compensation’, 9th
Edition, Tata Mc Graw Hill, ISBN: 007015158X

References:

 Martocchio Joseph (2018) ‘Strategic Compensation – A Human Resource Management

Approach’, Ninth Edition, Pearson. ISBN: 9332584834

 Henderson, Richard I (2007) ‘Compensation Management in a Knowledge-Based

World’, 10th Edition, Prentice Hall, ISBN: 8131711102
Course Title: Strategic Human Resource Management
Course Code:HR709
Course Objectives:
This course is an attempt in the direction of understanding the dimensions related to strategic
HRM activities which contributes to an organization competitive edge and examine the
irrelevance in the current globalized scenario with special reference to organizations operating in
India and abroad.
Course Contents/Syllabus:
Module I The Concept of Strategic Human Resource Management
The Concept of Strategic Human Resource Management (SHRM), Strategic HRM Defined, The
evolutionary stages of Strategic HRM, Objectives of SHRM,, An Investment Perspective of
HRM, Competencies of HR Professional in a SHRM Scenario, Emerging Issues in SHRM,HRM
Environment, The Evolving Strategic Role of HR
Module II Models of SHRM
Value proposition through HR, General models-The Best practice approach, Best fit approach
and The Universalistic, Contingency and Configurational approaches, The Resource based
Strategic HRM, Resource based models-The high performance management, High commitment
management and High-involvement management.
Module III Human Capital Management
Human Capital Management Defined, The Concept of Human Capital, Intellectual Capital,
Social Capital and Organizational Capital, Human Capital Measurement and Approaches to
Measurement
Module IV Strategic HRM in in Action
HR Strategy defined, Purpose, Types of HR Strategies, Formulating HR Strategy, Criteria for an
Effective HR Strategy, Strategy formulation propositions, key concept and process issues,
Implementing HR Strategy, SHRM: Aligning HR with Corporate Strategy, Integrating the
Business strategies and HR Strategies for competitive advantage, Corporate Restructuring and
SHRM, Corporate Ethics, Values and SHRM
Module V Impact of SHRM on Business Performance
The strategic impact of Human Resource Practices, Human Resource Evaluation-Definition and
Overview, Rationale for HR Evaluation, Measures of HRM Performance, Approaches to HR
Evaluations, Evaluating the Effectiveness of SHRM.
Text & References:

 Mello Jeffrey A., (2008),Strategic Human Resource Management, Thompson Press

Publishing.
 Agarawala Tanuja (2007) Strategic Human Resource Management, Oxford University
Press.
 Armstrong Michael (2007), Strategic Human Resource Management: Strategy and
Action, Kogan Page
 MaheyC and SalmanG.,(1996),Strategic Human Resource Management, Oxford
Blackwell.
 Srinivas R. Kandula,(2002),Strategic Human Resource Development, Prentice Hall
India.
Course Title: Measurement in HR
Course Code: HR720
Course Objectives:
Enable students to understand the techniques of identification and measurement of costs and
expenses associated with various HR functions. Help students practice the tools and techniques
of measuring HR which can be subsequently used to quantify several parameters for effective
management of human capital. Enable students to pitch HR as a strategic business partner and
develop skills to communicate with and influence key decision- makers within an organization.
Course Contents/Syllabus:
Module I: Introduction and The Challenges of Measurement
Introduction: Meaning & Definition of HR Measurement – Importance; Development of
Concept. HR Measurement for HR Professionals; Investment in Human Resources. Efficient use
of Human Resource, Adopting the Right Perspective: Understanding the Role of Workforce in
Strategy Implementation
Module II: Developing Measurement Metrics
Understanding and Developing The Right Metrics: Tools to Manage The Implementation Of
Strategy, Implementing The Metrics. Benchmarking HR, Different Types of Scorecards-
Balance Score Card, HR Score Card. Case studies on benchmarking HR
Module III: Principles of Good Measurement. Cost-Benefit Analyses for HR Interventions
Measuring HR Alignment. Measuring Hiring and Staffing, Measuring the Value of
Compensation and Benefits. Measurement of Training and Development. Case study on
calculation of ROI
Module IV: Specific Topics in Measurement
Measuring the Value of Employee Relations and Retention Program, Models for Assessing
Return on Investment, Assessing Value of Outsourcing and Call Centers. Case study on
outsourcing of HR
Module V: TQM and HRIS
Role of TQM in HR Measurement. HR Audit, Implementing HR Audit, Methodology and
Issues, HRD Scorecard, HRD Audit – The Indian Experiences and Cases, People Capability
Maturity Model (PCMM), Measuring Intellectual Capital and Web Based HR Systems Human
Resource Information System
Role of Information System in Human Resource Decision Making, Designing and
Implementation of HRIS, Organizing Data, Personnel Audit and Personnel Research, Computer
Applications in HRM Functions (uses and trends). Case study on HR Audit and Accounting.

Text & References:

 Fitz-Enz Jac,(2001), How to Measure Human Resource Management, McGraw Hill

 Mello Jeffrey A., (2008), Strategic Human Resource Management, Thompson Press.
Course Title: I.T. PROJECT MANAGEMENT
Course Code: CSIT705
Course Objectives:

IT Project management is an area of project management that has an emphasis on computer

technology. Often projects failure due to the approach towards its implementation. Software
project management consists of the various methodologies and tools that assist in the successful
completion and implementation of an Software project. This course covers the nitty-gritties of
project management where students will learn what project management involves and how to
approach it successfully.
Course Contents/Syllabus:
Module I
Introduction to Project, Project Management and IT Project Management. Project dimensions,
Portfolio Management, Program Management, and Relationship between Project, Program and
Portfolio Management. Project vs. Operations Management, PMO Functions, Enterprise
environmental factors. Role of Project Manager and Competences of Software Project Manager,
Stakeholders, Project Roles, Role of Organisations Culture, Style and Structure on Project
Management, Product and Project Life cycle. Process Overview, Project Management Process
Interaction, Introduction to PMI Process Groups and Knowledge Areas, Project and Product Life
cycles. Software Development Product Life Cycle Processes and Activities, SDLC selection
criteria.
Module II
Project Charter, Develop Project Management Plan, Direct and Manage Project Execution,
Monitor and Control project work, Perform Integrated Project control, Close project or phase.
Define goal and scope, Verify scope, Control Scope, Flexibility Matrix, Creating Project
Charter, SPMP, Approaches to create WBS. Define Activities, Sequence Activities,
Dependencies consideration, Estimate Activity Resources, Estimate Activity Duration, and
Activities for various Life Cycle Models.
Module III
Different Size Measures, process of Estimating the Size of a software, Reuse Estimation, LOC,
Function points. Scheduling fundamentals, Gantt Charts Control Schedule, PERT, CPM
Scheduling Levelling Resource Assignment, Crashing and Fast Tracking. Implementation on
MS Project 2010.
Module IV
Project Cost Management, Effort Measures, Types of Cost Estimates Model, Cost Estimation
Tools and Techniques, COCOMO Cost Estimation Model, Problems with Cost Estimation, Cost
Budgeting, Preparing Cost Baseline. Project Progress Management Earned Value Management
and Earned Value Tracking.
Module V
Risk Management Introduction, Risk Management Models, Risk Identification, Analysing and
Quantifying Risks. Monitoring and Controlling Risks, Risk Categories, Sensitivity Analysis,
Risk response Planning Developing Risk Management Plan. Quality planning, Quality
Assurance, Quality Control, Total Cost of Quality, Building SQAP. Keys to Managing People,
HRP, Acquiring, developing and managing the Project Team, Resource Assignment, Loading
and Levelling. Communication Planning, Information Distribution, Performance Reporting,
Managing Stakeholders. Planning purchase and acquisition, Planning Contracting,
Administering the Contract and Closing the Contract. Identification of objects in s/w conf.,
version control, change control, configuration audit, status reporting. Handling challenges of
Large Projects.
Text & References:

 PMI-PMBOK 4th Edition

 Shaffer & Shaffer(2006),Quality Software Project Management, Pearson Education.
 Hughes B & Cotterell M (2010), Software Project Management, Tata McGraw-Hill
 Leffingwell D (2009), Managing Software Requirements: A Unified Appr
 Henry J (2009), Software Project Management, Pearson Education
Course Title: Business Intelligence & Data Analytics
Course Code: CSIT709
Course Objectives:

Data mining is the discovery of hidden information from historical data. With data mining, it is
possible to better manage product warranties, predict purchases of retail stock, unearth fraud,
determine credit risk, and define new products and services. This course introduces basic data
mining technologies and their use for business intelligence.
Course Contents/Syllabus:
Module I : An Overview of Business Intelligence, Analytics and Decision Support
A Framework for Business Intelligence (BI). Intelligence Creation Use and BI Governance.
Transaction Processing Versus Analytic Processing. Successful BI Implementation. Analytics
Overview. Brief introduction to Big Data Analytics.
Module II Data Warehousing
Data Warehousing Process Overview. Data Warehousing Architectures. Data Integration and
the Extraction, Transformation, and Load Processes. Data Warehouse Development. Data
Warehousing Implementation Issues. Real-Time Data Warehousing. Data Warehouse
Administration, Security Issues and Future Trends
Module III Business Reporting, Visual Analytics and Business Performance Management
Business Reporting Definitions and Concepts. Data and Information Visualization. Different
Types of Charts and Graphs. The Emergence of Data Visualization and Visual Analytics.
Performance Dashboards. Business Performance Management. Performance Measurement.
Balanced Scorecards. Six Sigma as a Performance Measurement System
Module IV: Data Mining
Data Mining Concepts and Applications. Data Mining Applications. Data Mining Process. Data
Mining Methods. Data Mining Software Tools. Data Mining Myths and Blunders.
Module V: Text and Web Analytics
Text Analytics and Text Mining Overview. Natural Language Processing. Text Mining
Applications. Text Mining Process. Sentiment Analysis. Web Mining Overview. Search
Engines. Web Usage Mining (Web Analytics). Social Analytics
Module VI Big Data and Analytics

Definition of Big Data. Fundamentals of Big Data Analytics. Big Data Technologies. Data
Scientist. Big Data and Data Warehousing. Big Data Vendors. Big Data and Stream Analytics.
Applications of Stream Analytics
Module VII Analytics: Emerging Trends and Future Impacts
Location-Based Analytics for Organizations. Analytics for Consumers. Recommendation
Engines. The Web 2.0 Revolution and Online Social Networking. Cloud Computing and BI.
Impacts of Analytics in Organizations: An Overview. Issues of Legality, Privacy, and Ethics.
The Analytics Ecosystem
Text Book:

 Business Intelligence: A Managerial Approach (2011) Turban, Sharda, Delen, King,

Publisher: Prentice Hall, Edition: 2nd, ISBN: 13-978-0-136-
 Business Intelligence Roadmap: The Complete Project Lifecycle for Decision-Support
Applications by Larissa T. Moss
Reference Text

 The Visual Display of Quantitative Information by Edward R. Tufte

 Business Intelligence: Making Better Decisions Faster by Elizabeth Vitt , Michael
Luckevich, Stacia Misner
 Business Intelligence Competency Centers: A Team Approach to Maximizing
Competitive Advantage (Hardcover)by Gloria J. Miller
Course Title: E-Business and Trade
Course Code: CSIT723
Course Objectives:

To acquaint the students with basic principles e-commerce and to develop a broad understanding
of e-business and its dimensions, including driving forces and impact on business, individuals,
culture, and global economics. Also, to know the various aspects of e-commerce transactions.

Course Contents/Syllabus:
Module I: Foundation of Digital-commerce
Digital Commerce Foundation. Definitions Advantages and Limitations of EC. The Driving
Forces behind EC. Impact of Digitization on business operations. Launching a Business on the
Internet. Digital Challenges of a traditional management strategy
Module II: Digital Business Models

E-business: Characteristics. What is a business model. Digital as a business model. Digital

business models in practice. Asymmetric business models – creating unfair advantage
Module III: B2B Marketing
What is B2B Marketing. Push & Pull and the 4W’s Approach. B2B: Product Marketing. B2B:
Price Marketing. B2B: Promotion Marketing. B2B: Place Marketing
Module IV: E -Security & Electronic Payment Systems
Electronic Payment Media. Payment System Models. Cyber Banking. Risks in Cyberspace.
Protection and Recovery. Encryption
Module V: Emerging Trends in Digital Business

New trends & technologies (cloud computing, mobile and tablet apps, etc.). Embedding new
technology in organisations. Developing competitive advantages through technology.
Communities of practice, diverse venture teams and socio-technical systems needed to create
successful digital models. The creation and development of a digital transformation plan

Text Reading:

 Turban, Lee, King and Chung, Electronic Commerce- A Managerial Perspective,

Pearson Education

 Awad Elias M, 2004, Electronic Commerce: From Vision To Fulfillment Prentice

Hall, 4th Edition

References:

 Joseph P T, 2000- Electronic Commerce: A Managerial Perspective Prentice Hall.

 Ravi Kalakota and Andrew B Whinston, 2002, Frontiers of Electronic Commerce

Addison Wesley

 Parag Diwan and Sunil Sharma, 2002, Electronic Commerce (Excel Books, New Delhi)

 Kennith Laudon and Jane Laudon – Management Information Systems: Managing the
Digital Firm 2005, (Ninth Edition) Prentice Hall.

 Raymond Frost and Judy Strauss, 2002, "E Marketing", Prentice Hall
Course Title: SYSTEM ANALYSIS & DESIGN
Course Code: CSIT729
Course Objectives:
The objective of this course is to provide adequate understanding of systems concept, system
analysis, and systems design, which would help them in having efficient and workable
information system for management. To provide an understanding the role of Hardware and
Software for realizing organizational Objectives and automation. To provide an understanding of
the role of systems analyst and software development firms for their role in distributing
meaningful ERP modules and other business intelligent system. To provide an understanding of
the role of system analysis and design within various systems development stages. To develop
an awareness of the different approaches that might be taken to systems design. To understand
the activities of the management and systems analyst, and in the overall development of system.
To develop an understanding of Testing software and complying the various software quality
parameters. To develop an understanding of how to migrate old data within newly developed
system with the help of various techniques.
Course Contents/Syllabus:
Module I – Understanding System Concepts and Use within Industry
Importance and Meaning of System, Role of system / Information system in creating effective
organization, Role of system / information system in value generation within organizational
level/structure Role of automation system in business process and integrated business modules-
manufacturing and service industry Traditional verses Online based ERP system Types of
Systems and its element.
Module II – Understanding System Analysis and Design
Understanding the meaning of System Analysis and Design Figure out various reasons for
Conducting system analysis Role of Management in conducting system analysis to cater
competition and incorporating latest technology within the process Role of Software
development firms-SAP, ORACLE, BAAN, PEOPLESOFT, MICROSOFT and GOOGLE in
providing ERP and Business Intelligent Software/System. Role of System Analyst and its
function Attributes of System Analyst
Module III – Requirement Determination and Development Life Cycle
Understanding the needs for developing/upgrading system Defining the type of system-
Integrated, stand alone, Automated and Online based System Methods / tools used for collecting
and recording facts and requirements from users Various system development tools- Computer
Aided Software Engineering (CASE), Joint Application Development (JAD) and Rapid
Application Development (RAD) Introduction of System Development Life Cycle (SDLC) and
Agile
Module IV Feasibility Study and Negotiation
Understanding / Importance of Feasibility Study/ Analysis Various Consideration while
conducting Feasibility Study Steps of Conducting Feasibility Study Understanding feasibility
Aspects: - Economical, Technological and Behavioral Understanding the system performance
aspects- Data Center, Traditional HDD verses SSD, RAID, Integration of hardware and
Software and Mainframe by giving examples of YouTube, Flipkart and Google Services
Preparing Feasibility report and presenting final draft for system proposal Negotiation strategy
Module V- System Analysis, Design and Testing

Understanding the structured Tools- System Flow Chart, Data Flow Diagram, Data Dictionary,
Decision Table, Decision Tree, and structured English for defining system specification with
examples. Designing candidate system using structured tools Steps in Designing system
Designing of –output system, input system, process, file design/Data base and interfaces
Understanding the role of testing and its types Understanding the various software quality
assurance
Module VI – System Implementation/ Maintenance and Review
Understanding the importance of Implementation within organization Training to the Users on
candidate system Conversion Strategy / integrating old system into new system Choosing the
best implementation strategy Maintenance plan/ AMC Review of organizational effectiveness
Understanding the various reasons for success and failure of ERP system within organization
Text & References:

 Avison, D. and Fitzgerald, G. Information systems development: methodologies,

techniques and tools, McGraw-Hill
 Silver and Silver, System Analysis and Design, Addison Wesley
 James A. Senn-Analysis and Design of Information Systems
 System Analysis and Design, Elias M Awad
Course Title: Web based Business Process
Course Code: CSIT717
Course Objectives:

To acquaint the students with basic principles of the principles of the Internet and the World
Wide Web, to develop a broad understanding of digital customers;
Course Contents/Syllabus:
Module I : Web enabled Business fundamentals
Internet Basics: Internet, Intranet, Extranet, Portals, Web and Wireless, e-Business & e-
Marketing. Markets (including B2C, B2B and C2C), the web media landscape - key trends
emerging trends, the impact of web on businesses. How significant is web in doing businesses?
Module II: Virtual Value Chain
The Virtual Value Chain: Marketplace vs. Market space - Visibility, Mirroring Capability and
New Customer Relationships - The Network Economy - "Moore's Law" and "Gilder's Law" - E-
Marketplaces and Economic Impacts, Consumer Behavior on the Internet: Demographic,
geographic, psychographic and behavioral factors.
The Web Marketing Mix: Continuum of purely virtual to purely physical products- Product in
the Internet Marketing Mix - presenting product online, building a brand – Price in the Internet
Marketing Mix - Importance of price competitiveness to e-Business - Place in the Internet
Marketing Mix : the importance of fulfillment, logistical considerations- Promotion in the
Internet Marketing Mix - reaching the e-consumer
Module III: Understanding Online Customer

Understanding customer on the Internet: Motivations for shopping on the net – attributes of
online shopping, Sources of data collection on the web, (HitWise, comScore demos),Using
surveys, Observational research - click-tracking, heat-mapping ,Third-party data sources, Site
centric systems. Principles of website design: customer experience and usability: Alternative
approaches to website design, Usability and accessibility, researching your site visitors
Module IV : Planning and managing website development:
The role of the website, Planning and briefing web projects - internal stakeholders and selecting /
briefing external partners , The project plan - key elements to be included, Web technologies -
CMS, XHMTL, CSS, mash-ups, XML feeds, AJAX etc., video streaming and rich media,
Information architecture - planning customer journeys. Principles of effective website design:
content, page layout, style sheets and navigational tools, Copywriting for the web. Wireframes -
testing and implementing website designs, Budgeting for web projects
Module V: Customer Experience on the web
Customer Experiences on the Web: The web's ‘unique capabilities’ – Interactive
communications with customers for - organizational learning, service capability, convenience.
Application of web in different businesses: Marketing, Accounting, Human Resource,
Advertising, Operations. Regulation, permission and codes of practice: An overview of today's
online legal environment - key legislation affecting web businesses, Intellectual Property Rights
- how to protect your assets online, Data Protection - everything you need to know about
protecting customer data, Digital signatures, Global trading perspectives, Domain names and
registered trademarks (TM) online, Social media and the law - what are the implications of
Wikis, blogs, peer-2-peer communities etc, Web analytics - what are the options and their
respective benefits? Module I : Web enabled Business fundamentals 10%. Internet Basics:
Internet, Intranet, Extranet, Portals, Web and Wireless, e-Business & e-Marketing. Markets
(including B2C, B2B and C2C), the web media landscape - key trends emerging trends, the
impact of web on businesses. How significant is web in doing businesses?
Text & References:

 Joseph P T, 2000- Electronic Commerce: A Managerial Perspective Prentice Hall.

 Ravi Kalakota and Andrew B Whinston, 2002, Frontiers of Electronic Commerce
Addison Wesley
 Parag Diwan and Sunil Sharma, 2002, Electronic Commerce (Excel Books, New Delhi)
 Kennith Laudon and Jane Laudon – Management Information Systems: Managing the
Digital Firm 2005, (Ninth Edition) Prentice Hall.
 Raymond Frost and Judy Strauss, 2002, "E Marketing", Prentice Hall
 Online Marketing- Richard Gay, Alan Charlesworth and Rita Esen,
 Understanding Digital Marketing –Damian Ryan and Calvin Jones
Course Title: INTERNATIONAL CURRENCY MANAGEMENT
Course Code: IB707
Course Objectives:

Each entity engaged in international business activity needs foreign currency. The course aims to
introduce students to the basics of currency risk, trading and its management in international
business transactions/operations. The course will involve understanding the need for
international currencies, types of associated risks, an idea of the trading mechanics in Indian &
International Currency Markets, linkages to Money Markets, Interest rates, Economic and World
events. The course will also teach how to manage currency risk and impart knowledge of the
Mitigation Tools (Forwards/Futures/Options/Swaps) and strategies
(Hedging/Speculation/Arbitrage) which traders or businesses can adopt.
Course Contents/Syllabus:
Module I: Importance of International Currency Management in Global Business

Importance of foreign currencies in International Trade & Business. Volume, Participants, Risk
from Currency Volatility and experiences of MNC’s in cross border transactions. Role of
market-makers.
Module II: Introduction to International Currency Markets & Terminologies
Spot and Forward Markets, Trading Terminologies & Mechanism, Currency Convertibility,
Major/Minor currencies. ISO Currency codes, linkages to other Global Markets & Events,
Interest Rates, benchmarks LIBOR/MIBOR. RBI compliance for Remittance.
Module III: Calculation of Currency Rates
Exchange Rate Determination – Bid/Ask, Margins, spread. Cross-currency calculations –
Practice exercise on the arithmetic of various currencies. Interest Rate & Purchasing Power
Parity, Negotiating rates for inflow/outflow for different international transactions.
Module IV: Currency Risk/Exposure & Trading Strategies
Transaction, Translation and Operating Exposure. Trading Strategies for Hedging, Speculation
& Arbitrage.
Module V: Currency Risk Mitigation & Management Tools
Concept of Hedging. Hedging strategies of Corporates. Currency Risk Management using
Currency Derivatives like Forwards, Futures, Options & Swaps.
Text & References:

 Apte P.G. , International Financial Management, Tata McGraw-Hill Publication

 Copeland, L.S. (2013), Exchange Rates & International Finance, Pearson Education
 Thummuluri Siddaiah , International Financial Management, Pearson Education
 Levi, M.D. , International Finance, McGraw Hill International
 Errunza, V.R., Singh, D. and Srinivasan, T.S. , International Business Finance, Global
Business Press
 Hull, J.C. , Introduction to Futures and Options Markets, Prentice Hall of India
 Edwards, F.R and Ma C.W. , Futures and Options, McGraw-Hill International.
 Kolb, R.W. , Understanding Futures Markets, Prentice Hall of India
 Rebonato, R. , Interest Rate Option Models: Understanding, Analysing and Using
Models for Exotic Interest Rate Options, John Wiley and Sons
 Kohn, M, Financial Institutions and Markets, Tata McGraw Hill Publishing
Course Title: WTO AND INTERNATIONAL REGULATORY ENVIRONMENT
Course Code: IB708
Course Objectives:
The primary objective of this course is to focus on the role of International Trade Institutions in
promoting international Trade. The course also focuses on rapidly expanding legal system of the
World Trade Organization (WTO) and also to provide a basic insight into the institutional and
substantive law of the WTO.
Course Contents/Syllabus:
Module I: Role of International Institutions in International Trade
World Bank, IMF, WTO, UNCTAD, International Trade Centre (ITC), Geneva, USTR (United
State Trade Representative), CBI (Centre for Promotion of Imports from Developing Countries)
Module II Origin of WTO
Evolution of GATT, From GATT to WTO, Multilateral and Plurilateral Agreements, Principles
of GATT, Exceptions to WTO Commitment
Module III Regulatory Frame work of WTO
Sanitary and Phytosanitary Measures, Technical Barriers to Trade, Safeguards, Rules of Origin,
Agreement on Agriculture, Agreement on Textile and Clothing, Subsidies and Countervailing
Measures, Trade Related Intellectual Property Rights (TRIPS),Trade Related Investment
Measures (TRIMS)
Module IV General Agreements on Trade and Services
Objective and Need for GATS. Services covered under GATS, Obligations, Commitment and
Schedules under GATS, Special and Differential Treatment under GATS
Module V Dispute Settlement Mechanism

Stages in Dispute Settlement Mechanism, Procedure for Appeal, Implementing

Recommendations of DSB
Text:

 Rao, M B & Guru Manjula, WTO and International Trade, Vikas Publication, 2001
References:

 Barua Alokesh, Stern Robert M, WTO and India

 Mattoo Aaditya, Stern Robert Mitchell, India and the WTO, Oxford University Press,
(2003),
 Qureshi Asif Hasan, Interpreting WTO agreements: Problems and Perspectives,
Cambridge University Press (2012),
 Ezeani Elimma C., (2011),The WTO and its development obligation: prospects for global
trade, Anthem Press,
 Das Bhagirath Lal, WTO: The Doha Agenda : The new negotiations on world trade, Zed
Books, (2003)
 Bhaumik T. K., The WTO: a discordant orchestra, Sage Publications, (2006)
 Mathur, Vibha, WTO and India, New Century, New Delhi, 2005
 Garg, Hema, W T O and regionalism in world trade, New Century Publications, New
Delhi, 2003
 Chauhan Sandeep-GATT to WTO – Deep & Deep Publication Pvt. Ltd., 2001 Edition
 Online references available on WTO website
 Introduction to the WTO
Course Title: GLOBAL COMMODITY TRADE
Course Code: IB709
Course Objectives:
Commodities like cereals, crude oil, coffee, sugar, gold, rubber, cotton etc dominate global trade.
The course imparts knowledge of which countries dominate world production/ export/ import of
various commodities, familiarity with the function and mechanism of Indian and International
Commodity Exchanges, identification of commodity risks faced by suppliers & consumers of
commodities and suitable strategies to mitigate commodity market risk.
Course Contents/Syllabus:
Module I: Introduction to Commodities & Top Commodity Producing & Trading Countries
Changing Int’l Trade scenario & in 21st Century, Commodities – Definition, Features, Types,
History, Participants, Structure & systems of commodity trade, Top Exporter & Importer
countries of World’s most traded Agri commodities, Crude oil, Gold, Silver etc, India’s place in
World Commodities
Module II: .World’s Commodity Exchanges
World’s Major Commodity Exchanges - USA, Canada, Latin America, Europe, China, Asia,

Commodities traded on world’s top Commodity Exchanges

Module III: Indian Commodity Exchanges
Turnover, Evolution, Forward Market Commission, Contracts Act,Regional & National
Commodity Exchanges,Structure, Shareholding, Turnover, Products Traded on National
Exchanges MCX, NCDEX, NMCE, ICEX, ACE, UCX,Case study on National Spot Exchange
Ltd (NSEL)
Module IV: Commodity Derivatives
Derivatives - Definition, Types, OTC vs Exchange Traded, Participants, Evolution, Economic
Functions & benefits, Risks,Commodity Futures & Options - Characteristics, Terminologies,
Margins, Physical Delivery, Assignment, Warehousing, Quality specifications, Membership,
Charges,Trading, Clearing & Settlement,Strategies for Hedging, Speculation & Arbitrage,Types
of Orders, Difference between & Options & Futures, Right/Obligation of Buyer/Seller, Call/Put
Options
Module V: World’s Most Traded Commodities
Presentations on Cotton, Edible oils (Rapeseed, Soy, Palm Oil), Tea, Coffee, Sugar, Wheat,
Crude Oil, Steel, Rice, Pulses, Rubber, Gold, Silver, Copper etc - World Trade, India’s share,
Production, Global demand & supply, Consumption & price patterns, Quality, Trading, Contract
specifications, substitutes etc.
Text & References:

 Niti Nandini Chatnani,Commodity Markets - Operations, Instruments and Application,

Tata McGraw Hill Education Private Limited, New Delhi
 NCDEX Institute of Commodity Markets & Research (NICR), Study Manual for
Commodity Trading
Course Title: International Business Negotiation
Course Code: IB713
Course Objectives:
The central aspect of international business involves negotiation: the establishment of the terms
under which a business transaction will take place. Negotiation involves techniques, procedural
steps, tactics and strategy. You must have an understanding of the role of authority, power and
influence in negotiation. International negotiation involves a further factor—the role of culture.
Culture has an impact on how negotiations are conducted and what behaviors are and are not
acceptable and effective.
Course Contents/Syllabus:
Module I International Negotiation in Theory and Practice
Theory, processes, and practices of negotiation. The Nature of Negotiation. Negotiation
framework. Negotiation strategies & tactics, Strategy: Distributive Bargaining and Integrative
Negotiation. Who Negotiates? New Players in the Old Game. Obstacles to Negotiation and
Negotiation Phases: Pre-negotiation and problem-solving, bargaining and post-agreement
negotiations
Module II The Process of Negotiation:

Negotiation analysis and planning. Negotiating in groups. Negotiation sub-processes,

Perception, Cognition and Emotion, Drivers of Negotiation Process. Communication, Finding
and using negotiation Power. Influence: Routes to Influence, Role of Receivers in Influence,
Ethics in Negotiation
Module III Multi-Issue Negotiations & Multiparty Negotiations :
Relationships in Negotiation. Key Elements in Managing Negotiations within Relationships.
Parties in Negotiation: Coalitions, The nature of Multi-party negotiation. Negotiation in the Age
of Information and Technology. Third-Party Mediation and Negotiation : Types and Roles- The
Role of Violence : Negotiation in the Midst of Violence
Module IV International Negotiation Environment & Culture
International negotiation environment & international negotiator behavior, Negotiation with :
Japanese. Chinese. Europeans. Americans. Indians, Managing negotiation complexity,
International negotiation best practice
Module V Endgame: Closure and Planning for Implementation
Planning for Implementation. Art of Closing. Changes and challenges ahead. Strategies to cope
with changes and challenges
Text:

 Negotiation: everyone must win-S L Rao, Excel Books

References:

 Lewicki, Roy J., Bruce Barry, and David M. Saunders. 2007. Essentials of Negotiation
(4th Edition).Boston: McGraw-Hill Irwin.
 Fisher, R., Ury, W.L., & Patton, B. Getting to Yes: Negotiating Agreement Without
Giving In 2nd Edition. New York: Penguin Books, 1991. Reserve: BF637.N4 F57
1992
 Lax, David A. and James K. Sebenius (2006) 3D Negotiation: Powerful Tools to Change
the Game in Your Most Important Deals. Boston Harvard Business School Press.
Reserve: HD58.6.L388 2006
 Salacuse, J.W.The Global Negotiator: Making, Managing, and Mending Deals Around
the World in the Twenty-first Century . New York: Palgrave Macmillan, 2003.Reserve:
HD58.6 .S246 20
 Adopting a Dual Lens Approach for Examining the Dilemma of Differences in
International Business Negotiations. Tinsley, Catherine H.; Curhan, Jenifer J.; Kwak, Ro
Sung | International Negotiation | 19994:1, | 5(18)
 Negotiating the Spirit of the Deal. Fortgang, Ron S.; Lax, David A.; Sebenius, James K.
| Harvard Business Review | 2003-0281:2,
Journals:

 Harvard Business Review

 Conflict Resolution Quarterly
 Journal of Conflict Resolution
 Journal of Peace and Research
 International Negotiation Journal
 Negotiation Journal
Course Title: INTERNATIONAL BUSINESS AND PRACTICE
Course Code: IB602
Course Objectives:
This course provides a comprehensive overview of the role that international business plays in
the global economy. This knowledge shall help to understand the complexities, risks and
opportunities of international business and provide a global perspective on international trade,
including foreign investments, impact of financial markets, international marketing, and the
operation of MNC’s. Students would get to know business practices organizations adopt to tap
global opportunities. It will also create awareness on career opportunities that exist in
international business and MNC’s.
Course Contents/Syllabus:
Module I: Globalization & Multinational Corporations
Int’l Business in 21st century; World’s Top Economies. Globalization - Meaning and
implications; Drivers of Globalization; The globalization debate - arguments for and against.
Multinational Corporations- Definition, Types, Organization, Design & Structures, Head
quarters and Subsidiary relations ; EPRG Model
Module II : Introduction to International Marketing
Differences between domestic and international business; Different Modes of entry into
international markets – Factors & Types – a) Export & b) Production Abroad. Export – Indirect
and Direct Export. Production Abroad - Assembly/Contract Mfg, Licensing, Franchising, Joint
Ventures, Mergers & Acquisition, Wholly owned subsidiary.
Module III: Introduction to International Trade
Theories- Theory of Mercantilism, Absolute advantage, Comparative Advantage, Hecksher-
Ohlin theory, The New product life cycle theory, The New Trade theory, Porter’s Diamond
Model ; Tariff & Non-tariff barriers. GATT, WTO, TRIPS, TRIMS, GATS, Ministerial
Conferences, WTO round of negotiations.
Module IV: International Business Environment
External Environment - STEEPLE / PESTLE Analysis. Implication of environment differences
due to Economic, Social, Political, Legal, Cultural variations. Hofstede Model
Module V: Introduction to International Financial System
International Financial Markets – Equity, Debt, Foreign Exchange & Commodities. Role of
Banks in Global Financial Transactions – NOSTRO, VOSTRO, SWIFT. Modes of Payment in
International Trade – Advance, Open Account, Documents on Collection, L/C, Consignment-
basis. FDI’s & FII’s.
Text & References:

 Daniels, J.D.,Radebaugh L.H.,Sullivan D.P. & Prashant Salwan (2013), International

Business: Environments and Operations, Pearson Hall, Delhi
 Varma, Sumati (2012), International Business, Pearson Hall, Delhi
 Sundaram and Black,(2013), International Business Environment, Prentice Hall Of India
Pvt. Ltd.
 Hollensen & Banerjee, Global Marketing, (2012), Pearson Hall.
 Warren & Bhargava, Global Marketing Management (2013), Pearson Hall.
 Bhalla and Raju,(2012), International Business Environment, Sage Publication
 Francis Cherulinam,(2012), International Business, Himalaya Publishing House
 Charles Hill,(2012), International Business, McGraw Hill
 Copeland, L.S. (2013), Exchange Rates & International Finance, Pearson Education
Course Title: Supply Chain Management
Course Code: POM702

Course Objectives:
This course aims to develop an understanding of the supply chain management practices and
their interrelationships with other organizational functions. This course provides students the
necessary analytical tools and prepares them for managing the supply chain operations.
Students completing this course will have basic knowledge of procurement, logistics, vendor
management and supply chain management. The course also provides exposure to the latest
developments, trends and practices in this field. Industry experts would be invited to present the
practical issues in managing the function.

Syllabus:
Module I: SCM concepts. Sourcing Process and Managerial Issues.
Understanding the Supply Chain, Understanding logistics. Evolution of Logistics and Supply
Chain Management in the Overall Organization’s Functioning, Objectives of a Supply Chain.
Process views of a Supply Chain. Value Chain of a Company. SCM drivers and Metrics.
Purchase Management, Sourcing Process, Strategic Sourcing, Total Cost of Ownership, Global
Sourcing, INCO Terms, E-Procurement/E-Commerce. Vendor Management and Development.
Module II: Logistics Management
Logistics defined, Scope of logistics; Value added logistics services. Logistics at the centre of
World Trade. Global logistics operation and its document handling. Types of shipment.
Containerization in SCM, Role of logistics in Distribution channel. Multi-modal transportation.
Logistics outsourcing:3PL and 4PL logistics. Reverse Logistics and Closed-Loop Supply
Chain.
Module III: Managing the Supply Chain Performance .
Warehousing operations, Inventory Management, Supply Chain Cycle Inventory ,Safety
Inventory, Vendor Managed Inventory, SCM and Information Technology, Application of
RFID, ERP, JIT, Optimization of Supply Chain, Retailing Management, Waste Elimination and
Lean Thinking in Supply Chain; Supply chain performance measurement systems; Supply Chain
Balanced Score Card, SCOR Model..
Module IV: Latest Development, Trends and Practices
Application of Block chain, Artificial Intelligence and Internet Of Things in SCM, Risk
Management in Supply chains, Governance issues and role of Ethics, Sustainability and the
Supply Chain. Best Practices in SCM.

Text & References:

 Agarwal (2010), Supply Chain Management, Macmillan India

 Bowersox, Closs and Cooper (2008), Supply Chain Logistics Management, Tata
McGraw-Hill

 Chopra, Meindl and Kalra (2019), Supply Chain Management: Strategy, Planning, and
Operation, Pearson Ed.

 Rangaraj, et al (2009), Supply Chain Management for Competitive Advantage, Tata

McGraw-Hill

 Ray (2010). Supply Chain Management for Retail, Tata McGraw-Hill,Sople

(2010),Logistics Management, Pearson Education.

 Shah (2009), Supply Chain Management: Text and Cases, Pearson Education

 Sharma (2010), Supply Chain Management, Oxford University Press

 Simchi-Levi, et al (2008), Designing and Managing the Supply Chain, Tata McGraw-Hill

 Wisner, Leong and Tan (2005), Principles of Supply Chain Management, Cengage
Course Title: Capacity Planning and Management
Course Code: POM 704
Course Objectives:
The objective is to familiarize the students with the aspects of planning and control of capacity
in an organization for enabling its economic utilization, as well as the ongoing changes required
in it over the life cycle of the organization in consonance with changing environments. The aim
is to instill sharper understanding about the economics of trade-off in outlaying an optimized
capacity toward delivering competitive products and services nationally and worldwide in right
quality, right quantity, at right time.

Syllabus:
Module I: Dimensions of capacity
Operational perspectives on capacity; Goods production and service creation capacity; Designed
capacity and capacity utilization; Effective transformation capacity; Capacity efficiency;
Collaborative capacity; Tactical and strategic dimensions
Module II Economics of Capacity
Rough cut & composite capacity requirement planning; Capacity forecasting on demand
assessment; Capacity creation on Short-, Immediate-, and Long-Term capacity need & trade-off;
Capacity creation typology; Create-hire-acquire capacity additions; Greenfield and brown field
mode of capacity enhancement
Module III Optimizing Capacity
Service level-focus of capacity; Surge capacity; Manpower-, technology-, & facility-oriented
capacity strategy; Capacity value vs. cost optimization; Capacity learning in goods and services;
. Capacity reengineering
Module IV Capacity Management & Control
Queue management & service enhancement principles; Flow variability and demand
management; Capacity maintenance; Applying Lean, 5S for capacity productivity. Capacity
Re-Balancing. Capacity lifecycle management: installation through renewal
Module V Recent Trends
Flexible Manufacturing Systems. Subcontracting. Outsourcing. Technological advancement
Text Reading:

 Anupindi, et al., Managing Business Process Flows, New Delhi: Pearson Education
 Beckman and Rosenfield, Operations Strategy, McGraw-Hill International
 Chapman, The Fundamentals of Production Planning and Control, New Delhi: Pearson
Education
 Johnston and Clark, Service Operations Management, New Delhi: Pearson Education
 Metters, et al., Successful Service Operations Management, Cengage Learning
 Mohanty and Deshmukh, Advanced Operations Management, New Delhi: Excel Books
 Narasimhan, McLeavey, Billington, Production Planning and Inventory Control, New
Delhi: Prentice-Hall
 Nichloas, Competitive Manufacturing Management, Tata McGraw-Hill
 Wisner and Stanley, Process Management, New Delhi: Cengage Learning
 McNair and Vangermeersch, Total Capacity Management, Florida, U.S.A.: CRC Press
Course Title: OPERATIONS PLANNING, SCHEDULING AND CONTROL
Course Code: POM 705
Course Objectives:
The objective is to familiarize the students with the aspects of scheduling, planning and control
of operations in an organization for enabling economic utilization of resources with regard to
changing market dynamics over the planning horizons. The aim is to instil sharper understanding
about the economics of trade-off in outlaying an optimized capacity toward delivering
competitive products and services nationally and worldwide in right quality, right quantity, at
right time.

Course Contents/Syllabus:
Module I Role of operations planning, scheduling and control
Role of operations planning, scheduling and control in goods and service businesses; Systems
and processes; ATO, MTO and MTS scenarios; Matching supply with demand; Pre-planning
operations; Managing Marketing and Finance interface activities; Orienting manpower for
essential performance measures
Module II Forecasting and aggregate planning
Forecasting and aggregate planning in goods & services; Master schedules; Make or buy;
Material requirement planning; Capacity engagement planning; Facility preparedness
assessment; Manufacturing resources planning; Work order generation; Handling random
priorities; Managing operational variability and flexibility
Module III Job-shop, flow-shop, and service sequencing
Work-order registration; Job-shop, flow-shop, and service sequencing; Operations resource
allocation; Resource loading; Facilitating off-line setup; Operations activity control; Improving
P: D ratio; Order closure and material redeployment; Generating work progress and variance
reports for management information
Module IV Resource Management and JIT
Ascertaining schedule performance and gaps; Coordinating outsourced and in-house production;
Bottleneck resource management; Process-based & capability-based flow control; Lean MRP;
Toyota system and Kanban; JIT-I and JIT-II; Managing cycle time reduction and cost reduction
imperatives; Factoring operations learning
Module V Recent Trends
An introduction to TPM. An introduction to ERP. Role of ERP in changing era

Text:

 Phillips, Robert. 2005. Pricing and Revenue Optimization. Stanford University Press,
Stanford, CA.

References:

 Ingold, A., Yeoman, I., and U. McMahon-Beattie, Yield Management: Strategies for the
Service Industries.
 Talluri, Kalyan T., Garrett J. van Ryzin. 2004. The Theory and Practice of Revenue
Management. Kluwer, Boston, MA.
 Yeoman, I., and U. McMahon-Beattie, Revenue Management and Pricing: Case Studies
and Applications, London: International Thompson Business Press, 2004.
Course Title: SERVICE OPERATIONS MANAGEMENT
Course Code: POM 711
Course Objectives:
The objective of the course is to understand the growing significance and impact of services on
the growth and economy and the scientific ways to run the operations so as to optimize the
business and brand returns.

Course Contents/Syllabus:
Module I : Understanding Service Operations
Introduction; Nature & Role of Services in Economy; Service Operations and their Management
Fundamentals; Service Strategy; Positioning of Services in the Organisation Value Chain
Module II: Service Operation Infrastructure
Service Facility Design, Layout & Location, Off-shoring & Outsourcing; Technology in
Services, Front-office Back-office Interface; Human Factor in Services; External Associates in
Service Processes
Module III : Service Process Management
Service Encounter Design and Control; Managing Service Processes; Experience Management
in Service Operations; Service Quality and Reliability Assurance; Service Process Improvement
& the Associated Methodologies; Experience Innovation Paradigm; New Service Development
Module IV : Improving Service Delivery Propositions
Service Growth and Globalization; Forecasting Demand for Services; Capacity and Demand
Management; Customer Expectations and the Planned Provision in Service Delivery; Legal
Aspects of Expectation-Delivery Gaps; Service Waiting Line and Customer Relationship
Management; Inventory Management for Improved service Delivery
Module VI Incorporating AI and Other Latest Technologies in Service Operations
Introduction to AI and other new age technologies. AI as a service (AIaaS). Futuristic Scenario
of incorporating new technologies like cloud computing, simulation, robotics etc in service
operations
Text Reading & References:

 Deborah (2008), Competitive Strategies for Service Businesses, New Delhi: Jaico
 Fitzsimmons & Fitzsimmons (2006), Service Management, Tata McGraw-Hill
 Haksever, et al. (2006), Service Management and Operations, Pearson Education
 Hollins (2007), Managing Service Operations, Sage Publications
 Johnston & Clark (2009), Service Operations Management, Pearson Education
 Metters, et al. (2006), Service Operations Management, Cengage Learning
 Davis & Heineke (2003), Managing Services: People and Technology,Tata McGraw
Hill.

Course Title: Project Management

Course Code: POM 721
Course Objectives:
1. To provide theory and practice and the roles and responsibilities of the project manager.
2. To familiarize the student on the criteria of selection and identification of a project and carry
out a rational appraisal
3. To understand project planning and be familiar with project control systems.
4. Explain global project management

Course Contents/Syllabus:
Module I Context of Project Management
Concept of Projects, Project Classification, Types and Categories of Projects; Infrastructure
Projects, Project management in established firms, New Product Development Projects, Product/
Process Improvement Projects, Technology Induction & Assimilation Projects, Strategic
Implications of Project Management Activities; Project Goals, Functions; Phases of Projects, 7S’
of Projects; Project Life Cycles.
Module II Project Selection and Appraisal
Criteria for selection: Identification of the project; Project Portfolio Management; Request for
Proposal; Project appraisal: Technical, Commercial, Economic, Financial and Management
appraisal; Feasibility Study: Payback Period, NPV, IRR
Module III Project Planning and Organization
Project Planning: Planning steps, Master plan; Defining Project Scope, Work Breakdown
Structure, Cost Breakdown Structure, Resource Breakdown Structure; Project Activity, Project
Coordination, Scheduling Charts; Schedule, Gantt Charts, PERT & CPM, Allocation of
Resources & resource leveling; Crashing of Projects, Project Team, Role of the leader; Project
Organization: Pure, Matrix, functional
Module IV Cost & Time Estimation, Budgeting, Risk Analysis
Cost & Time Estimating methods, Budgets and Estimates; Cost-Time Overrun Issues and
Implications; Project Risk Management process and Change control Management
Module V Project Review and Control
Project Monitoring and control; Project Quality Control; Critical Chain Project Management;
Project Termination and Abandonment Analysis; Project Audit & closure
Module VI Recent Trends & Software Applications
Scrum Project Management. PERT Simulation. A hands on to MS Project software. Project
Management in multi-cultural context
Text Reading:

 Badiru, A. B. (2012), Project Management: Systems, Principles and Applications, CRC

Press (Taylor & Francis), 9781420083194
 Dalal, A.F. (2012), The 12 Pillars of Project Management, CRC Press (Taylor &
Francis), 9781439849125
 Gray & Larson, Project Management, 5/e, Tata McGraw-Hill, 978-0-07-340334-2
 Harvard Business School Press (2007), The Essentials of Project Management (for HR
Professionals), 9781591399247
 Keyes, J. (2011), Implementing the Project Management Balanced Scorecard, CRC Press
(Taylor & Francis), 9781439827185
 Kloppenborg (2012), Contemporary Project Management, Cengage, 9780538477024
 Maley, C. H. (2012), Project Management: Concepts, Methods and Techniques, CRC
Press (Taylor & Francis), 9781466502888
 Nagarajan (2012), Project Management, New Age Publishers, 9788122433241
 Nicholas and Steyn (2012), Project Management for Business, Engineering, &
Technology, Taylor & Francis, 9780080967042
 Pinto (2009), Project Management: Achieving Competitive Advantage, Pearson India,
9788131727157
 Wysocki (2011), Effective Project Management, Wiley, 9788126533848
Course Title: MERCHANDISING AND CATEGORY MANAGEMENT
Course Code: RETL605
Course Objectives:

The course highlights the finer details of the retail operation called merchandising. Apart from
giving the theoretical overview of the concepts and important terms, procedures and practices,
the contents emphasize the planning and control aspect along with the extended applications like
retail branding decisions.
Syllabus:
Module I: Merchandise & Merchandising
Concepts & philosophy, Components of merchandising Management, The Merchandising
Management process, devising merchandising plans. Forecasts, innovativeness, assortment,
brands, timing and allocation.
Module II: Merchandising Planning and Forecasting
Implementing Merchandise plans. Selecting and interacting with merchandising sources.
Evaluating merchandise, negotiating the purchase. Concluding the purchases, receiving and
stocking the merchandise. Recording the merchandise. Re–evaluating the on a regular basis.
Merchandise forecast and budgeting, Designing control units, Sales forecasting, Inventory level
planning. Planning purchases, Planning profit margins.
Module III: Logistics Management
Logistics and order processing and fulfillment. Transportation and ware housing. Customer
transaction and Customer service.
Module IV: Inventory management
Inventory management. Retailer’s tasks. Inventory levels. Merchandise security. Reverse
logistics. Inventory Analysis. Inventory valuation- the cost method and the retail method.
Module V: Category Management
Category management. Concept of Category, Category management & category captainship.
Module IV: Latest Development, Trends & Practices
Software used in Merchandising and Product Planning
Text & References:
• Swapna Pradhan, Retail Merchandising, Tata McGraw Hill
• Rosemary Varley, Retail Product Management: Buying & Merchandising, Routledge
• Levy & Weitz, Retailing Management, Tata McGraw Hill
• Berman & Evans, Retail Management- A strategic Approach, Pearson Education
• Bajaj, Tuli & Srivastava , Retail Management, Oxford

Course Title: Sourcing and Vendor Management

Course Code: RETL703
Course Objectives:
In present times, global sourcing and vendor management is a critical and complex
organizational function as it involves processes, technology, systems and management skills.
Finding the right vendor and solutions for customized products, services and applications and
managing lead times are challenges that purchase managers face on a daily basis. The objective
of this paper is to equip students with skills relating to vendor management, strategic
procurements and risk management and to develop their knowledge on contemporary trends and
issues in global sourcing and vendor management.
Syllabus:
Module I: Understanding Sourcing as a Strategic Organizational Function
Evolution of purchasing, Purchasing, sourcing and vendor management as a key organizational
function, Purchasing objectives, Impact of strategic purchasing on profitability, Make or Buy
Decisions, Types and methods of sourcing in retail; centralized vs decentralized, single sourcing
vs multiple sourcing, day-to-day vs long range sourcing
Module II: The Sourcing Process
Market analysis and supplier research, Prime sources of supplier information, Request for
Proposal, Fundamental steps of the buying process, terms and condition of purchase, Buying
Documentation, Negotiation, Use of IT in sourcing, Global Tenders and EProcurement, Reverse
Auctions, Expanded role of global purchasing
Module III: Vendor Selection and Management
Vendor selection process, Evaluation of existing vendors, Developing vendor performance
measures, new vendor development process, working with suppliers to manage quality, JIT and
TQM in sourcing, Key supplier account management, Vendor relationship development, Vendor
monitoring, Promoting SME suppliers.
Module IV: Cross functional Approach to Sourcing
Overview of material management function and supply chain alignment, Role of purchasing in
supporting inventory objectives, Goals of Inventory Control, Hedging vs. Forward Buying, Risk
management, matching supply with customer demand, managing inward logistics,
Transportation modes and warehousing.
Module V: Issues in Sourcing
Legal, socio-cultural issues in international buying, Measurement of sourcing performance,
Benchmarking in Retail Purchasing. Module VI: Latest Developments, Trends & Practices 20%
Dealing with international suppliers, UNO and GATT conventions Environmental issues-Green
Purchasing- Industry Best Practices

Text & References:

• Sollish, F. and Semanch, J. (2007), Strategic Global Sourcing: Best Practices, Wiley
Publications • Chartered Institute of Purchasing and Supply (CIPS), UK – Case Studies
• Chopra and Miendl (2003), Supply Chain Management: Strategy, planning and operation,
Pearson Books
• Pooler, V.H. (1997) Purchasing and Supply Management: Creating the vision, Springer
Course Title: MALL MANAGEMENT
Course Code: RETL711
Course Objectives:
The course contents provide a detailed outline of Malls and its design and retail components.
Special emphasis is given to the practical aspects. The objective of the course is to impart skills
necessary for taking up positions in Mall administration.
Course Contents/Syllabus:
Module I: Concept of Mall
Definition, Types and Genesis of malls, growth of malls globally, Diffusion of the concept to
India, growth of malls in India, future trends and projections, advantages of mall over other retail
formats, comparison of Malls in USA and India.
Module II: Mall Architecture
A description of the various components of mall architecture and their significance like Facade,
Atrium, Parking, circulation path and utilities.
Module III: Handling a Mall project
Choosing the macro and micro locations, identifying the catchments, Deciding Tenant-mix and
anchor tenant(s), concept planning and retail zoning, a comment on suitability of popular retail
formats as anchor tenants like Hyper markets, Department Stores, Multiplexes and Eating joints.
Module IV: Components of Mall Management
Concept and Tenant-Mix Planning, Lease Management, Marketing and Space Selling, Facilities
& Utilities management, Security & Information Systems, Mall promotion &Events
management.
Module V: Latest Developments, Trends and Practices
Innovations at Mall in India, Use of Technology in Mall Management
Text

 Harvinder Singh, Srini R Srinivasan (2012), Mall Management: Operating in Indian

Retail Space, Tata McGraw Hill Education Pvt. Ltd
References:

 Levy & Weitz (2011), Retailing Management (5th ed), Tata McGraw Hill
 Burman & Evans(2011), Retail Management-A strategic Approach (8th ed), (Pearson
Education)
 Paco Underhill (2007), Simon & Schuster ,Call of the Mall

Course Title: PRINCIPLES OF RETAILING

Course Code: RETL601
Course Objectives:
This course is designed to give a thorough idea about Retail practices in India and other parts of
the World by integrating dynamics of Retail environment with the theoretical framework. It
introduces the field of retailing, the basics of retail formats, the importance of building and
maintaining retail stores.
Syllabus:
Module I: RETAILING
Concept, definition and functions. Evolution of retailing. Global retailing scenario, growth of
retailing in India. Organized retailing in India: key drivers for growth and future prospects.
Retail formats and their characteristics: Store formats-Supermarket, Department store,
Hypermarket, The Mall, Discount store, Category Killers, Kiosks, Convenience store, Specialty
store. Non-store formats- Eretailing, direct selling, Television Home shopping, Vending
Machine retailing.
Module II: STORE LOCATION PLANNING

Levels of locations decisions, city selection, location options-High-street location, free standing
location, Shopping center/mall location, site selection, factors affecting city, location and site
location decisions. Store design and Layout: Exterior design components and their significance,
Interior atmospherics, store layout and space planning, visual merchandising.
Module III: MERCHANDISING MANAGEMENT
Deciding the merchandise mix- variety, assortment, branding, quality, price points, factors
affecting merchandise mix- budget constraint, space limitation, product turnover rates, stock
replenishment, economic order quantity, Vendor identification and selection criterion,
negotiating with vendors, category management.
Module IV: RETAIL PRICING & COMMUNICATION

Factors affecting pricing, developing a retail price strategy- retail objectives, deciding a pricing
policy, price adjustments. Retail communication: concept of retail image, classification of the
elements of retail communication mix, retail advertising- types, media decisions, retail sales
promotion tools, personal selling, publicity, word of mouth.
Module V: RETAIL INFORMATION SYSTEM
Meaning, Data warehousing and mining, Electronic Data interchange (EDI), improved supply
chain management, quick Response Delivery system, Universal Product Code (UPC), Point-of-
sale Terminals, Radio Frequency Identification (RFID), Self-check-out systems.
Module VI: LATEST DEVELOPMENTS, TRENDS AND PRACTICES
Software used for designing Store Layout Smart Draw FDI in retailing-pros and cons, Impact of
organized retailing on small grocery stores.
Text & References:
• Bajaj, Tuli & Srivastava, Retail Management- Oxford University Publications
• Ogden & Ogden, Integrated Retail Management- Biztantra Publications
• Gibson G Vedamani, Retail Management: Functional principles & practices- Jaico Publishing
House
• Swapna Pradhan, Retailing Management, Tata –Mcgraw Hill Publications
• Berman & Evans, Retail Management: A strategic approach, Pearson
• Levy & Weitz, Retailing Management, Tata Mcgraw Hill
Any other Study Material:
• Retailer - Magazine
• Journal of Retailing
• Retail-Wall Street Journal
• Global Retail Development Index – AT Kearney

Course Title: RETAIL SUPPLY CHAIN AND LOGISTICS MANAGEMENT

Course Code: RETL714
Course Objectives:
It is the supply chains that competes, and not the companies in the present global market. More
so in the retail sector where the profitability and competitiveness of a company is directly linked
to the efficiency and responsiveness of the supply chain. The objective of this course is to
develop an understanding of the strategic role of a retail supply chain and logistics management
of its various components.
Syllabus:
Module I: Overview of Retail Supply Chain
Introduction to retail supply chain. Comparison with manufacturing supply chain • Essentials of
retail supply chain management. Customisation in retail supply chain
Module II: Supply Chain Issues of Various Retail Formats
Supplier Relationship Management and Sourcing Decisions. Pricing Dynamics and Dynamic
Pricing in Supply Chain • Customer Relationship Management Process • Inventory
Management • Communication and Inter-Functional Coordination
Module III: Supply Chain Issues
• Waste Elimination and Lean Thinking in Supply Chains • Supply Chain Balanced Score Cards
• Managing Supply Chain Risks • Supply Chain Operations Reference (SCOR) Model
• Use of IT applications in Supply Chain; Bullwhip Effect in Supply Chain
Module IV: Strategic Retail Logistics Planning
Transportation, Ware housing, packing and unitization, containerization • Multimodal Logistics •
logistics strategy, Implementation, assorted and space management • Reverse logistics and
Managing Returns
Module V: Retail Channel
Marketing Channels – structure and functions • Channel Design and Implementation –
segmenting, targeting, and establishment of new channels or refining existing channels,
identifying power sources, and channel coordination
Module VI: Latest Development, Trends and Practices
Technological advancement in Supply Chain • Radio Frequency Identification its uses and
benefits • Supply Chain Games
Text & References:

• Bowersox, Closs and Cooper (2008), Supply Chain Logistics Management, Tata McGraw-Hill
• Chopra, Meindl and Kalra (2008), Supply Chain Management: Strategy, Planning, and
Operation, Pearson Education
• Rangaraj, Raghuram and Srinivasan (2009), Supply Chain Management for Competitive
Advantage: Concepts and Cases, Tata McGraw-Hill
• Ray (2010). Supply Chain Management for Retail, Tata McGraw-Hill
• Shah (2009), Supply Chain Management: Text and Cases, Pearson Education
• Simchi-Levi, et al (2008), Designing and Managing the Supply Chain: Concepts, Strategies
and Case Studies, Tata McGraw-Hill
• Wisner, Leong and Tan (2005), Principles of Supply Chain Management, Cengage
Course Title: FUNDAMENTALS OF RURAL MANAGEMENT
Course Code: RUR605
Course Objectives:
The purpose of the course is to educate the students about various aspects of rural management
and its importance in today’s scenario. To improve business prospects in rural areas, it is very
important to understand the prevailing conditions and emerging trends at grassroots level. This
knowledge will help students in professional life to manage their professional assignments
efficiently.

Course Content /Syllabus:

Module I: Basic Concepts
Rural Management: Introduction, Scope & Importance, Rural Entrepreneurship: Concept &
Characteristics, Rural Infrastructure and its challenges, Development Interventions and Flagship
Programs, Farm and Non-Farm means of livelihood generation, Livelihood promotion in rural
areas, Factor & Demand Conditions,
Module II: Rural Business Operations

Profiles of Rural customers and their Characteristics, Rural Business & Its Contribution towards
Entire Business Volume, Rural Industries and its challenges, Khadi & Village Industries
Corporation : Schemes and Interventions, Basics of Rural Marketing, Rural marketing
Challenges & Opportunities
Module III: Stakeholders of Rural Management
Stakeholders of Rural Management: Companies operating in Rural Areas, Rural Banks,
Microfinance Service Providers, Development Organizations, Cooperatives, Panchayati Raj
Institutions at three levels, District Rural Development Authorities, NABARD, CAPART,
District Industry Center
Module IV: Corporate Social Responsibility Initiatives

Corporate Social Responsibility: Concept & its relevance, Inclusive development: A Case for
CSR (Sustainable Development Goals and Role of Business), Legal Provisions for CSR,
Successful Initiatives of CSR
Module V: Emerging Trends
RURBAN Mission: Introduction and Impact at grassroots level. Digital services and Common
Service Centers, Rural Credit : Jandhan and Mudra Scheme, Microfinance and IT Services and
its Benefits to poor
Text Readings :

• Indian Institute & Finance, Mumbai.(2009). Microfinance Perspectives & Operations,

Macmillan India
• Mandal, B. N. (2011). Corporate Social Responsibility In India, Global Vision
Publishing House
• Radhakrishnan,R. & Ray, Shovan (2006). Handbook on Poverty, Perspective Policies
and Programmes, Oxford India Press

References:
• Bhatt, M.S. (2004). Poverty and Food Security in India: Problems and Policies, Aakar
Books, New Delhi
• Soundarapandian, M. (2004) Rural Industrialization: Problems and Prospects, Anmol
Publications
• Mishra, Ravindra Kumar. (2012). Rural Industrialization: Problems and Prospects, Avon
Publications
Course Title: RURAL POVERTY AND LIVELIHOODS PROMOTION
Course Code: RUR 601
Course Objectives:
The purpose of the course is to educate the students about various aspects of poverty,
government and other aspects of partners to eradicate poverty and role of rural mangers in
poverty eradication. This knowledge will help students in understanding the dimensions of
poverty alleviation and livelihoods promotion as well as guide them to fulfill their professional
obligations in near future.

Course Contents / Syllabus:

Module I Basic Concepts

Poverty in India : Facts & Figures, Factors responsible for Poverty, Poverty Line: Concept &
Implementation, Concept of Food Security, Salient Features of National Food Security Act
2013, Important Institutions: Rural Banks, DRDAs, Community Based Organizations
Module II Supportive Mechanism & services
Public Distribution System: Current Mechanism & Innovations by Tamilnadu, Chhattisgarh &
Madhya Pradesh, Social Security Programme, Madhya Pradesh Samagra Samajik Suraksha
Mission : Functions & Achievements

Module III Government Schemes

Self-Employment & Wage Employment Programs, NABARD and SHG Bank Linkage
Programme, Deendayal Antyodaya Yojana- National Rural Livelihoods Mission & its
Achievements, MGNREGA: Objectives & Provisions, Mission Antyodaya

Module IV Livelihoods Aspects

Livelihood: Conceptual framework, Farm and Non-Farm means of livelihood generation, Socio-
economic conditions related to Rural Livelihood, Livelihood promotion, Factor & Demand
Conditions, 3M Methodology, Triangulation exercise, 3E exercise to short list livelihood
options,

Module V Latest Developments

Aajeevika Missions in different states: Core Areas of Interventions and Achieved Benefits, Skill
development Programs and their impact towards employment, Innovative Income generation
activities

Text & References:

 Radhakrishnan, R. & Ray, Shovan. (2006). Handbook on Poverty, Perspective Policies and
Programmes, Oxford University Press,

 Bhatt, M.S. (2004). Poverty and Food Security in India: Problems and Policies, Aakar
Books, New Delhi

 Sharma, Vipin (2013). State of India's Livelihoods Report 2012, Sage Publication, New
Delhi

 World Bank, ( 2011). Perspectives on Poverty in India, Washington, US

 Deaton, A., and V. Kozel. 2005. The Great Indian Poverty Debate. New Delhi: Macmillan.

 Sundaram, K. 2007. “Employment and Poverty in India, 2000–2005.” Economic and

Political Weekly, July 28.
Course Title: CSR PRACTICES IN RURAL AREAS
Course Code: RUR701
Course Objectives:

The objective of the course is to provide the knowledge about the conceptual framework of
Corporate Social Responsibility and its different models as well as to showcase the importance
of CSR as management of a company’s impact on its stakeholders, the environment and the
community in which it operates. Also CSR practices /initiatives will be discussed to provide
students a grassroots level perspective of the course.

Course Contents / Syllabus:

Module I- Concept and Framework
Business ethics and responsible business, Introduction to corporate social responsibility &
Corporate Philanthropy, Concept of Universal Human Rights & Guidelines for Companies,
Creating CSR framework

Module II- Models of Corporate Social Responsibility

Models of Corporate Social Responsibility: Trusteeship, Stakeholder, Ethical model, Statist
model, Liberal model, Contemporary approach on Corporate Social Responsibility
Module III- Development Issues and CSR
CSR and Inclusive development, Development Issues: Sustainability, Environment issues, Social
and Cultural Factors of business in sensitive areas of business, Integrating Triple Bottom Line
Measures in CSR
Module IV- Legal Norms & Successful Interventions
CSR-from theory to practice, Legal Provision for CSR in Company Act 2013, Indian Corporate
scenario: Current practices and emerging perspectives on Corporate social Responsibility,
Successful CSR interventions in rural areas
Module V- Key Relevant Aspects
Corporate Responsibility, Accountability and Sustainability, Sustainable Development Goals
and Role of Business, Community Investment and CSR Intervention’s Future

Text Readings:

 Chatterji, Madhumita. (2011). Corporate Social Responsibility, Oxford University Press

 Samli, Coskun. (2001). Social Responsibility in Marketing, Quorum Books

 Mandal, B. N. (2011). Corporate Social Responsibility In India, Global Vision Publishing

House

References:

 Crane, Andrew., Matten , Dirk. & Spence, Laura J. (2007). Corporate Social Responsibility:
Readings and Cases in a Global Context, Routledge

 Porter, M.E., Kramer, M.R. (2002). The Competitive Advantage of Corporate Philanthropy.
Harvard Business Review, December, 5- 16.

Additional Reading Material:

 Pushpa, Sundar. (2000 Journals). Beyond Business, Tata Mcgraw Publication, New Delhi

 Steve, May., Cheney , George. & Roper, Juliet. (eds.) (2006). The Debate over Corporate
Social Responsibility. Oxford: Oxford University Press
Course Title: RURAL MICRO FINANCE MANAGEMENT
Course Code: RUR702
Course Objectives:

This course will intend to expose students in the area of rural credit and finance. This course will
help students comprehend complex dynamics pertaining to micro finance services and role of
SHGs in spearheading micro-finance in India.

Course Content/Syllabus:
Module I: Introduction to Micro – finance
Micro-Finance: Definitions, Scope & Assumptions, Types of Microfinance, Overview of
Microfinance Industry, Credit Delivery Methodologies, SHG concept, origin, Formation &
Operation of Self Help Groups (SHGs), Joint Liability Groups (JLG), SHG-Bank Linkage
Model and GRAMEEN Model: Achievements & Challenges,
Module II: Institutional Mechanism
Microfinance Institutions (MFIs): Constraints & Governance Issues, Institutional Structure of
Microfinance in India :NGO-MFIs, NBFC-MFIs, Co-operatives, Banks, Microfinance Networks
and Associations; Business Correspondents and Business Facilitators
Module III: Products & Services
Microcredit and saving products, Micro-Insurance services, Micro-Leasing services, Money
Transfer Services (Remittances), Non-financial Services, Some innovative and creative
Microfinance Models, JAM (Jandhan, Aadhar and Mobile) Model and its Achievements
Module IV: Legal & Regulatory Framework
RBI and it’s directives for Microfinance, Voluntary mechanism of MF governance, Problems
faced by MFIs, Existing Legal Provisions regarding MFIs, Salient Features of Draft legislation
on Microfinance Services
Module V: Emerging Trends
Mudra Yojana : Introduction, Salient Provisions and Impact, Services with Livelihoods
Approach, Role of Technology in Microfinance Delivery, Successful Ventures (Bandhan, Sewa
etc.)

Text Reading:

 Indian Institute & Finance,(2009) Microfinance Perspectives & Operations, Mumbai,

Macmillan India

 Dutt, Ruddar. & Sundharam, K. P. M. (2013) Indian Economy, S. Chand & Company
Reference

 Karmakar, K. G. (2008). Microfinance in India, Sage Publication

Course Title: RURAL Marketing

Course Code: RUR712
Course Objectives:
Rural markets represent a substantial portion of the Global Marketplace. Despite of huge
potential, rural markets have been traditionally ignored by most multinationals from advanced
countries, as well as by local large-scale manufacturers of packaged products. The course
introduces the student to the various aspects of Indian rural markets as the study of rural
marketing has become significant because of the saturation of the urban markets and the increase
in the purchasing power of the rural population. It covers aspects like relevance and scope of
rural market in India, the environment prevailing these dynamic involved in the behavior of rural
consumers, rural markets research, and rural market segmentation and targeting. It also goes in
details for explaining the product strategy adopted by the companies for rural market, pricing
strategy and rural distributions includes traditional and modern channels.

Course Content/Syllabus:
Module I- Rural Marketing - An Overview
Rural Marketing an Overview • Principles of Marketing as Relevant to Rural Marketing •
Evolution of Rural Marketing, Rural Marketing Mix • Rural Economy • Profiles of Urban &
Rural customers and Differences in their Characteristics, • Rural Consumer Behavior •
Agricultural Marketing: Marketing of Agricultural Produce, Agricultural Inputs
Module II- Rural Environment & Rural Retailing
Rural Environment • Rural Market Strategies with special reference to Segmentation , Targeting
and Positioning • Innovation for Rural Market • Products and Services in the Rural Markets •
Channels of Distribution and Trade Management, Rural Retailing
Module III- Rural Communication and Pricing
Rural Communication and communication strategies for rural market • Advertising and Sales
Promotion Strategies • New Product launch Techniques for Rural Markets • Pricing in Rural
Markets
Module IV- Rural Market Research & Rural Sales Management
Rural Market Research • Market Information System • Sales Management Practices • Training,
Motivation • Sales Quota Strategies
Module V- Emerging Trends in Rural Marketing
Social Marketing: Corporate Social Responsibility in Rural Markets. • The Future of Rural
Marketing in India. • Rural Marketing of financial Services • Rural Marketing of Consumer
Durables • Rural Marketing of FMCG Products • Role of Govt. In Rural & Agricultural
Marketing. • Case Studies: ITC eChoupal, HUL Project i-Shakti, DCM Haryali, Godrej Aadhaar
Text:

 Kashyap Pradeep & Raut Siddhartha, (2009), Rural Marketing Biztantra Publishers.
ISBN: 978-81-317-6035-2
 Dogra B. & Ghuman K. (2010), Rural Marketing Concepts and Practices, Tata McGraw-
Hill. ISBN: 81-7992-085-2
 Krishnama charyulu C.S.G. & Ramakrishnan Lalitha (2011), Rural Marketing Text &
Cases, Pearson Education ISBN:978-81-317-322
Journals:

 International Journal of Rural Management

 Journal of Rural Studies
 The Rural Marketing Journal
 Agricultural Marketing
  Rural Sociology

Course Title: FAMILY BUSINESS MANAGEMENT

Course Code: ENTR702
Course Objectives:
• To addresses the understanding of family business and the unique situations that family
businesses face.
• To understand the governance issues and conflict in family business
• To understand the growth and sustainability of family business
• To know the role of non family members and succession planning
Course Contents/Syllabus:
Module I Introduction
Overview of the family business. Effective governance and the family business, Issue of
ownership and conflict in family. Capital structure of closely held business and family business,
cash, growth. Issues and challenges in family business and closely held family business.
Module II Developing Effective Governance
Understanding the relationships between family and business, management and
ownership. Governance issues in family owned business, behavioral issues in closely held and
family owned business & managed business. Conflict management and transition in family
business
Module III Growth Strategy
Growth strategy for family owned business. Different models in family business.
Developing sustainable family business organization structure, ownership, team of advisors,
board of directors and corporate governance.
Module IV Succession Planning
Family succession, issues of succession in a family firm, preparing for succession planning.
Legal norms of succession-succession acts, important provisions
Module V Future Prospects
Involving non-family members, power struggles and issues of succession in a family firm,
Valuation of the closely held firm, the changing role of family in the family business
Text book:
• Dutta Sudipt (1999),Family Business in India, Response books
References book:
• Kelin E. Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg, Generation to
Generation: Life Cycles of the Family Business
Any other Study Material:
• Amity Business Journal (ABJ)
• Emerald emerging market case studies (EEMCS), Emerald
• Family Business Review (FBR), Sage
• Harvard Business Review (HBR)
• International Journal of Entrepreneurship & Innovation (IJEI), IP Publishing
• International Journal of Globalisation and Small Business (IJGSB) , Inderscience
• Journal of Business Venturing (JBV) - Elsevier
• Journal of Chinese Entrepreneurship (JCE), Emerald
• Journal of Entrepreneurship in Emerging Economies (JEEE), Emerald
• Journal of Family Business Management (JFBM), Emerald
• Journal of Family Business Strategy (JFBS), Elsevier
• Journal of Small Business Management (JSBM), Blackwell Publishing
• SIU Journal of Management, Shinawatra International University, Thailand
• Technology, Innovation, Entrepreneurship and Competitive Strategy, Emerald
• World Review of Entrepreneurship Management and Sustainability Development
(WREMSD), Inderscience

Course Title: Creating and Managing New Businesses in Emerging Markets

Course Code: ENTR713
Course Objectives
The objective of the course is to provide a fundamental understanding of the underlying
dimensions of creating and managing a new business in an emerging market. The student will
first be made aware as to what is meant by emerging markets. The course will also provide a
practical guide on how to create a new business in emerging markets and how to manage it in a
competitive context. The objective of the course will be fulfilled by a combination of lectures,
case studies and interactions with relevant experts from the industry.
Course Contents/Syllabus:

Module I: What are emerging markets?

Definition of emerging markets. Description of BRICS countries (Brazil, Russia, India, China)
MIKT as next four Largest Markets (Mexico, Indonesia, South Korea & Turkey). ASEAN-
CHINA Free Trade Area as a regional emerging market
Module II: Business opportunities in emerging markets?
PESTEL Analysis of individual countries in emerging markets (Political, Economic, Social,
Technological, Legal & Environmental factors.). Newer Business Models in emerging markets
Increasing opportunities for profitable trade and investment in emerging markets.
Module III : Specific countries in the emerging markets and their characteristics
Scanning the business environment of emerging markets. SWOT analysis of emerging markets
Demographic characteristics of individual markets like gender, age, ethnicity, knowledge of
languages, mobility, home ownership, employment status, religious belief or practice and
income level. Regulatory factors in individual countries like acts of parliament and associated
regulations, International and national standards and, local government by laws and mechanisms
to monitor and ensure compliance with these.
Module IV : Market Mechanisms in emerging markets
How to capitalize on enormous opportunities for emerging markets. Develop market
mechanisms where none exist. Develop enduring concepts that shape the practice of
management in BRICS countries.
Module V : Business Plan specific to emerging markets
Developing management and strategy in emerging markets. How to size an emerging market.
Assessing the market from several angles to approximate potential market share. Looking at
competitors, customers, market factors and case studies. Creating a business plan suited to each
individual country in emerging markets.

Text :
 Hisrich R.D. , & Peters M (2012) Entrepreneurship, 9th Edition McGraw Hill Education
 Roy, R (2012) Entrepreneurship, 2nd Edition Oxford University Press

 Holt, D Entrepreneurship New Venture Creation 4th Edition PHI

References:
 Kotler & Armstrong (2004) Principles of Marketing 10th Edition Pearson Education
 Drucker, P.F. Kotler & Armstrong (2004) Principles of Marketing 10th Edition Pearson
Education
  Kotler & Armstrong (2004) Principles of Marketing 10th Edition Pearson Education

Journals:
 Emerald Emerging Market Case Studies, Emerald
 Journal of Entrepreneurship in Emerging Economies , Emerald
 Harvard Business Review
 International journal of entrepreneurship and innovation
 International Journal of Emerging Markets, Emerald Insight
 Global Journal of Emerging Market Economies, Sage Publications
 International Journal of Entrepreneurship & Innovation (IJEI), IP Publishing
 International Journal of Strategic Business Alliances (IJSBA), Inderscience

Course Title: CREATIVITY & INNOVATION IN BUSINESS & ENTREPRENEURSHIP

Course Code: ENTR714
Course Objectives:
This course is designed to introduce the student to the practices necessary to stimulate and
manage innovation in a business. Students will be given frameworks and methods for designing,
developing, and implementing innovation in real work situations. The aim of the course is to
provide the perspective and skill base necessary to manage innovation-focused projects, people,
and ventures. This course will help in developing creative problem-solving skills to identify
emerging opportunities and challenging conventional wisdoms. The creative and innovative
solutions that come from interactive learning experiences are examined for their ability to be
successfully exploited as innovations, in the competitive market.
Syllabus
Module I Introduction to Innovation
Defining innovation and its relevance. Need and importance of innovation, types of innovation,
innovation v/s invention. Lateral & horizontal technique of innovation. Need for Creativity
and Innovation in start-ups and existing organizations. Drivers to Innovation; Barriers and
Challenges to Innovation. Game changer
Module II Idea Generations
Creativity & Innovation. Nature of Creativity: Person, Process, Product and Environment.
Generation of ideas, Capturing & Processing of thoughts. Methods for generating and
evaluating creative ideas including brainstorming, mapping, metaphors, networking, intuition,
judgment and imaging
Module III Idea Conversion

Evaluating ideas, conversion and implementation of ideas. Business Dimension of Innovation

and nature of Innovation. Making the Idea a reality, Connecting the dots, Lasting &
differentiating leadership, motivation & success
Module IV Models of Innovation
Static and dynamic models of Innovation, Incremental versus Radical innovation. Abernatty-
Clark Model, Henderson Clark Model. Disruptive Technological Changes
Module V Managing Creativity and Innovation
Assessing Personal Creativity and Ability to Innovate. Enhancing Creative and Innovative
Abilities. Entrepreneurial Tools for Creativity and Innovation—Exploring the Intersection,
Developing and Contributing to a Creative-Innovation Team. Evolving a Culture of Creativity
and Innovation in Organizations
Text:

 The Seed of Innovation, Dundon E, PHI, ISBN: 978-8120332683

 Getting to Innovation, VanGundy A.B., PHI, ISBN: 978-8120335782

References:

 Sharma, Apoorv and Joshi, Manoj and Shukla, Balvinder, Is Accelerator an Option?
Impact of Accelerator in Start-up Eco-System! (May 19, 2014). Available at SSRN:
https://ssrn.com/abstract=2438846 or http://dx.doi.org/10.2139/ssrn.2438846
 Joshi, Manoj and Shukla, Balvinder, A Perspective of Innovation in Entrepreneurial
Firms (July 28, 2014). Available at SSRN: https://ssrn.com/abstract=2442757 or
http://dx.doi.org/10.2139/ssrn.2442757
  Research on Innovation: A Review and Agenda for Marketing Science, Hauser J, Tellis
G J, Griffin A, Marketing Science Vol 25, No. 6, November- December 2006
 Disruptive Innovation for Social Change, by Christensen C M, Baumann H, Harvard
Business Review, December 2006

Course Title: ENTERPRISE GROWTH AND SUCCESSION

Course Code: ENTR705
Course Objectives:
The course focuses on turning a small business into a successful and professionally managed
organization along with managing the succession process. This course will focus on the
challenges of building, managing and enduring a successful organization or renewing the vitality
of an existing organization. The focus of this course is to learn how to use theories of
entrepreneurship, strategy, family business, innovation and management to understand ways to
grow an existing business. It also strives to make the students understand what management
tools, strategies and methods “will” and “will not” be effective in the growth objectives.
Conclusively, the course will help in analysing the issues concerning growth strategies and
succession planning.
Course Contents/Syllabus:
Module I Introduction
1. Scope, focus, and requirements of managing a small emerging enterprise
2. Motivation and desire to expand
3. Identifying and building on opportunities to grow the business
Module II Setting Direction for Growth
1. Changing goals, roles and responsibilities and setting the direction
2. Desire for growth and ability to manage the growth.
3. Choosing Growth Strategies, Expansion, Diversification, Merger, Acquisition and
Franchising.
4. Entrepreneurs and managers: concept of organizational life cycles; family business issues.
Module III Valuation of Business
1. Placing a value on a business and why it matters in entrepreneurship
2. Approaches to valuation: quantitative and qualitative issues, structuring the deal
3. Negotiable terms and negotiating issues, purchasing a business.
Module IV Harvesting the Business
1. Choosing your exit strategies. Successful exit routes.
2. Harvesting firm’s value
3. Process and results, Succession planning for business
Text

• Vega Ronaldo F. Evolution, games, and Economic behavior (OUP, 1996)

(ISBN0198774737) (O) (222s).
• Friedman J.W. Oligopoly Theory (CUP, 1983) (ISBN 9780521282444) (T) (256s)_GC_djvu
• Das S.P. Microeconomics for Business (Sage, 2007) (ISBN0761935924) (O) (373s)_GC.

References:
• Chell, E. Haworth, J .M &Brearley, S. S, (1991), The Entrepreneurial Personality: Concepts,
Cases and Categories, Lomnon: Routledge
• Drucker, P., (1985), Innovation and Entrepreneurship, Heinemann
• Holt H.,.D., (2005), Entrepreneurship New Venture Creation, Prentice-Hall
• Kao, J., (1995), Entrepreneurship, Prentice-Hall
• Kuratko F. Donald and Hornsby S. Jeffery, (2009), New Ventures Management,
Entrepreneur Road Map, Pearson Education.
• Morris, Kuratko, & Covin, (2001), Corporate Entrepreneurship & Innovation, published by
Thomson.
• R.. Baron and S. Shane, (2004), Entrepreneurship: A Process Perspective, Thomson/
Southwestern.
• Timmons A. Jeffry and Jr. Stephen Spinell, (2009), New Ventures Creation;
Entrepreneurship for the 21st Century, McGraw Hill.
Journals

 Amity Business Journal (ABJ)

 Business Strategy and the Environment (BSEVEM), Interscience-Willey
 Emerald emerging market case studies (EEMCS), Emerald
 Family Business Review (FBR), Sage
 Foundations and Trends in Entrepreneurship (FET), Now Publishers
 Harvard Business Review (HBR)

SEMESTER IV

COURSE TITLE: MANAGEMENT IN ACTION-SOCIAL, ECONOMIC AND

ETHICAL ISSUES
COURSE CODE: MGMT 705
Course Objectives:
The broad objectives of this course are to Bring students closer to reality by developing their
understanding of the professional prerequisites to practice of management in terms of required
skills and attitude to respond proactively to rapid discontinuous change in business environment.
Develop students the attributes of a consultant. Develop not theoreticians but practitioners who
are expected to sense the ongoing conflict between environmental change and internal desire of
management for stability.
Course Contents/Syllabus:
Module I: Introduction

Modern Management Practices and Issues Involved, Outsourcing Management Services and
Evolution of Management Consultancy, Skills-set required for Management Consultants.
Consulting and performance counseling.
Module II: The Process of Management Consulting

Consulting Proposals. Identification and Definition of Problem, Fact-Finding Leading to

Solution Development and Implementation, Developing Strategic and Tactical Plans and
Subcontracting, Pricing of Consultancy, Acquiring and Developing Talents for Consulting.
Module III: In-house Management versus Management Outsourced
Why a Sense of Skepticism and Unease Towards Management Consultants. Cost versus Value
of Advice, Separating Consulting Success from Consulting, Disaster. Some Revealing
Situations.
Module IV: Cross Cultural Management Systems and Processes
Types of organizational culture, Strength of organizational culture, Function of organizational
culture, Importance of cultur e to the organization, Cultural Models, Cross- Cultural
Perspectives, Geert Hofstede and Cross- Cultural Issues
Module V: Economic and Social Issues in Management
Adaptation to Changing Environment in General and Economic Environment in Particular,
Economic Growth and Change Areas, Emerging Opportunities in Various Sectors including
Social Sector, Management Practice and Cultural Issues, The global Political Situation, The
Global Competitive Environment and the internal scene in India, War Game.
Module VI: Ethical Issues in Management
Relationship among Various Stakeholders, Reasons for Conflict of Interests Among
Stakeholders, Corporate Governance and Ethics. Why Unethical Decisions Leading to Conflicts
are Taken, Power and Politics, Initiatives on Corporate Governance by the Governments.
References:
  Parekh, Deepak S, (1999), The Real Meaning of Corporate Governance, Indian
Management.
 Cogner, Jay A, David Finegold and Edward E Lawler III, (1998), Appraising Boardroom
Performance, Harvard Business Review.
 Kumar Mangalam (1999) ,Birla Committee Report on Corporate Governance –
Legislation alone is not Enough, Activating Adult Committees. Shareholder – Friendly
Steps, The Hindu,
 Sodarn, Kailash, (1999), Transparency in Corporate Governance, Indian Management,
Vol. 38, No.10.

Course Title: Digital Marketing

Course Code: MKTG733
Course Objectives:
The course The aim of the Digital Marketing Course is to provide students with the knowledge
about business advantages of the digital marketing and its importance for marketing success; to
develop a digital marketing plan; to make SWOT analysis; to define a target group; to get
introduced to various digital channels, their advantages and ways of integration; how to integrate
different digital media and create marketing content; how to optimize a Web site and SEO
optimization; how to create Google AdWords campaigns; social media planning; to get basic
knowledge of Google Analytics for measuring effects of digital marketing and getting insight of
future trends that will affect the future development of the digital marketing. The application of
the gained knowledge, skills and competences will help future managers in forming digital
marketing plan in order to manage a digital marketing performance efficiently.

Syllabus:
Module I : Digital Marketing Fundamentals
What is digital marketing?
How is it different from traditional marketing, ROI between Digital and traditional marketing
New trends and current scenario, Digital marketing a boon or a Bane?
How can digital marketing be a tool of success for companies?
Study and Analysis of recent infographics released by companies about digital marketing?
How did digital marketing help the small companies and top Organisations.

Categorization of digital marketing for the business, Swot analysis of business, present website
and media or promotion plan, Inbound vs Outbound Marketing
Module II : Website Planning and Structure
Understanding a website, What is a website, Levels of websites
Diff b/w Blog, Portal and Website
Diff b/w websites: static or dynamic, Domains, Buying a Domain
Website Language & Technology
Core Objective of Website and Flow,
One Page Website, Strategic Design of Home Page
Strategic Design of Products & Services Page
Strategic Design of Pricing Page, Portfolio, Gallery and Contact Us Page
Call to Action (Real Engagement Happens)
Designing Other Pages, SEO Overview
Google Analytics Tracking Code, Website Auditing, Designing Word press Website
Design a New Website and Promote it using techniques taught.
Module III Search Engine Marketing:
Introduction to Search Engine Marketing
Tools used for Search engine Marketing
PPC /Google Adwords Tool, Display advertising techniques, Report generation
Search Engine Optimization (SEO)
On page optimization techniques, Off page Optimization techniques
Reports, Email Marketing
Module IV: Social Media Optimization (SMO)
Introduction to social Media Marketing
Advanced Facebook Marketing, Word Press blog creation
Twitter marketing, LinkedIn Marketing
Google plus marketing
Social Media Analytical Tools
Design a Social Media Campaign to promote Indian Tourism
Module V: Web Analytics
Web Analytics and Integrating with Website
Measurement Metrics
Google Webmaster Tool
Setting up Tool for SEO
Adding and Managing Assets
Integrating WebMaster Tool, Site Map and Site Links
Search Traffic and Links, Google Indexing Managing Crawl Errors
Managing Security Issues
Jobs in Marketing Analytics
Analyse your website using web analytics and suggest strategies to improve the views.

Text & References:

 Ryan, D. (2014 ). Understanding Digital Marketing: Marketing Strategies for

Engaging the Digital Generation, Kogan Page Limited.
  The Beginner's Guide to Digital Marketing (2015). Digital Marketer.
Pulizzi,J.(2014) Epic Content Marketing, Mcgraw Hill Education.

 Chaffey, Chadwick, Johnston, Mayer, Internet Marketing,3rd edition, 2009,

Pearson Publication

 Strass, El-Ansary, Frost , e-Marketing, 5th edition, Pearson Publication

 Carter-Brooks-Catalano-Smith, Digital Marketing for Dummies, Wiley

Publication

 Godfrey Parkin, Digital Marketing: Strategies for Online Success, 2009, New
Holland

 Urban, Digital Marketing Strategy: Text and Cases,1/e, 2004 Prentice Hall

Course Title: ADVERTISING & SALES PROMOTION

Course Code: MKTG 713
Course Objectives:

This course will help students learn the fundamentals of advertising & its strategies. The course
will introduce students to concepts of Media Planning, Media planning and measuring
effectiveness of different media. The objective of this course is to give the student an insight
towards the various underlying dimensions and challenges of the concept of Integrated
Marketing Communication (IMC). The concept will be extensively discussed with individual
promotional elements such as public relations, sponsorship, direct marketing and personal
selling with special emphasis on Advertising and Sales Promotion.

Course Contents/Syllabus:
Module I Introduction to Advertising
• Definition, Importance and Functions of Advertising
• Importance of Advertising in Modern Marketing.
• Classification /Types of Advertising,
• Economic, Social and Ethical Issues in Advertising
• Regulation of Advertising in India: Role of ASCI
Module II Advertising Planning & Strategy
• Advertising Department: Objectives and functions
• Role of Advertising Agencies
• Selection of Agencies
• Types of Advertising Agencies,
• Setting of Advertising Objectives, DAGMAR Approach,
• Advertising Budget and budgeting methods.
• Agency Compensation and Remuneration: Fees, Commissions and Performance.
Module III Creativity in Advertising
• Advertising Appeals and Execution styles,
• Advertising Message: Preparing an effective advertising Copy.
• Elements of a Print Copy: Headlines, illustration, body copy, slogan etc.
• Art of Copywriting
• Elements of Broadcast copy.
• Process of Developing an Ad Campaign
Module IV Media Planning and Evaluating Advertising Effectiveness
• Media Planning
• Print, Broadcast & Interactive Online Media,
• Emerging medias and trends
• Reasons to measure Advertising Effectiveness
• Methods to measure Advertising Effectiveness
Module V Sales Promotion and Other tools of Integrated Marketing communication
• Concept and Rationale of Sales Promotion,
• Types - Consumer and Trade Promotions - Sales Promotion Strategies and Practices
• IMC and other Tools: Personal Selling, Public Relations, Event Marketing, Direct
Marketing,
• Surrogate Advertising
• Social Media Marketing
• Relationship marketing

Text & References:

 Shah Kruti, D’Souza Alan, (2011), Advertising and Promotions An IMC Perspective, Tata
McGraw Hill Education Private Limited

 Belch, George E & Belch, Michael A. (2009). Advertising and Promotion. McGraw-Hill
Irwin. 8th edition.

 Wells W.D, Burnett J, & Moriarty S. (2009), Advertising Principles and Practice, Pearson
Higher Education

 Batra R, Myers G.J., Aaker D (2009), Advertising Management, Pearson Education.

 Kazmi, S.H (2005): Advertising and Sales Promotion. Excel Books.

Journals
• International Journal of Advertising
• Journal of Advertising Research
• Journal of Advertising

Any other Study Material:

• Pitch Magazine
• Brand Equity (The Economic Times weekly supplement)
• Ogilvy. David (1963), Confessions of an Advertising Man, 1st ed. New York: Atheneum

Course Title: Customer Relationship Management

Course Code: MKTG721
Course Objectives:

An understanding of ways the firms can create and enhance the sources of value to the customer
through value explorations and CRM value proposition An understanding of the strategic
framework of CRM An understanding of CRM strategies in Sales, Marketing and Customer
Support and familiarize with different CRM technology solutions. Impact of CRM on customer
experience, satisfaction and loyalty Using Customer Lifetime Value to Make Marketing
Decisions Develop an understanding of recent developments in CRM usage in the social media.
Syllabus:
Module I: Introduction to CRM
Pre-
oduction to CRM, Transition from Product focus to

Module II: Introduction to CRM and its Fundamentals

Strategic framework of CRM – CRM continuum, Five generic interrelated process model,
Strategic operational, analytical model, Buttle’
mpaign
-CRM .
Identification of customer journeys and the touch-
systems, front desk management technologies, web-based knowledge management, Customer
Experience Management (CEM)
Module III: Managing different stages of CRM
Building Customer Relationships-

Strat

Module IV: Overview of CRM in service sector (B 2 C Market)

Service Business Characteristics and Classification
Services-Banking Industry, Retail Industry, Aviation Industry, Hospitality Industry,

Module V: Overview of CRM in B2B Markets

-Channel

Module VI: Implementation of CRM

Module VII: Introduction to CRM Software

- Key
entities: Contacts, Accounts, Leads, Opportunities, Campaigns - Key entity interaction
Text Reading:

 G Shainesh & Jagdish N Sheth, Customer Relationship Management-A Strategic

Approach
 Zikmund, McLEOD, Gilbert, Customer Relationship Management
References:

 G Shainesh & Jagdish N Sheth, Customer Relationship Management-A Strategic

Approach
 Zikmund, McLEOD, Gilbert, Customer Relationship Management
 J N Sheth, Atul Parvatiyar, G. Shainesh, 2001, Customer Relationship Management, Tata
McGraw Hill
Additional Reading:

 Brown, Stanley A 2001, Customer Relationship Management, John Wiley& Sons

 Anderson, Kristin , 2002, Customer Relationship Management, Tata McGraw-Hill
 Greenberg Paul, CRM at the Speed of Light, Tata McGraw Hill.

Course Title : Marketing of Services

Course Code : MKTG722
Course Objectives

This course is designed to strengthen and develop the students’ ability to analyse and
understand, evaluate and manage services in the international market.
Syllabus:
Module I: International Services Marketing - An Overview
Importance of Services Sector in various countries globally
Cultural fit and the service seller-buyer dyad
Internationalization of Services Sector
The limits of ICT and internet in international services marketing
Impact of Technology on service marketing
Drivers of Technology enabled service marketing
Effect of Service Marketing on Customer Loyalty
Module II: Service Quality Management at Cross Cultural Level
Global differences: Consumer Search, Consumer Choice, Experience and post experience
evaluation
Managing Customer Perceptions and Expectations cross-culturally
Models of Service Quality
International Customer Service Systems
Strategic Issues in Managing Service Quality
Gap Model, Service Encounters
Competitor Intelligence, Service Recovery
Module III: Market Strategies for Service Organizations
Creating Value in market-oriented service organization
Strategic Pathway
Competitive advantage and competitive position
Generic Strategies to go to market
Service Profit Chain
Module IV: Services Development and Design
Global challenges of service innovation and design
New service development process
Types of Service Innovations
Stages in service innovation and development- cross-cultural considerations
Service Blueprinting
Service standardization Vs adaptation
Pricing services across borders
Module V: Managing the International Servicescape
Physical evidence
Strategic role of service escape
Servicescape effects on cross cultural consumer behaviour
International service escape strategy
Module VI: Delivering and Performing Service
Strategies for delivering Service quality through people globally
E-services-Emergence & growing importance of e-services
Electronic Channels of Delivering Services
Challenges in distributing services through electronic channels
Future of delivering services: Impact of Artificial Intelligence, Big Data etc.
Text Reading:

• Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing,

2008
References:
• Christopher Lovelock, 2010, Services Marketing, Prentice Hall, 6th Edition
• Christopher Lovelock and Jochen Wirtz, Services Marketing, 7th Edition, 2010
Additional Reading:
• Raymond P. Fisk, Stephen J. Grove, and Joby John, Interactive Services Marketing Third
Edition, 2007

• Laurie Young, Marketing The Professional Services Firm: Applying the principles and
the Science of Marketing to the Professions, 2005
• Kasper Hans, 2006, Services Marketing Management: A Strategic Perspective, John
Wiley & Sons, 2nd Edition
Any Other Study Material:
• Journal of Service Research

Course Title: MANAGING INNOVATION PROCESS

Course Code: ENTR715
Course Objectives:
A well-executed innovation plan is the basic ingredient to succeed in a highly competitive
market. The students who opt for the course will develop an innovative concept and present an
execution plan at the end of the semester. The course intends to give a platform to the students
to establish themselves as entrepreneurs or intrapreneurs using product, process or service
innovation. This course will help the students appreciate the role and need for innovation in an
organization. It would also help the student create an ability to be a ‘change agent’ for the
organization he/ she works for. The course is designed to help the student use theoretical
frameworks to interpret case studies and implement the learnings in real-life scenarios.
Course Contents/Syllabus:
Module I Exploring innovations
1. Creativity and Innovation 2. Difference between Invention and Innovation; Idea generation
process 3. Disruptive Innovations 4. Components of Innovation 5. Types of Innovations
(Product, Process and Services) 6. Levels of innovation : National Level, Enterprise level and
Individual level 7. Linear and flexible innovation process; Open innovation; innovation
networks 8. Moving Innovations to market: Idea broking; Understanding the need of the
consumers
Module II Executing innovations
1. Customer centered innovation map 2. Discovery-driven planning 3. Steps to execute
innovation 4. Matching execution to company strategy 5. Finding and recognizing talent 6.
Building core teams across departments to execute proposed innovation 7. Structuring the
incentives to effectively allow individuals to execute innovation process 8. Measuring
performance
Module III Exploiting innovations
1. Reverse Innovation 2. Building scenarios on impact of innovation 3. Value of innovation:
Consumers perspective, Competitors’ perspective 4. Building product portfolios and portfolio
management 5. Strategies to be considered to exploit the true value of innovation
Module IV Renewing innovations
1. Cultivating innovation 2. Processes, structures and strategies of renewing innovations 3.
Analyzing competition and disruptive innovations 4. Exploring, executing and exploiting
innovations that established firms can use to renew their innovation foundations
Module V Working with the innovation
The Student will work on his/ her dream innovation under the guidance of a Mentor, either from
the industry or a senior academician. The student is expected to consider all of the following
aspects: 1. The innovation/ innovative idea 2. Practicality of Innovation/ Innovative idea 3.
Substitute analysis and success factors 4. Testing the innovation 5. Innovative launch plan
Text:
  Getting to Innovation, VanGundy A.B., PHI, ISBN: 978-81-203-3578-2
 Business Innovation, Gupta Praveen, S. Chand, ISBN: 81-219-2945-8

References:

 Is Your Company Ready for Open Innovation?, Lichtenthaler U, Hoegl M and Muethel
M, MIT Sloan Management Review, Fall 2011 (http://sloanreview.mit.edu/article/is-
your-company-ready-for-open-innovation/)
 The 5 Myths of Innovation, Birkinshaw J, Bouquet C, and J.-L. Barsoux, MIT Sloan
Management Review, Winter 2011 (http://sloanreview.mit.edu/article/the-5-myths-of-
innovation/)
 A Taxonomy of Innovation, Luma Institute, Harvard Business Review – January –
February, 2014 (http://hbr.org/2014/01/a-taxonomy-ofinnovation/ar/1)
 Innovation and Research Strategy for Growth, BIS, December 2011,
(http://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-
andresearch-strategy-for-growth.pdf)
Course Title: CORPORATE ENTREPRENEURSHIP
Course Code: ENTR723
Course Objectives:
Corporate entrepreneurship is the practice of employing entrepreneurial skills and approaches
within an organization. To achieve and sustain a true competitive advantage in today’s rapidly
changing global business environment, companies must be faster, creative, flexible and
innovative. Resource availability may be limited or non-existent to support innovations and
initiatives. In other words, organizations must be more innovative and entrepreneurial. This
course focuses on the processes, by which teams within an established company conceive, foster,
launch, and manage existing and new business that is distinct from the parent company. The
ability to simultaneously integrate (see what is similar) and differentiate (see what is different)
between a company’s existing and new business is crucial to the success of any corporate
entrepreneurship effort. The course emphasis will be placed on the skills needed to promote and
manage corporate entrepreneurship including opportunity recognition, orientation and transition
management. The main focus is to build “Intrapreneurial” mindset in managers to think
differently beyond the traditional managerial concept.
Course Contents/Syllabus:
Module I Concept of Corporate Entrepreneurship
1. The changing nature of the strategic challenge confronting organizations, the nature of
entrepreneurship; the entrepreneurial process
2. Meaning of Corporate Entrepreneurship or Intrapreneurship
3. Distinction between entrepreneurship & Intrapreneurship, need & importance,
Module II Need for Corporate Entrepreneurship
1. The organizational life cycle 2. Why stay and why leave, why do corporate entrepreneurship
3. Getting started, a framework for understanding the obstacles to corporate entrepreneurship.
Module III Developing Corporate Entrepreneurship

1. Building an organizational environment conducive to entrepreneurial endeavors,

embracing new business models, corporate incubators 2. Function and organization of new
venture units, new approaches: incorporating creativity into the corporate process.
Module IV Types of Intrapreneurship
1. Life cycle of Intrapreneur 2. Classification of Intrapreneur 3. Changing rate of traditional
mangers
Module V Stages of Corporate Entrepreneurs
1. Stages of Intrapreneurial team development- solo phase, network phase, bootleg phase, format
team phase 2. Changing environment for corporate Intrapreneurs, implications & future for
Intrapreneur 3. Corporate entrepreneurship in developing economies, corporate
entrepreneurship in the social sector.
Text & References:

 Blackwell, E. (1998), How to Prepare a Business Plan, Kogan Page

 Gifford Pinchot, (1985), Why you don’t have to leave the corporation to become an
entrepreneur?, Harper & Row
 Histrich D. Robert and Peters P. Michal Shepherd A Dean, (2007), Entrepreneurship,
McGraw Hill
 Holt H.David, (2005), Entrepreneurship New Venture Creation, Prentice-Hall
 Kuratko F. Donald and Hornsby S. Jeffery (2009): New Ventures Management,
Entrepreneur Road Map, Pearson Education.
 O’Rourke S. James(2009): Writing and presenting business plan, Cengage Learning
 Raymond W Y Kao, Tan Wee Ling, Entrepreneurship and Enterprise Development in
Asia, Prentice Hall
 Schollhammer, Hans ( 1992): Internal Corporate Entrepreneurship,
 Stevenson, H.H., Grousebeck, H.I., Roberts, M.J. and Bhide, A. (2000), New Business
Ventures and the Entrepreneur, McGraw-Hill, Singapore.
 Stutely, R. (2002), The Definitive Business Plan, FT Prentice Hall
 Timmons A. Jeffry and Jr. Stephen Spinell (2009): New Ventures Creation;
Entrepreneurship for the 21st Century, McGraw Hill.
Course Title: LEADING CHANGE IN FAMILY BUSINESS
Course Code: ENTR725
Course Objectives:
The course is designed to provide students an understanding of change management in family
business. The course is designed to provide students for defining the role and responsibility of
members within a Family business. The course is designed to provide an understanding on how
to drive change within Family business
Course Contents/Syllabus:
Module I Introduction
Family business, readiness of family and family business. A strategic management model for the
family and the family business, understanding the pattern of family business, family and board
culture, growth of family business
Module II Need to Change
Describe the roles& responsibilities, culture, value towards sensing transformation in family
business. Issues and challenges in family business. Best practices in family business. Managing
the leading change in family business
Module III How to Drive to Change?
Mindset, people, players, individual, team, group towards role and responsibilities .Decision
making process in family business. The impact of culture on the family business, Stakeholders
perceptions of culture and management practices in family and family business.
Module IV Lead the Change
How family meetings lead to collective action. Communication skills and conflict resolutions;
getting things straight, conflict management strategies used in successful family businesses.
Text & References:

 A Bakr Ibrahim & Willard H Ellis,(1994), Family Business Management: Concepts and
Practices, Published by Kendall/hunt Publishing Company.
 Butler, J.E,(2001), E – Commerce and Entrepreneurship, Information Age
 Chell, E. Haworth, J .M & Brearley, S. S,(1991), The Entrepreneurial Personality:
Concepts, Cases and Categories, Lomnon: Routledge
Course Title: Principle & Practice of Banking
Course Code: INS723
Course Objectives:
The objective of this course is to facilititate study of theory and practise of banking and finance.
The course is intented to introduce Indian banking and touches on almost every aspect, from the
Indian financial system to contemporary issues and developments in the industry.
Course Contents/Syllabus:
Module I : Indian Financial System
Recent developments in Indian Financial System, Market Structure and Financial Innovation,
RBI, SEBI, IRDA and their major functions; Role & Function of banks; Regulatory provisions;
Enactments Governing Banks( Banking Regulation Act 1949, RBI Act 1935 etc.);Basic concepts
of Retail banking, Wholesale banking, International Banking; Role and function of Money
Market-CP ; -Bancassurance;Importance of Risk Management in Banks(credit, market, liquidity,
operational and Interest rate risk);Basic concept of VaR Analysis; Banking Codes, Impact of
Basel I, II & III & Capital Adequacy Ratio.
Module II: Functions of Banks(Deposit)
Banker-customer relationship( As per Indian contract Act) ; Know Your Customer (KYC)
guidelines; Different deposit products, services rendered by banks( locker etc..);Mandate &
Power of Attorney;Paying & Collecting Banker( remittance, drafts etc.);Protection available
under Negotiable Instruments Act; Endorsements;Forged Instruments;Bouncing of cheques and
their implications, Ancillary services: Remittances, Safe Deposit Lockers, etc.
Module III : Functions of Banks(Credit)
Recommendations of Tandon Committee, Chore Committee & Nayak Committee;Principles of
lending; Working Capital & term loans;Appraisal techniques(for loans);Credit Monitoring;NPA
Management( DRT/DRAT, SARFAESI Act 2002, Competition Act 2005);Priority sector
lending( credit appraisal mechanism);Financial Inclusion- PMJDY
Agriculture,SMEs,SHGs,SSIs;Tiny sector financing(i.e. Microfinance);New product & Services-
Credit cards/ Personal loans/Consumer loans-brief outlining of Procedures and Practices;
Nachiket Mor committee Report, Payment Banks and Small Banks, Business Correspodence,
Concept of Base Rate and its calculation & Prime Lending Rate, Treasury Management
Module IV : Banking Technology
Banking Technology;Core Banking(CBS); Electronic Products;Banking Technology;
Distribution Channels, Teller Machines at the bank counters;Cash dispensers;ATMs, Home
banking;Electronic Payment System;Online Banking-Personal Identification Numbers and their
Use in Conjunction with magnetic cards of both credit and debit cards, Smart Cards;Signature
storage and Display by Electronic Means;Cheque Truncation;Microfiche;Note and Coin
counting devices;Electronic Funds Tranfer-SWIFTS,RTGS,NEFT;Information Technology-RBI
NET, Datanet, Nicnet,I-NET, Internet, Email; Global developments & Banking Technology;
Impact of Technology on banks;Cyber security-protecting the confidentiality and secrecy of
data;Phising attack;Cloud Computing; Moble Phone Banking
Module V: Support Services-Marketing of Banking Services/Products
Marketing Management; Product Research & Development, Test Marketing of Bank
Products,;Cross selling,Upselling;Product life cycle; Product Modification, New Product
Development;Packaging & Branding of Bank Products( Re-
engineering);Diversification;Importance of Pricing;Distribution;Factors influencing Direct &
Indirect Channels of Bank Products;Physical distribution;Promotion;Promotion Mix, Role of
Promotion in Marketing;Marketing Information System- Role of DSA/DMA in bank
Marketing;;Channel Management;Selling Functions of a Bank;Portfolio & Wealth Management;
Portfolio & Wealth Management; Telemarketing , Bancassurrance,

Text & References:

 Indian Institute of Banking & Finance,Principles & Practices of Banking, Macmillan

Publishers Ltd.,2013

 Paul ,Suresh, Management of Banking and Financial Services, second edition (Pearson)

 Berry, Leonard L., Donnelly , Jr, James H., Marketing for bankers, American Institute of
banking, American Bankers Association, 1975

 Patodiya, S.N.,, Bank Marketing Management, Macmillan Publishers Ltd.,1984

 Kaptan, S.S. and Choubey, N.S., Indian Banking in Electronic Era, Sarup & Sons,
NewDelhi,2003

 Agarwal O.P. Practices & Law of Banking CAIIB-Guide, Skylark Publications

 Sobti, Renu, Banking and Financial Services in India- marketing Redefined, New
Century Publications,2003

 Soni S. and V. Aggarwal, Computers and Banking, Sultan Chand & Sons, New Delhi

 Verma ,J.C., Negotiable Instruments Act, Bharat Law House Private Ltd., New Delhi

 Jain, Alok K. Marketing, Challenges for Commercial Banks of India, Swajay

Publishers,1997
COURSE TITLE: CORPORATE RE-STRUCTURING, MERGERS &
ACQUISITIONS Course Code: FIBA703
Course Objectives: Corporate Re-structuring, Mergers and Acquisitions has become topics of
great importance in the global corporate arena. The students will learn to examine the reasons to
acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the
approach. They will also study some instances of corporate restructuring, whether they are
driven by strategic considerations of external pressures, and again, the potential sources of value
creation, risks and challenges.
Course Contents/Syllabus:
Module I: Basics of Corporate Re-structuring, Mergers and Acquisitions
Meaning of Corporate Restructuring, various forms of Corporate Restructuring, Objectives of
mergers, types of mergers, Horizontal, Vertical, Conglomerate. The Merger and Acquisition
Process, Theories of Merger, Success and failure of Merger & Acquisition. De-merger, spin offs,
split ups, split offs, Reverse Merger. Difference between Demerger and Reverse Merger.
Takeover Tactics and Takeover Defenses
Module II: Negotiation, Deal Structuring and Methods of Payment in Mergers and Acquisitions
Introduction, structuring of transactions, regulatory approval, deal making in India, methods of
payment in M&A, distinction between stock and cash transactions, types of exchange of shares.
Module III: Introduction to Acts and policies
Amalgamation as per AS-14 and IFRS. Merger Aspects under Competition Law, Competition
Bill 2002. SEBI regulations on Takeovers in India (Takeover Code), Role of Merchant Bankers
in Mergers & Acquisition.
Module IV : Valuation of Target Companies
Concept of Value of a Company, Firm Valuation Models on Merger & Acquisition: (a) DCF
Model, (b) Comparable Company, (c) Book Value, (d) Adjusted Book Value (e) Enterprise
Value, (f) Three Stage growth model, Swap Ratio, Valuation Practices in India, LBO, MBO.
Module V: Taxation Aspects in M&A
Tax Implications: Tax Concession to amalgamated company, tax concession to amalgamating
company in case of Merger & Acquisition. Tax aspects related to demergers.
Module VI: Mergers and Acquisitions: Applications and Cases
Cases on Mergers and Acquisitions: Indian and International context. Post Merger Issues and
Challenges.
Text:

 J. Fred Weston, Kwang S. Chung, Susan E. Hoag, PHI, Mergers, Restructuring and
Corporate Control.
References:
 Rajeshwer C H, 2004, Merger and Acquisition - New Perspectives ICFAI Press
 Sudi Sudarsanam: Creating Value from Mergers and Acquisitions: The Challenge,
Pearson Publications
 Prasad G. Godbole: Mergers Acquisitions and Corporate Restructuring, Vikas
Publications.
 B Rajesh Kumar: Mergers and Acquisitions, Text and Cases, Tata McGraw Hill.
 Ramaiya : Guide to Companies Act, LexisNexis Butterworths, Wadhwa, Nagpur
 M.C. Bhandari : Guide to Company Law Procedures, LexisNexis Butterworths Wadhwa
Nagpur
 K. R. Sampath : Mergers/Amalgamations, Takeovers, Joint Ventures, LLPs and
Corporate Restructure, Snow White Publications
 S. Ramanujam : Mergers et al, LexisNexis Butterworths Wadhwa Nagpur Ray :
Mergers and Acquisitions Strategy, Valuation and Integration, PHI
Course Title: Strategic Financial Management
Course Code: FIBA 733
Course Objectives:
The objective of the course is to enable the students to acquire multidimensional skills as to
equip them to comprehend the process of strategy formulation and thereby helping them to take
financial and investment decisions.
Course Contents/Syllabus:
Module I : Introduction to Financial Strategy and Planning
Meaning of Strategy and Planning, Definition of Strategic Financial Management, Financial
Forecasting and their techniques. Financial Planning Process, Decision making and Problem
solving Process
Module II : Risk evaluation in Capital Budgeting
Decision making in risk and uncertainty, Profitability Analysis, Value of Financial Information,
Sensitivity Analysis, Risk Adjusted Discount rate, certainty Equivalent
Module III : Valuation of Business
Value of Share and Company, Asset based Valuation, Valuation relative to Industry Averages,
DCF valuation Models, Valuation based on Company fundamentals
Module IV : Sources of International Long term Finance

Risks associated with International Projects Financing, Issue of ADR’s/ GDR’s, FCCBs and
FCEBs, ECBs and FDIs, Foreign Capital Markets and Instruments.
Module V: International Trade Finance

Forms of Export Finance, Documentary Credit, Export Credit and Insurance, Bilateral
Credit, Special Economic Zones, Disinvestment and their strategies. Latest Development,
Trends & Practices in strategic financial management - Corporate Governance, Fintech
strategies, Management Buyouts
Text Reading:

 Jakhotiya G P Strategic Financial Management Vikas Publishing House, 2010

References:

 Khan, M.Y. & Jain, P.K., Basic Financial Management, Tata McGraw Hill, ND, 2009
 Khan, M.Y., India Financial Services, Tata McGraw Hill, ND, 2008
 Ravi M, Kishore, Strategic Financial Management Taxmann’s 2011 Edition.
 Damodaran, A. 2004, Corporate Finance: Theory and Practice, 2nd Ed., Wiley & Sons.
 Van Horne, J.C. 2006, Financial Management and Policy, 12th Ed., Prentice Hall of
India.
 Brearly, R. A. and Myers, S. C. 2006, Principles of Corporate Finance, 8th Ed., Tata
McGraw Hill
 Pike, R and Neale, B. 1998, Corporate Finance and Investment: Decisions and Strategies,
Prentice Hall of India
 Rustagi, R.P. 1999, Financial Management: Theory, Concepts and Problems, Galgotia
Publishing Company.
 Pandey, I.M. 1999, Financial Management, 9th Ed., Vikas Publishing House
 Wadhwa, Ritu 2018, Strategic Financial Management, Kojo Press
Course Title: Training and Development
Course Code: HR715
Course Objectives:
Organizations today function in a dynamic and complex environment. Faced with increased
competition, expanded regulations, sophisticated technology, and limited resources,
organizations must respond to extraordinary demands for quality, productivity, and cost
efficiency. Organizations must implement processes to continuously train and develop their most
important resource – their people. Through the learning experiences provided in the Training and
Development, students master the concepts, knowledge, and skills necessary to manage a
training and development function within an organization.
Course Contents/Syllabus:
Module I : Introduction to Training and Development
• Overview and Trends in training • Important concepts and meaning of training • Difference
between Training and Development • Aligning Training with strategy • Strategic Training and
Development Process
Module II: Need Assessment

• Why is Needs Assessment necessary? • Who should participate in Needs Assessment? •

Methods used in Needs Assessment • The Needs Assessment Process • The TNA model Need
assessment methods and techniques
Module III: Design and Development
• Principles of Training Design • Design Process • Models of Training Design
Module IV: Training Methods
• Introduction • Presentation Methods: Lecture, Audio visual techniques • Hands- on Methods;
On- the job training, simulations, case studies, Business games, Role plays, Behavior Modeling •
Group Building Methods: Adventure Learning, team training, action learning • Choosing a
training Method • E- Learning and use of Technology in Training
Module V: Evaluation of training

• Meaning • Models of Training Evaluation • Data Collection for Training Evaluation • Designs
for training Evaluation
Text
• Noe, R. A. (2008). Employee Training and Development (4th Ed). McGraw-Hill • P. Nick
Blanchard and James Thacker, Effective Training: Systems, Strategies and Practices
References:
• G.Pandu Naik, Training and Development, Text , Research and cases • Training in
Organizations by Irwin L. Goldstein, Kevin Ford.

Course Title: MANAGERIAL COUNSELLING

Course Code: MHR 404
Course Objectives:
To understand the concept and process so as to develop the professional counseling skills among
the students.
Course Contents/Syllabus:
Module I: Introduction
Self-Development of Managers as Counselors, Barefoot Counseling, Assertiveness and
Interpersonal Skills for Counselors, Counseling Relationship.
Module II: Approaches to Counseling

Development of Counseling Skill, Introduction to the Important Schools of Counseling,

Psychoanalytic Foundations, Transactional Analysis, Gestalt Therapy, Rational Emotive
Therapy, Person-Centered Approach to Counseling, An Integrated Model, Essentials of Skills,
Nonverbal Clues.
Module III: Counseling Process
Counseling Interventions in Organizations, Empathy, Listening and Responding, Effective
Feedback.
Module IV: Counseling at Work
Performance Counseling, Counseling in Problem Situations, Interpersonal Conflicts, Midlife
Blues, Integration and Action Plan.

Text

 Welfel E.R. and Patterson Lewis E (2007), The Counselling Process, Thomson

 Singh Kavita (2010), Counselling Skills for Managers, Prentice Hall India
References

 Rao. S.N (2010), Counselling and Guidance, Tata McGraw Hill

 Felthman C. and Dryden W (2010), Brief Counselling- A Practical Integrative Approach,

Tata McGraw Hill
Course Title: Leadership and Motivation in Organization
Course Code: HR 733
Course Objectives:
This course provides students with the social science tools needed To solve organizational
problems and influence the actions of individuals, groups and organizations. To prepare
managers to understand how to best organize and motivate the human capital of the firm,
manage social networks and alliances, and execute strategic change. In addition, to explore the
challenge of managing personally the inevitable stresses and dangers of leadership.
Course Contents/Syllabus:
Module 1: Introduction to Motivation
• Definition – Motivation; Motivating Others;
• Work related aspects of Motivation: Extrinsic and intrinsic aspects of motivation,
• Factors affecting Motivation in the Business World;
• Self Assessment Questionnaire and Case Studies
Module 2: Power and Leadership
• Introduction, Definition of power, Difference among Power, Authority and Influence
• Sources of Power
• Bases of Power in the organization
• Application of Contingency model of power based on French and Raven’s and Kelman
Theory

• Power Tactics used in Organization –Individual and Intergroup Strategies, Situational

Influences, Intergroup Power tactics
• Self Assessment Questionnaires and Case Study
Module 3:Organisational Politics and Leadership
• Organizational Politics-The Political Sub system
• Pfeffer rational versus Political model of Organization
• Controlling Political Behavior in Organizations
• Self Assessment Questionnaires and Case Study
Module 3: Leadership and Management
• What is leadership; Importance of Leadership;
• Difference between Leadership and Management
Introduction to:
• Servant and Spiritual leadership
• Authentic and Ethical Leadership;
• Charismatic and transformational Leadership
• Self Assessment Questionnaires and Case Study
Module 4: Introduction to Leadership Theories:
Discussion on different Leadership theories-Great Man Theory, Trait Theory ,Behavioral
Theory, Contingency Theory, Situational theory.
Module 5: Beyond the theory:
The dark side of leadership. Self Assessment Questionnaire and Case Studies

Text & References:

• Leadership: Enhancing the Lessons of Experience by Richard Hughes (Author), Robert

Ginnett (Author), Gordon Curphy (Author)Published by Publisher: Tata-McGraw-Hill.
• Leadership and Management Development, Carmichael J., Collins C., Esmell P. and
Haydon J., Oxford, 2011, ISBN 9780199699230
• Leadership in Organizations, 8/E, Gary A. Yukl, Pearson.
• Leadership and Team Building, 1/e Uday Kumar Haldar, Oxford University Press.
• Leadership and Management Development, 1/e by Jan L. Carmichael, Chris Collins, Jon
Haydon & Peter Emsell, Oxford University Press.
• Leaders and the Leadership Process: Jon L. Pierce and John W. Newstrom.
• Organizational Behavior Text and Cases, Kavita Singh, Pearson.
• Organizational Behavior, An Evidence Based Approach, Fred Luthans, McGraw-Hill
Course Title: ENTERPRISE MANAGEMENT
Course Code: CSIT723
Course Objectives:
Today Enterprise comprises of various stakes holders, such as employer, partners, customers and
managing them is the key factor. This course is designed to provide a comprehensive insight into
theoretical foundations, concepts, tools and current practice of enterprise systems. This course
exposes students to core business processes and how these processes are implemented with
enterprise resource planning (ERP) systems in organizational settings.
Course Contents/Syllabus:
Module I Decision Support and Business Intelligence
Managerial Decision Making and Information Systems, Decision Support Developments,
Executive Information Systems, Data Warehousing, Access, Analysis, Mining and Visualization,
Group Decision Support Systems, Intelligent Decision Support Systems, Knowledge-based
Decision Support Systems, Knowledge Acquisition and Validation, Knowledge
Representation, Knowledge Management
Module II Overview of ERP Systems and Business Processes

e-Business Backbone, Introduction to ERP, Mapping business processes in an organization and

case for process improvement (BPR), Managerial issues in implementing ERP systems for
organization- Risks and Benefits, Implementation Drivers: Critical Success Factors,
Implementation Models, Selection Process, “ERP gone bad” Lessons from real‐world failures.
ERP and Related Technologies, Extending ERP systems to suppliers and customers. (SRM,
CRM, SCM), Emerging Trends in Enterprise Systems,
Module III e-CRM
Commerce in the 21st century, e-Business Models, Enterprise 2.0, Social CRM and CMR –
social networks, wikis, blogs, e-Marketing, e-CRM, e-Business Security/Payment Services,
Sales 2.0, Sales Intelligence, Analytics.
Module IV Enterprise Systems and Supply Chain Management
Collaborative Value chain, Overview of Enterprise Systems and Supply Chain Business
Processes, The sales order‐to‐cash process and purchase‐to payment, The Procurement Process
and SRM Systems, eSCM, e-Procurement, Integrated Processes and Supply Chain, VRM,
Logistics Activity Profiling and Mining, Logistics Information Systems, Web Based Logistics,
OLTP
Text & References:
Turban, Efraim; Sharda, Ramesh; Delen, Dursun Decision Support and Business Intelligence
Systems Leon, A., “Enterprise Resource Planning”, Tata McGraw-Hill, INDIA Paul
Greenberg, CRM at the speed of light, , Tata McGraw-Hill, INDIA Essentials of Business
Processes and Information Systems Simha Magal and Jeffrey Word. ISBN‐13: 978‐0‐470‐
23059‐6 Integrated Business Processes with ERP Systems (2010),

Course Title: INFORMATION SECURITY &RISK MANAGEMENT

Course Code: CSIT726
Course Objectives:
This course focuses on the fundamentals of information security that are used in protecting both
the information present in computer storage as well as information traveling over computer
networks. Interest in information security has been spurred by the pervasive use of computer-
based applications such as information systems, databases, and the Internet. Information security
has also emerged as a national goal in the United States and in other countries with national
defense and homeland security implications. Information security is enabled through securing
data, computers, and networks. In this course, we will look into such topics as fundamentals of
information security, computer security technology and principles, access control mechanisms,
cryptography algorithms, software security, physical security, and security management and risk
assessment. By the end of this course, you will be able to describe major information security
issues and trends, and advise an individual seeking to protect his or her data.
Course Contents / Syllabus:
Module I: Introduction of Information Security
Goals of Computer Security . CIA triangle, Identifying the Assets, Threats, Impact,
vulnerabilities, User Authentication, System Access Control, Password Management, Privileged
User Management, User Account Management , Data Resource Protection , Sensitive System
Protection, Cryptography, Intrusion detection , Computer-Security Classifications
Module II: Computer Security
Hardening (Operating System and Application Code, File System Security, Local Security
Policies, Services, Default Accounts), Network Activity, Malicious Code, Firewall , Fault
Tolerant System , BACKUP and UPS
Module III: Network Security
Network security issues, threats & solutions, cryptography, algorithms (encryption, substitution,
sequential and random, transposition), crypto-analysis, methods of breaking these algorithms.
Module IV: Disaster Management
Types of Disaster, Challenge in Global operations, Understanding disaster recovery & business
continuity, Business Continuity Management, Preparing BCP – a 10 step process, case (eg
WTC)
Module V: Management of Security taking Windows OS as example (Practical)
Security Management , Users and Groups Management , Managing Local and Global Groups,
Managing User Accounts , Windows NT Domain Management,, Registry Management , Logical
Structure , Physical Structure , DNS Management , Managing Group Policy, User
Authentication Management, Creating Domain User Accounts, Files and Folder Management,
Files and Folder Permission Shared Resources Management, Encrypting File System (EFS)
Text:

 D.P. Sharma, E-retailing Principles and Practice, Himalaya Publications

 Caroll & Broadhead, Selling Online: How to Become a Successful E-Commerce
Merchant, Dearborn publishers
 Janice Reynolds, The Complete E-Commerce Book: Design, Build, and Maintain a
Successful Web-Based Business, CMP Media.
 Dennis, Fenech & Merrilees, E-retailing, Routledge Press
 Levy & Weitz, Retailing Management, Tata McGraw Hill
Course Title: BUSINESS PROCESS MANAGEMENT
Course Code: CSIT715
Course Objectives:
The course addresses the methods and techniques required to analyze, design, implement,
automate, and evaluate business processes. Structured along the phases of the Business Process
Management (BPM) life cycle, students learn to analyze organizational performance from a
process perspective, redesign processes using value-focused techniques, design workflows and
implement them in BPM systems. Upon completion of this course participants will be able to
assess the efficiency and effectiveness of an organization from a process perspective, conduct
process improvement projects, and determine the role of technology in supporting corporate
processes.
Course Contents / Syllabus:
Module I: Business Process Optimization
Understanding Business Process, Cross functional business process, .Business process
optimization, Work flow automation, and value chain. BPM road blocks
Module II Business Process Management Life Cycle

Implementation of Business Process Life Cycle. Business Modeling, Process Design, and
Optimization. BPM best practices
Module III Module III: Introduction to Data Modeling Techniques
Methodology, tools and techniques. Systems Modeling, Logical and Physical Models, Data
Modeling, Types of Data Modelling, Entity relationship Diagram, Entity, Types of Entities,
Attributes, Types of Attributes, Domain
Module IV: Introduction to Modern Structured Analysis
Methodology, tools and techniques, process and concepts - Decomposition, Decomposition
Diagram, Logical Process and conventions, Structured English, Decision Table, Event
Decompositions Diagram, Developing DFD, information engineering, Prototyping, Rapid
Application Development model driven development. BPM trends
Module V: Introduction to Object Oriented Analysis & Modeling
Reading and interpreting an object model, describing object modeling in the context of systems
analysis with the help of class diagram, state diagram and event diagram.
Text:
 Harmon, Paul: Business Process Change. A Guide for Business Managers and BPM and Six
Sigma Professionals. 2nd Edition, Morgan Kaufmann, San Francisco, ISBN-10: 0123741521
ISBN-13: 978-0123741523. Metters, King-Metters, Pullman, Walton (2007) Business Process
Management. Davis, R.: An Introduction to Business Process Modeling: getting started with

Hofstede (eds.): Process-Aware Information Systems.

Course Title: Managing Business in Emerging Markets

Course Code: IB711
Course Objectives:
The course offers a comprehensive look at emerging markets, especially (but not only) the BRIC
countries (Brazil, Russia, India, China), as they integrate with the global economy. We offer a
conceptual framework to analyze emerging markets from multiple perspectives: that of
indigenous entrepreneurs struggling to overcome constraints to build world-class businesses, that
of multinationals from developed countries tapping into emerging markets for their next growth
spurt, and that of domestic and foreign investors seeking to profit from investment opportunities
in emerging markets.
Course Contents/Syllabus:
Module I Introduction
Overview of emerging markets, Political, legal and cultural framework in emerging markets,
Ethical issues, Trade and foreign Investment, Demographic characteristics, Market
characteristics, Factors effecting international business,
Module II The Economic Environment

Differences in economic environment in emerging markets, Institutional voids, framework and

developing institutions, Infrastructure & infrastructural gap, Income distribution, Business
Groups,
Module III Opportunities and Trend in Emerging Markets
The growth of middle income and rise in consumption level, Growth of mid-sized cities, rural
development, Services, technology and telecommunication, inequalities, taking advantage and
adopting business models, Business at the bottom of pyramid.
Module IV Strategies for the Entry
An overview for the entry in emerging market, Trade based entry strategies, export, Bidding for
global tenders, global sourcing and outsourcing, contract based entry strategy, licensing,
franchising, technology transfer projects, management contracts, Investment entry modes-
marketing subsidiaries, joint ventures, wholly owned entry strategy, Factors influencing entry
strategy
Module V An Analysis of Selected Emerging Markets
BRIC Economies- Brazil, Russia, India, China New frontier economies in Latin America-
Mexico, Chile, Peru Emerging economies of CIS countries Emerging economies of Africa Other
emerging Economies in Eastern Europe

Text:

Map for
Strategy and Execution. Harvard Business Press.
References:

“Doing Business in Emerging Markets” 2nd edition, by S Tamer Cavusgil, Pervez N Ghauri,
Ayse A. Akcal – “International Business Strategy in
Emerging Country Markets: The Institutional Network Approach” by Hans Jansson published
“Emerging Markets Rule: Growth Strategies of the
New Global Giants”, by Mauro Guillen, Esteban Garcia-Canal published by McGraw Hill
”Emerging Markets: Lessons for Business Success andthe Outlook for
Different Markets” by Nenad Pacek, Daniel Thorniley published by The Economist in
“The Global Emerging Market: Strategic
Management and Economics” By Vladimir Kvin published by Rouledge 2009
Course Title: Global Outsourcing
Course Code: IB 634
Course Objectives:
Outsourcing goods and services on a global basis has become a central part of most companies’
growth strategy. The course aims to familiarize students with key issues related to global
outsourcing strategy as a management practice that is today widely used and growing in
popularity. Secondly, a key development objective is to build the skills of exploring , learning,
analyzing, relationship management and new management practices in outsourcing. Through
this course the students will appraise themselves with an understanding of the impact that
outsourcing and supply management have on the success and profitability of firms in today’s
business environment.
Syllabus:
MODULE-1( INTRODUCTION)

Introduction, Definition, need and relevance of Global Sourcing, Evolution of sourcing.

Purchasing a dynamic profession, origins of purchasing and transition to supply chain
management. Five major developments- cross functional teams, supply chain and supply
networks. supply alliances ,strategic sourcing, e-procurement, global sourcing
MODULE-II(Corporate strategy and outsourcing)
How Corporate Strategy Drives Outsourcing Strategy. Roles and Responsibilities in strategy
development and execution. Models- Off shoring Business Arrangements
MODULE-3(Types of Outsourcing)
Types of Global Sourcing: Global sourcing of HR. Accounting or Finance. Global sourcing of
Procurement/Supply Chain. Global sourcing Governance: PMO, contracts, Emerging Trends
MODULE-4(Sourcing and Proposals)
Sourcing Activities: Sole Source v. Competitive Selection. Candidate Pool, “Qualified Sources.
The Request for Proposal, Bid Evaluation,. Landed Cost”, “Best Value” Selection
MODULE-5(Contract and Negotiation)
Contract Formation, Contract Negotiation: Negotiation Objectives, Negotiation Strategy,
Negotiation Best Practices, Relationship Management
MODULE-6(International Sourcing Decision)
International Sourcing Decisions: Manufacturing/National brands, Private label brands, Premium
branding. International sourcing. Costs associated with global sourcing decisions, Foreign
currency fluctuations. Tariffs, Free trade zones and Retailing. Managerial issues associated with
Global sourcing decisions, International vendor management
Text:

 Lacity, M., and Willcocks, L., Global Information Technology Outsourcing: Search for
Business Advantage, John Wiley & Sons, Chichester, 2001
Reference:

 Supply Management; Eighth Edition, Burt, Dobler, and Starling, ISBN: 978-007-
126330-6, McGraw-Hill
 Xanedu Course Pack – X 443.5 Managing Outsourced Projects Readings
 World Class Contracting, 4th Edition; Gregory A. Garrett, ISBN 13: 978-0-8080-1611-3,
CCH.
Course Title: Foreign Trade Policy
Course Code: IB722
Course Objectives:
India is now aggressively pushing for a more liberal global trade regime, especially in services
and has assumed a leadership role among developing nations in global trade negotiations. Our
Foreign Trade Policy now has the dual objective not only to encourage exports but also to
facilitate those imports into India which are required to stimulate our economy. Regional,
bilateral and multilateral trade agreements also play an important role in world trade. An
understanding of the Policy, export promotion/incentives available for exports and tariffs
imposed on imports is imperative to run an Export/Import business.
Course Contents/Syllabus:
Module I: World Trade & Economic Integration
Why Trade, Link between Trade & Economic growth,Complexities & Barriers to free
trade,World’s leading economies, World’s Top Trading Nations & Emerging markets,Free
Trade Areas, Customs Union, Common Markets, Economic Unions, Regional Economic Blocks-
EU, NAFTA, MERCOSUR, SAARC, SAFTA, APEC, ASEAN, ECOWAS, GCC, OPEC.
Module II: World Trade & Standardization Organizations
WTO, IMF, World Bank,WCO Harmonized Commodity Description & Coding System,ISO
Currency codes - ICC
Module III: Overview of India’s Foreign Trade Policy & Major Trading Partners
The Foreign Trade (Development & Regulation) Act, Objectives of India’s Trade Policy 2014-
19,Post 1991 India’s Trade Liberalization,India’s Economic Indicators, Export/Import data &
Major Trading partner countries,How to start an Export/Import business - Import Export Code
(IEC), Registration cum Membership Certificate (RCMC) with appropriate Export Promotion
Authority, Role & Types of Export Promotion Councils,Export Documents - Commercial,
Financial, Transport, Title, Govt., Insurance, Export Assistance Documents & Certificates used
in Exports,Import Documents - Licenses & Customs documents for imports.
Module IV: India’s Export - Policy, Documentation & Procedures
Fiscal, Financial, Special Schemes & General incentives provided to exporters,Promotion
Schemes like Status holders Certificate, FMS, FPS, MLFPS, VKGUY, SFIS , Deemed
Exports,Duty Exemption Scheme & Duty Refund Schemes – Export Promotion Capital Goods
Scheme, Advance Authorization, Duty Drawback, DEPB scheme, Free Trade Zones & Special
Economic Zones - Export-oriented Units, Software Technology Parks., AEZ’s etc
Module V: India’s Import – Policy, Documentation & Procedures

Types of Imports, Basic Import Process, Restrictions on Imports,Basics of Indirect Taxes, Tariff
structure and Customs Duties including Anti-Dumping duty, Safeguard duty etc,Calculation of
import duty for various category of goods – Raw Material, Capital & Project
imports,Concessions and benefits available for certain importers like samples, goods for
Exhibitions, Tourists & NRI’s
Course Title: OPERATIONS STRATEGY
Course Code: POM724
Course Objectives:
The objective is to develop understanding about the practical aspects of operations strategy,
selection of process and infrastructure development. The aim of this course is to make the
students familiar with the changes required in the operational strategy with changing
environment.
Course Contents/Syllabus:
Module I: Concept and Framework of Operations Strategy
Role and Objectives of Operations Strategy; Operations Strategy Framework: Incorporating
Operations Strategy in the Corporate Strategy; Operations performance essentials; Competition,
Competencies & Operations; Defining a Operations Strategy in Overall Environment;
Process of Operations Strategy Formulation
Module II: Resource View of Operations Strategy
Principles and Concepts of Developing Operations Strategy; Methodology of Developing
Operations Strategy; Capacity Strategy: Capacity Types, Flexibility & Consolidation, Capacity
Timing & Expansion, Capacity Sizing & Investment; Facility Strategy & Globalization:
Infrastructure Development; Supply Network Strategy: Capacity Location, Global Network &
Off-shoring, Strategic Sourcing, Coordinating the Supply Chain
Module III: Process View of Operations Strategy
Process Technology Strategy: Effect of Technology Advancement and Technology
Management, Integration of Operations Strategy Planning and Technology Planning, Production
Implications of Corporate Marketing Decisions; Strategy Development and Practices;
Improvement & Innovation; New Product & New Service Development; Product Variety Impact
in Operations Strategy; Operations Strategy Process – Sustainable Alignment
Module IV: Competency View of Operations Strategy
Implementation of Operations Strategy; Business Implication of Process Choice: Dynamics of
process-product life cycles, Product Profiling, Improving Operations Process by Process
Positioning; Cross-Cutting Capability; Operations Strategy Process – Implementation; Pre-
requisites of Organized and Focused Operations Strategy & Unit; Principles and Concepts of
Factory-within-Factory; Involvement of Human Aspects
Module V: Redefining Operations Strategy

Operations Redefining & Restructuring; Demand and Revenue Management; Operations

Strategy Process – Substitutes: BPR, TQM, Lean, Six Sigma: Business Process Focused
Strategies & Organization Development: Quality Planning and Controlling System,
Improving Response Time with IT, Operations Audit Approach; Risk Management & Hedging:
Accounting & Financial Perspectives and Operations System, Business Continuity Planning,
Disaster Recovery strategy

Text & References:

 Beckman / Barry. Operations Strategy: competing in the 21st Century, McGraw-Hill

Higher Ed,

 Brown / Lamming / Bessant / Jones. Strategic Operations Management, Elsevier-

India (Butterworth-Heinemann)

 Deborah. Competitive Strategies for Service Businesses, New Delhi: Jaico

 Hayes / Pisano / Upton / Wheelwright. Operations, Strategy, and Technology:

Pursuing the Competitive Edge, Wiley

 Lowson. Strategic Operations Management, Routledge (Taylor & Francis)

 Mieghem. Operations Strategy: Principles and Practice, Dynamic Ideas Llc, MA:
Charlestown, USA

 Slack / Lewis. Operations Strategy, 2/e, Prentice Hall / Pearson Education

 Walters. Operations Strategy, Palgrave Macmillan -India

Course Title: MANUFACTURING AND SERVICES COMPETITIVENESS
Course Code: POM725
Course Objectives:
The objective is to familiarize the students with manufacturing and services competitiveness,
practices and importance as well as the changes required in the operational technologies with
rapidly evolving environments. The aim is to instill sharper understanding about the practical
current aspects of creating and delivering competitive products and services nationally and
worldwide.
Course Contents/Syllabus:
Module I: Competitiveness Profiling in Manufacturing & Services
1. Product positioning and competitiveness strategy; 2. Taking execution to increase output,
reduce cost, and generate more cash; 3. Competitiveness in manufacturing; 4. Evolution of
World Class Manufacturing; Early models of Hall, Gunn, Maskel & Schonberger; Later
frameworks and current approaches; Core competence model; 5. Service competitiveness; 6.
Service strategy; 7. World Bank, OECD, and HSBC PMI indicators; 8. RBI BOP trends
Module II: Benchmarking Industry Competitiveness
9. Performance measurement; Measure to motivate; Traditional and non-financial measures; 10.
Competitive intelligence; 11. Activity based costing; Transaction costs; 12. Process analysis
and service blueprinting; 13. Comparing with efficiency frontier; 14. Competitor analysis; 15.
Tracking outcomes for product experience enhancement
Module III: Attaining Competitiveness
Aligning strategy, structure, and processes for PESTEL factors; 17. Tracking and improving P:
D ratio; 18. Master schedules for 3-R; Design Yield management; 19. Quantity, quality, and
service learning; 20. Focused inventory management and service supply chain excellence; 21.
Cycle time reduction; 22. Customer analysis and segmented initiatives to deliver faster, better,
more and cheaper
Module IV: Emerging Trends & Challenges
23. WTO and GATS; 24. Role of subsidies in competitiveness; 25. Agreement on
countervailing measures; 26. National Manufacturing Competitiveness Council, 27. National
Manufacturing Plan and National Services Competitiveness Council agenda; 28. Technology
and knowledge driven competitiveness; 29. Cultural sensitization and skill development for
sustainable competitiveness
Text & References:
Hill and Hill, Manufacturing Operations Strategy: Text and Cases, Palgrave Macmillan.
Johnston and Clark, Service Operations Management, New Delhi: Pearson Education Keegan &
O’Kelly, Applied Benchmarking for Competitiveness, New Delhi: Jaico Mather, Competitive
Manufacturing, Butterworth-Heinemann. Metters, et al., Successful Service Operations
Management, Cengage Learning Mitenberg, Manufacturing Strategy: How to Formulate and
Implement a Winning Plan, Productivity Press. Nichloas, Competitive Manufacturing
Management, New Delhi: Tata McGraw-Hill Nicholas, John and Soni, Avi (2006), The Portal to
Lean Production, Auerbach Publications (Taylor & Francis), 9780849350313 Nicholas, John
(2011), Lean Production for Competitive Advantage, CRC Press (Taylor & Francis),
9781439820964 Plenert, G. and Cluley, Tom (2012), Driving Strategy to Execution using Lean
Six Sigma, CRC Press (Taylor & Francis), 9781439867136 Mandelbaum, J., Hermes, A.,
Parker, D., and Williams, H. (2012), Value Engineering Synergies with Lean Six Sigma, CRC
Press (Taylor & Francis), 9781466502017
Course Title: LEAN SIGMA
Course Code: POM731
Course Objectives:

The objective of this course is to make the students understand the importance of a measurement
based strategy, which focuses on process and sub-processes improvement through the
application of Principles and methods of Lean Six Sigma.
Course Contents/Syllabus:
Module I: Overview of Six Sigma and Organizational Goals
1. The history and methodology, philosophy and goals,
2. Key drivers for business, project selection process, introduction to DMAIC, DFSS, seven
basic quality tools.

3. Lean Principles: value chain, flow, pull, perfection, tools commonly used to eliminate
waste, kaizen, 5S, error proofing, value-stream mapping. value-added and non-value added
activities, excess inventory, space, test inspection, rework, transportation, storage, cycle time,
4. Theory of constraints.
Module II: Define Phase
5. Process components and boundaries, process owners, internal and external customers,
other stakeholders, translating customer feedback into project goals,
6. Pareto chart,
7. CTQ attributes, VOC,

8. QFD, affinity diagrams, interrelationship digraphs, tree diagrams, prioritization matrices,

matrix diagrams,
9. PDPC charts, activity network diagrams, business results for projects, process
performance metrics,
10. DPU, RTY, COPQ,DPMO sigma levels and process capability indices, FMEA, RPN,
11. Six Sigma teams, Black Belt, Master Black Belt, Green Belt, Champion, executive,
coach, facilitator, team member, sponsor.
Module III : Measure Phase
12. Process maps, written procedures, work instructions, flowcharts, SIPOC, relational
matrices, techniques for assuring data accuracy and integrity,
13. GR&R, measurement correlation, bias, linearity, percent agreement, and P/T,
14. Natural process limits and specification limits, percent defective, Cp and Cpk, Pp, Ppk,
Cpm,
Short-term vs. long-term capability, 1.5 sigma shift, sigma level for a process and its relationship
to Ppk.
Module IV: Analyze Phase
15. Exploratory Data Analysis,
16. Create and Interpret Multi-vari studies to interpret the difference between positional,
cyclical, and temporal variation; sampling plans to investigate the largest sources of variation,
17. Applications of simple linear correlation and regression,
Hypothesis Testing - Tests for means, variances, and proportions, paired-comparison tests,
single-factor ANOVA and Chi squared Test in Six Sigma
Module V: Improve and Control Phase
18. DOE, SPC, rational sub grouping,
19. X Bar - R, p, np and c, implement and validate solutions,
20. Measurement system capability, re-analysis, and post-improvement capability,
21. Developing a control plan to document and hold the gains, implementing controls and
monitoring systems.

Text:

 Evans, James R., Lindsay, William M., (2011), The Management and Control of
Quality, 8th Edition, Cengage Learning

 Dale, Barrie G., Wieley, Ton Var Der, Iwaarden, Jos Van., Managing Quality, 5 th
Edition, Wiley India

 SubburajRamasamy, (2008), Total Quality Management, Tata McGraw Hill

Education, India
Course Title: Retail Branding and CRM
Course Code: RETl707
Course Objectives:

The course involves the objective of imparting comprehensive understanding of the

fundamentals of building, measuring, and managing a brand. The emphasis is also on enhancing
life time value of customers and developing partnering relationships with profitable loyal
customers.
Course Contents/Syllabus:
Module I: Concept of branding
Concept of branding, the challenges faced by brand managers, the value of a brand to customers
and the organization, Branding Challenges & Opportunities, Strategic Brand Management
Process Criteria to choose brand elements, Creation of brand personality, brand personality
scale, brand image sources, Brand identity dimensions
Module II: Brand Re-vitalization & Equity
Brand & Line Extensions, Marketing Mix for Brand Extensions, Co – Branding. Upward and
Downward stretching of brands, Components of retail image. Dynamics of creating and
maintaining retail image, The brand equity concept, Brand Equity Models – Customer Based
Brand Equity, Aaker Model, Brand hierarchy Brand Awareness, Brand Loyalty, Brand
Associations, Brand Recognition, Recall
Module III : Planning Retail Promotional Strategy
Elements of retail promotional mix : Advertising, public relations, personal selling, sales
promotions. Point of purchase advertising, Determining promotional objectives. Establishing an
overall promotional budget. Selecting the promotional mix, Implementing the promotional mix,
Reviewing and revising the promotional plan.
Module IV : Creating Customer Value through CRM
Importance of CRM, Rationale and Benefits of CRM; Types of CRM; Emerging Issues and
Future Trends of CRM. Customer relationships and channel relationships. Customer
Satisfaction: Pre-requisite to customer Relationship; Customer Value; Value Chain Analysis;
Customer Life time Value: Concept and Measurement ; Measuring Equity in Customer
Relationships
Module V: Customer retention strategies

Relationship retailing, Managing Service Recovery and Complaint Handling; Customer

Retention Strategy
Text & References:
Keller K.L. (2008), Strategic Brand Management: Building, Measuring, and Managing Brand
Equity, Prentice Hall. Sengupta S. (2010) , Brand Positioning, Tata McGraw-Hill Kapferer J. L.
(1994), Strategic Brand Management, Free Press Sheth J.N, Parvatiyar A , Shainesh G. (2001),
Customer Relationship Management, Tata McGraw Hill. Dyche J. (2001), The CRM
Handbook-A Business Guide to Customer Relationship Management, Pearson Education
Course Title: E-RETAILING
Course Code: RETL710
Course Objectives:
This course provides an overview of e-retailing from both technological and managerial
perspectives. It introduces e-retailing frameworks, and technological foundations; and examines
basic concepts such as strategic formulation for e-retailing enterprises, management of their
capital structures and marketing an online store. This course is designed to familiarize students
with current and emerging electronic retailing changes.
Syllabus:
Module I: E-retailing

Meaning, concept, significance, comparison with convention retailing, Transition from

Traditional Marketing to e-Marketing, Demographics and Targeting, Adaptability and Closed –
Loop Marketing, Advantages of e-Retailing, Shortcomings of e-Retailing. Brick & Mortar, Click
& Mortar and pure E-retailing, Multi-channel retailing.
Module II: E-retailing models, starting an E-store
E-retailing models, Weighing the options, approaches to building an E-store, requirements of an
effective E-store, E-store design: web atmospherics, navigability, interactivity, retail information
Module III: Marketing Strategies for E-stores
Marketing mix in the age of E-retailing; the roles of cyber intermediaries in E-retailing; E-
retailing and supply chain management system; Promotional strategies of E-retail business,
Branding on the web, offline marketing, cross selling, referral services, permission marketing.
Module VI: Payment & Security issues
Online payment processing, internet payment gateways, internet security issues, E-malls, future
of e-retailing
Module V: Customer Relation Management in E-retailing
Building customer loyalty, CRM implementation, Customer service, gift reminder services,
contests & promotions, online communities, loyalty programs, personalization
Module VI: Latest Developments, Trends and Practices

Inventory Based Model, Market Place Model, Vendor Development, Business Expansion and
Legal Implications
Text & References:
• D.P. Sharma, E-retailing Principles and Practice, Himalaya Publications • Caroll &
Broadhead, Selling Online: How to Become a Successful E-Commerce Merchant, Dearborn
publishers • Janice Reynolds, The Complete E-Commerce Book: Design, Build, and Maintain a
Successful Web-Based Business, CMP Media. • Dennis, Fenech & Merrilees, E-retailing,
Routledge Press • Levy & Weitz, Retailing Management, Tata McGraw Hill
Course Title: Luxury Retail
Course Code: RETL713
Course Objectives:
To familiarize the students with theoretical concepts of how Luxury segment is a different ball
game. The knowledge of handling niche customers will help the student in enhancing their skills
in understanding and handling such shoppers. It helps students get exposure to an altogether
different segment of Retail.
Course Contents/Syllabus:
Module I: Introduction to Luxury
Fundamentals of Luxury, Genesis of the Luxury segment, Difference between premium and
luxury products. Importance of luxury today, Customer Handling, Introduction to Indian Luxury
Brands
Module II: Luxury Services and Branding

Luxury Service Scenario in India, What service qualifies for Luxury, Developing brand equity,
Brand Stretching, What makes a product part of the luxury segment?
Module III: Anti-laws of Marketing
The laws that defy Marketing Management rules.
Module IV: Pricing and Distribution

Determining price premium, Price fixation, Price reduction/markdowns and Sales. Distribution
and then Internet distribution. Luxury Malls in India
Module V: Strategic Perspectives
Luxury business models, Entry & Exit from Luxury, Classic Marketing.
Module VI: Latest Developments, Trends and Practices
Taking Indian Brands Abroad, Making India a Luxury Destination

Text & References:

  Chevalier Michel , Gutsatz Michel (2010) Luxury Retail Management: How the World's
Top Brands Provide Quality Product and Service Support , Wiley Publications

 Chaddha Radha , Husband Paul (2012), The Cult of the Luxury Brand, Nicholas Breary.

 Benjamin Berghaus, Günter Müller-Stewens, Sven Reinecke (2018) The Management of

Luxury, An International Guide, Kogan Page

Course Title: RURAL PROJECT PLANNING AND MANAGEMENT

Course Code: RUR 604
Course Objectives:
Main objective of the course is to help students to learn about:Basic concepts of project cycle
and project planning cycle. Developing project ideas using appropriate methodology. Designing
a project using Logical Framework Analysis (LFA) and implementing a project at grassroots
level
Course Contents / Syllabus:
Module I Project Cycle
Generation of project idea, Preliminary Design, Concept of project and project cycle, concept of
Project Planning, Macro & Micro Planning, , Feasibility Study (Social, Economic, Technical,
Managerial & Environmental feasibility), Implementation, Evaluation, Result Based
Management
Module II Logical Framework Analysis
(LFA) – Concept of LFA, Stakeholder Analysis, Problem Tree and Objectives Tree analysis,
Analysis of strategies, Fixing project output and activity, Assumptions and Risks Monitoring and
Evaluation indicators
Module III Project Design & Implementation
Core Components : Objectives, Outputs, Activities and Inputs, Project Implementation concept,
Pre-requisites for Project implementation, Process of project implementation planning, Factors
Affecting Implementation, Designing Networking techniques for project implementation, Project
review and control, Feedback Mechanism, PERT and CPM model
Module IV Monitoring & Evaluation
Introduction, Planning & Designing a Monitoring plan, Key National & International
Monitoring Systems, Evaluation Framework and different models, Steps of Evaluating a Project,
Types of Evaluation
Module IV Latest Developments
Community Resource Mapping, Sustainability Strategy, Budget and Work Plan, Impact
Assessment and Social Audits, Association with NGOs and Local Bodies

Text:

 Pandey, Devendra Prasad. (2008). Rural Project Management, New Age International
Publishers, New Delhi

 Mikkelsen, Britha.( 2005). Methods for Development work and research, sage Publications
Ltd., New Delhi

 Mosse, David. ( 2005). Cultivating Development, Vistaar Publications, New Delhi

 Bapat, Jyotsna. (2005). Development Projects and critical theory of Environment, Sage
Publication, New Delhi

Course Title: RURAL ENTREPRENEURSHIP AND DEVELOPMENT

Course Code: RUR611
Course Objectives:
This course intends to provide exposure and good understanding to the students on Rural
Enterprises and its various aspects. This course educates the students about scientific
methodology for learning different enterprises and design modules for rural enterprises. It also
helps to develop entrepreneurial qualities among students.
Course Contents / Syllabus:
Module I: Introduction
Rural Entrepreneurs & Rural Artisans, Group & Cooperative based enterprises, Factors
influencing Entrepreneurship, Problems and Challenges in Rural Enterprise management
Module II: Institutional Support & Capacity Building
Entrepreneurship Development: Introduction & Strategy, Steps to Develop Rural
Entrepreneurship, National Small Industries Corporation (NSIC) : Salient Features, KVIC and
its interventions,
Module III: Major Stakeholders
NABARD & its schemes, MSME Ministry, Small Industries Development Bank of India
(SIDBI), District Industry Center: Functions & Roles, Incentives & Facilities,
Module IV: Supporting Schemes & Funding Sources
Project Formulation & Implementation, Prime Minister Employment Generation Program
(PMEGP), Startup India, Mudra Scheme, State Finance Corporation (SFC). Funding Source:
Angel Investors and Venture Capitalists,
Module V: Rural Enterprises and Technology
Use of Technology in Rural enterprise, CAPART and its Interventions, Successful Rural
Interventions based on Technology, Rural Innovations : Current Status and Impact on
beneficiaries

Text Reading :

 Jain, P. C. (2008). Handbook of New Entrepreneurs, Oxford press

 Saini, Jasmir Singh. (2009) Entrepreneurship Development, Deep & Deep Publications,
New Delhi

References:

 Desai, Vasant. (2009). Fundamentals of Entrepreneurship and Small Business

Management, Himalaya Publishing House

 Stokes, David. & Wilson, Nicholas. (2010) Small Business Management and
Entrepreneurship, Cengage Learning Publishers

Course Title: COOPERATIVE MANAGEMENT

Course Code: RUR711
Course Objectives:
The objective of the course is to provide the conceptual and practical understanding of
cooperative management. The course will be helpful to provide the knowledge of functions,
rules & regulations and the benefits of the cooperative management.
Course Contents / Syllabus:
Module I: Introduction
Concept of Cooperatives, Principals of Cooperation, History of Cooperative Movement in India
– Various stages, Management in public, private, & cooperative, Status of cooperatives in India,
Cooperative Management practices in India
Module II: Cooperative: Board & General Body
Formation and functions of General Body, Formation and functions of Executive Body, By-
laws: documentation & amendments, Registration of cooperative societies, Different
Committees: formation & functions, Properties and funds management of cooperative societies,
Appropriation of net profit, Audit, Inquiry
Module III: Cooperatives: different aspects
Managerial problems in Cooperatives, Cooperative Democracy & Leadership Promotions,
Effective Communication with Members, Management Information System, Human resource
management, Professionals in Cooperatives, Marketing and Retail operations
Module IV: Cooperative Bodies
Cooperative Banks: Introduction, Internal Organization & MIS, Marketing cooperative : Special
Features & Advantages, Dairy Cooperatives : Structure & Functions, Other Institutions– NCDC,
NDDB, NAFED, ICA
Module V: Emerging Trends
Consultancy in Cooperatives, Development of Cooperatives into Social Enterprise, Successful
Cooperatives in dairy, agriculture and microfinance sectors

Text:

 Nakkiran, S. (2006). Cooperative Management, Deep & Deep Publications, New Delhi

 Shah, Tushaar (1995). Making Farmers’ Co-operatives Work Design, Governance and
Management, Sage Publications

 Ray, Pradip Kumar. (2002). Cooperative Management of Enterprise Networks, Springer US

 Zeuli Kimberly A. & Croppe Robert. Cooperative Principle & Practices, eBook Available at
http://www.cccd.coop/files/CoopsPrinciplesandPractices.pdf

Course Title: SMALL BUSINESS MANAGEMENT

Course Code: ENTR604
Course Objectives:
To study the importance of small business in a developing economy. To know how institutions
support small businesses in India. To understand how to acquire necessary resources required to
build a growth oriented small business. To study the up gradation and modernization of small
business
Course Contents/Syllabus:
Module I Introduction
Orientation to small business, Importance of small business in economy. Globalization and small
business. Issues facing small businesses in the 21st century, Institution supporting the small
businesses and Govt. support. Indian SME Act2006 and international definition of small
business. Legal issues for small business in India.
Module II Growth in Small Business
Strategic planning for the small business: planning is more than just writing a plan, Developing
competitive survival and growth strategies for small business, competitive growth, Managing the
growth fund, Human resource management for small business
Module III Role of Family
The role of family in small business, Succession planning in small business, Marketing and
public relations .Importance of relationship with stakeholders. Relationship with business and
family.
Module IV Sustaining the Business
Modernization and up gradation of technology, the industrial policy for small business. The
Exim Policy. Compensation and financing the SME, Exit route for SME’s or extract money from
a business, Local government & the small business owner, New company bill 2014

Text & References:

 Charanatimath M Poornima(2007), Entrepreneurship Development Small Business

Enterprise, Pearson
 Longenecker G Justin, Moore W Carlos, Petty J. William, Palich E.
Leslie(2006),Managing Small Business ,Cengage Learning