Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution – UGC, Govt. of India)
Sponsored by CMR Educational Society
(Affiliated to JNTU, Hyderabad, Approved by AICTE - Accredited by NBA & NAAC – ‘A’ Grade - ISO 9001:2015 Certified)
Maisammaguda, Dhulapally (Post Via Hakimpet), Secunderabad – 500100, Telangana State, India.
Contact Number: 040-23792146/64634237, E-Mail ID: [email protected], website: www.mrcet.ac.in

MASTERS PROGRAMME

DEPARTMENT OF
MASTER OF BUSINESS ADMINISTRATION

COURSE STRUCTURE AND SYLLABUS

(Batches admitted from the academic year 2019 - 2020)

Note: The regulations hereunder are subject to amendments as may be made by the Academic
Council of the College from time to time. Any or all such amendments will be effective from such date
and to such batches of candidates (including those already pursuing the program) as may be decided
by the Academic Council.

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 Master of Business Administration - R18

PRELIMINARY DEFINITIONS AND NOMENCLATURES

*”Autonomous Institution /College” means an institution/college designated as

autonomous institute / college by University Grants Commission (UGC), as per the UGC
Autonomous College Statutes.

*“Academic Autonomy” means freedom to a College in all aspects of conducting its

academic programs, granted by the University for promoting excellence.

*“Commission” means University Grants Commission.

*“AICTE” means All India Council for Technical Education.

*“University” means the Jawaharlal Nehru Technological University, Hyderabad.

*“College” means Malla Reddy College of Engineering & Technology, Secunderabad unless
indicated otherwise by the context.

*“Program” means:

Master of Business Administration Degree Program

PG Degree Program: MBA

*“Branch” means specialization in a program like MBA Degree Program.

*“Course” or “Subject” means a theory or practical subject, identified by its course –

number and course-title, which is normally studied in a semester.

*T–Tutorial, P–Practical, D–Drawing, L-Theory, C-Credits

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FOREWORD

The autonomy is conferred on Malla Reddy College of Engineering & Technology (MRCET) by
UGC based on its performance as well as future commitment and competency to impart
quality education. It is a mark of its ability to function independently in accordance with the
set norms of the monitoring bodies like UGC and AICTE. It reflects the confidence of the
UGC in the autonomous institution to uphold and maintain standards it expects to deliver
on its own behalf and thus awards degrees on behalf of the college. Thus, an autonomous
institution is given the freedom to have its own curriculum, examination system and
monitoring mechanism, independent of the affiliating University but under its observance.

Malla Reddy College of Engineering & Technology (MRCET) is proud to win the credence of
all the above bodies monitoring the quality in education and has gladly accepted the
responsibility of sustaining, and also improving upon the values and beliefs for which it has
been striving for more than a decade in reaching its present standing in the arena of
contemporary technical education. As a follow up, statutory bodies like Academic Council
and Boards of Studies are constituted with the guidance of the Governing Body of the
College and recommendations of the JNTU Hyderabad to frame the regulations, course
structure and syllabi under autonomous status.

The autonomous regulations, course structure and syllabi have been prepared after
prolonged and detailed interaction with several experts drawn from academics, industry
and research, in accordance with the vision and mission of the college which reflects the
mindset of the institution in order to produce quality engineering graduates to the society.

All the faculty, parents and students are requested to go through all the rules and
regulations carefully. Any clarifications, if needed, are to be sought at appropriate time and
with principal of the college, without presumptions, to avoid unwanted subsequent
inconveniences and embarrassments. The Cooperation of all the stake holders is sought for
the successful implementation of the autonomous system in the larger interests of the
institution and brighter prospects of engineering graduates.

“A thought beyond the horizons of success committed for educational excellence”

PRINCIPAL

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution – UGC, Govt. of India)
Sponsored by CMR Educational Society
(Affiliated to JNTU, Hyderabad, Approved by AICTE - Accredited by NBA & NAAC – ‘A’ Grade - ISO 9001:2015
Certified)
Maisammaguda, Dhulapally (Post Via Hakimpet), Secunderabad – 500100, Telangana State, India.
Contact Number: 040-23792146/64634237, E-Mail ID: [email protected], website: www.mrcet.ac.in

VISION
 To become a model institution in the fields of Engineering Technology and
Management.

 To have a perfect synchronization of the ideologies of MRCET with challenging

demands of International Pioneering Organizations

MISSION
 To establish a pedestal for the integral innovation, team spirit, originality and
competence in the students, expose them to face the global challenges and become
pioneers of Indian vision of modern society

QUALITY POLICY
 To implement best practices in Teaching and Learning process for both UG and PG
courses meticulously.

 To provide state of art infrastructure and expertise to impart the quality education.

 To groom the students to become intellectually creative and professionally

competitive.

 To channelize the activities and tune them in heights of commitment and sincerity,
the requisites to claim the never ending ladder of SUCCESS year after year.

For more information: www.mrcet.ac.in

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Name of the Programme: Master of Business Administration (MBA)

Programme Structure

MBA I YEAR I SEMESTER

Course T/ Max. Marks
Subject Titles L C
Code P INT EXT
R18MBA01 Management and Organisational Behaviour 3 - 3 30 70
R18MBA02 Managerial Economics 3 - 3 30 70
R18MBA03 Financial Accounting and Analysis 3 1 3 30 70
R18MBA04 Statistics for Managers 3 1 3 30 70
R18MBA05 Business Environment & Business Laws 3 - 3 30 70
R18MBA06 Information Technology for Managers 3 - 3 30 70
Open Elective I:
R18MBA07 1. Cross Culture Management
3 - 3 30 70
R18MBA08 2. Innovation Management
R18MBA09 3. Disaster Management
R18MBA10 Business Communication & Soft Skills 3 1 3 30 70
Total 24 3 24 240 560

MBA I YEAR II SEMESTER

Course T/ Max. Marks
Subject Titles L C
Code P INT EXT
R18MBA11 Human Resource Management 3 - 3 30 70
R18MBA12 Financial Management 3 1 3 30 70
R18MBA13 Marketing Management 3 - 3 30 70
R18MBA14 Quantitative Analysis for Business Decisions 3 1 3 30 70
R18MBA15 Production and Operations Management 3 1 3 30 70
R18MBA16 Business Ethics & Corporate Governance 3 - 3 30 70
Open Elective II:
R18MBA17 1. Management Information Systems & ERP
3 - 3 30 70
R18MBA18 2. Intellectual Property Rights
R18MBA19 3. Entrepreneurship
R18MBA20 Personal Effectiveness 3 1 3 30 70
Total 24 4 24 240 560

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MBA II YEAR I SEMESTER

Course T/ Max. Marks
Subject Titles L C
Code P INT EXT
R18MBA21 Strategic Management 3 - 3 30 70
R18MBA22 Research Methodology 3 - 3 30 70
Elective-I (Marketing/Finance/HR/Systems) 3 - 3 30 70
Elective-II (Marketing/Finance/HR/Systems) 3 - 3 30 70
Elective-III (Marketing/Finance/HR/Systems) 3 - 3 30 70
Elective-IV (Marketing/Finance/HR/Systems) 3 - 3 30 70
Elective-V (Marketing/Finance/HR/Systems) 3 - 3 30 70
Elective-VI (Marketing/Finance/HR/Systems) 3 - 3 30 70
Total 24 - 24 240 560

MBA II YEAR II SEMESTER

Course T/ Max. Marks
Subject Titles L C
Code P INT EXT
R18MBA23 Annual Report Analysis-Case Study - 3 2 - 100
R18MBA24 Business Best Practices-Case Study - 3 2 - 100
R18MBA25 Innovative Entrepreneurship-Case Study - 3 2 - 100
R18MBA26 Project Work & Comprehensive Viva-Voce - - 12 50 150
R18MBA27 Internship - - 6 - 100
Total - 9 24 50 550
Grand Total 72 16 96 770 2230

1. Specializations are offered in the second year MBA programme.

2. Dual specialization system is followed in this college. The student has to choose any two
out of the four specializations offered. The specializations do remain the same across
the semesters. The four specializations offered are:
A. Finance,
B. Human Resources,
C. Marketing, and
D. Information Systems
3. The courses available under each specialization are given hereunder.
4. From each chosen specialization the student has to select minimum four elective
courses in the II year I semester as major and another two elective courses as minor
from any of the given specialisations. The elective courses offered under each
specialization in each semester are given hereunder.

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Specialization-Wise Elective Courses Offered in the Second Year MBA First Semester
MARKETING ELECTIVE

Max. Marks
Course Code Subject Titles L C
INT EXT
R18MBA28 Consumer Behaviour 3 3 30 70
R18MBA29 Integrated Marketing Communications & Sales 3 3 30 70
R18MBA30 Logistics & Supply Chain Management 3 3 30 70
R18MBA31 Services Marketing 3 3 30 70
R18MBA32 Retailing Management 3 3 30 70
R18MBA33 Customer Relationship Management 3 3 30 70

FINANCE ELECTIVE

Max. Marks
Course Code Subject Titles L C
INT EXT
R18MBA34 Security Analysis and Portfolio Management 3 3 30 70
R18MBA35 Financial Institutions, Markets & Services 3 3 30 70
R18MBA36 Strategic Investment and Financing Decisions 3 3 30 70
R18MBA37 International Financial Management 3 3 30 70
R18MBA38 Strategic Management Accounting 3 3 30 70
R18MBA39 Financial Derivatives 3 3 30 70

HR ELECTIVE

Max. Marks
Course Code Subject Name L C
INT EXT
R18MBA40 Performance Management 3 3 30 70
R18MBA41 Training & Development 3 3 30 70
R18MBA42 Management of Industrial Relations 3 3 30 70
R18MBA43 International Human Resource Management 3 3 30 70
R18MBA44 Compensation & Reward Management 3 3 30 70
R18MBA45 Leadership & Change Management 3 3 30 70

SYSTEMS ELECTIVE

Max. Marks
Course Code Subject Name L C
INT EXT
R18MBA46 Business Intelligence 3 3 30 70
R18MBA47 Database Management Systems 3 3 30 70
R18MBA48 Decision Support Systems 3 3 30 70
R18MBA49 E-Business 3 3 30 70
R18MBA50 Cyber Security 3 3 30 70
R18MBA51 Information System Control and Audit 3 3 30 70

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA01 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
Course Aim:
 To understand the fundamentals underlying the management of an organization. To
understand the dynamics of organizational behaviour.
Learning Outcome:
 The students should be able to learn the history of management and the contributions of
important management researchers.
 The students can learn how to delegate authority and use power to influence people to get
the work done through proper communication and control.
 To understand how employees behave in organizations. Students should be able to correct
their individual behaviour and group behaviour. They will also be able to motivate and lead
employees towards achievement of organizational mission and objectives.

Unit-I: Theories of Management

Basics of Management - Importance of Management - Functions of Management - Levels of
Management - Scientific Management Theory - Fayol’s Fourteen Principles of Management -
Bureaucratic Theory - Human Relations Movement - Systems and Contingency theory.
Unit-II: Planning and Organising
Introduction to Planning: Features of Planning - Principles of Planning - Importance of
Planning - Forms of Planning - Guidelines for Effective Planning - Steps in Planning Process.
Organising: Principles of Organizing - Authority - Organizational Design - Job Design -
Relation between Authority, Power and Influence
Unit-III: Leadership and Motivation Theories
Leadership Theories: Great Man Theory - Trait Theory - The Managerial Grid Model - Path
Goal theory - Fiedler's Contingency Theory.
Motivational Theories: Maslow’s Hierarchy of Needs - Two-factor theory of Motivation -
Theory X and Theory Y - McClelland’s Need Theory. Communication: Process - Barriers -
Guidelines for Effective Communication.
Unit-IV: Organizational Behaviour
Elements of OB - Disciplines of OB. Perception Process - Attitudes. Personality Theories:
Extrovert & Introvert - Type-A & Type-B - Sigmund Freud’s Psychoanalytic Theory. Stress
Management.
Unit-V: Group Behaviour
Foundations of Group Behaviour - Defining and Classifying Groups - Stages of Group
Development - Group Decision Making - Understanding Work Teams - Types of Teams -
Creating Effective Teams.

REFERENCES:
 Robert N. Lussier, Management Fundamentals–Concepts, Applications, Skill Development,
Cengage Learning.
 Stephen P. Robbins, Timothy: Organizational Behavior, Pearson.
 L. M. Prasad, Principles and Practices of Management, Revised Edition, Sulthan Chand
Publishing.
 Udai Pareek, Sushma Khanna, Organizational Behavior, Oxford Publishing.
 Stephen P. Robbins, Timothy: Organizational Behaviour, Pearson.
th
 Griffin & Moorhead, Organizational Behaviour, 10 Edition, Cengage Publishing.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I Year I SEM
R18MBA02 MANAGERIAL ECONOMICS

Course Aim:
 To enable students acquire knowledge to understand the economic environment of an
organization.
Learning Outcome:
 Students should be able to understand the basic economic principles, forecast demand
and supply and should be able to estimate cost and understand market structure and
pricing practices.

Unit-I: Introduction to ME
Definition - Nature and Scope - ME as an Inter-disciplinary - Basic Economic Principles - The
Concept of Opportunity Cost - Production Possibility Curve - Incremental Concept - Scarcity -
Marginalism - Equi-marginalism - Time perspective - Discounting Principle.
Unit-II: Theory of Demand
Demand analysis - Law of Demand - Movement in Demand Curve - Shift in the Demand
Curve - Elasticity of Demand - Types & Significance of Elasticity of Demand - Measurement
Techniques of Price Elasticity - Demand Forecasting and its Techniques - Consumers
Equilibrium - Cardinal Utility Approach - Indifference Curve Approach - Consumer Surplus.
Unit-III: Production Analysis
Production Function - Production Functions with One/Two Variables - Cobb-Douglas
Production Function - Marginal Rate of Technical Substitution - Isoquants and Isocosts -
Returns to Scale and Returns to Factors - Economies of Scale.
Unit-IV: Cost Theory and Estimation
Cost concepts - Determinants of Cost - Cost-Output Relationship in the Short Run and Long
Run - Short Run vs. Long Run Costs - Average Cost Curves - Overall Cost Leadership.
Unit-V: Market Structure and Pricing Practices
Features and Types of different Competitive Situations - Price-Output Determination in
Perfect Competition - Monopoly - Monopolistic Competition and Oligopoly - both the long
run and short run. Pricing philosophy

REFERENCES:
 D. M. Mithani, Managerial Economics, HPH.
 Yogesh Maheshwari, Managerial Economics, PHI.
 Sumitrapal, Managerial Economics Cases & Concepts, Macmillan.
 H. Kaushal, Managerial Economics, Macmillan.
 Managerial Economics ‘Craig H. Petersen, Pearson.
 D.N. Dwivedi, Managerial Economics, Vikas.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA03 FINANCIAL ACCOUNTING AND ANALYSIS

Course Aim:
 The aim of accounting is to provide the information that is needed for sound economic
decision making. The main purpose is to provide information about firm’s performance
to external parties such as investors, creditors, bankers, researchers and Government
Agencies.
Learning Outcome:
 To prepare, understand, interpret and analyze financial statements with confidence.
 To appreciate and use financial statements as means of business communication.
 To use the analytical techniques and arriving at conclusions from financial information
for the purpose of decision making.

Unit-I: Introduction to Accounting

Importance - Objectives - Principles. GAAP: Accounting Concepts and Conventions; Double
Entry System - Recording Business Transactions - Classification of Accounts - Accounting
Cycle - Users of Accounting Information.
Unit-II: The Accounting Process
Overview of Accounting Process. Books of Original Record: Journal - Ledger - Trial Balance -
Classification of Capital and Revenue Expenses - Final Accounts with Adjustments. Cash Book
and other Subsidiary books.
Unit-III: Depreciation and Shares and Debentures
Concept - Methods of Depreciation: their impact on measurement of business Accounting -
Straight Line Method - Written Down Value Method (problems). Entries for Issue of shares -
Forfeiture - Issue of shares at Discount and premium. Issue and Redemption of Debentures.
Unit-IV: Financial Analysis-I
Statement of Changes in Working Capital - Funds from Operations - Paid Cost and Unpaid
Costs. Preparation and Analysis of Cash Flow Statement and Funds Flow Statement.
Unit-V: Financial Analysis-II
Analysis and Interpretation of Financial Statements from Investor and Company point of
view - Horizontal Analysis and Vertical Analysis of Company Financial Statements. Liquidity –
Leverage - Solvency and Profitability Ratios - Du Pont Chart - Accounting Standards Issued by
ICAI-IFRS - Window Dressing and Limitations of Financial Statements. Accounting Packages:
Importance - Uses - Introduction to Tally: Features.

REFERENCES:
 Dhanesh K.Khatri “Financial Accounting & Analysis”, TMH, New Delhi.
 PK Jain and K.L. Narang, Kalyani Publications.
 Narayana Swamy, “Financial Accounting & Analysis” PHI.
 V.Rajasekharam “Financial Accounting & Analysis” Pearson Education, New Delhi.
 Ranjan Kumar Bal: “Financial Accounting & Analysis”, S.Chand, New Delhi.
 Maheswari, Financial Accounting, IBH.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA04 STATISTICS FOR MANAGERS
Course Aim:
 The course aims to encourage thinking statistically. It will encourage you to develop your
abilities to understand and use data. It is designed to equip managers with the skills to make
effective use of data in the workplace, to develop expertise in a standard set of statistical and
graphical techniques that will be useful in analysing data, and to learn to apply these techniques
in a number of areas of management.
Learning Outcome:
 Appreciate that the collection and statistical analysis of data improves business decisions and
reduces the risk of implementing solutions that waste resources and effort.
 Select and deploy the correct statistical method for a given data analysis requirement.
 Achieve a practical level of competence in building statistical models that suit business
applications.
 Recognise, develop and distinguish between models for cross-sectional analysis at a single point
in time and models for time series analysis at multiple points in time.

Unit-I: Introduction to Statistics

Overview - Origin and Development - Managerial Applications of Statistics - Statistics and
the Branches of the Study - Statistics & Computers - Limitations of Statistics.
Unit-II: Measures of central Tendency
Mean - Median - Mode. Dispersion - Range Quartile Deviation - Mean Deviation - Standard
Deviation and Co-efficient of Variation. Skewness: Karl Pearson Co-efficient of Skewness -
Bowley’s Co-efficient of Skewness - Kelley's co-efficient of skewness. Theory and problems,
Discussion on Direct and Indirect Methods of Solving the Problems.
Unit-III: Tabulation
Univariate - Bivariate - Multivariate Data. Data Classification and Tabulation - Diagrammatic
and Graphical Representation of Data. One Dimensional - Two Dimensional - Three
Dimensional Diagrams and Graphs.
Unit-IV: Small Sample Tests
t-Distribution - Properties and Applications - Testing for One and Two Means - Paired t-test.
Analysis of Variance: One Way and Two Way ANOVA (with and without Interaction).
Chi-Square distribution: Test for a specified Population variance - Test for Independence of
Attributes.
Unit-V: Correlation and Regression Analysis
Correlation Analysis - Scatter Diagram - Positive and Negative Correlation - Limits for
Coefficient of Correlation - Karl Pearson’s Coefficient of Correlation - Spearman’s Rank
Correlation - Concept of Multiple and Partial Correlation. Regression Analysis: Concept -
Least Square Method - Two Lines of Regression - Properties of Regression Coefficients. Time
Series Analysis: Trend analysis - Free Hand Curve - Moving Averages.
REFERENCES:
th
 Levin R.I., Rubin S. David, “Statistics for Management”, 2015, 7 Ed. Pearson.
 Beri, “Business Statistics”, 2015, 1st Ed, TMH.
 Gupta S.C, “Fundamentals of Statistics”, 2015, 6th Ed. HPH.
 Amir D. Aczel and Jayavel Sounder pandian, “Complete Business Statistics”, TMH,
 Levine, Stephan , Krehbiel , Berenson - Statistics for Managers using Microsoft Excel, PHI.
 J. K Sharma, “Business Statistics”, 2015, Pearson.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA05 BUSINESS ENVIRONMENT & BUSINESS LAWS

Course Aim:
 To make students understand different types of business environments they should
review before taking managerial decisions. To enable students understand legal and
regulatory framework for doing business in India.
Learning Outcome:
 To understand the issues related to the industrial policy and regulation and their
amendments from time to, time. The knowledge gained by the students on capital
markets, GST, FDI, RBI guidelines; trade, EXIM policy and Foreign Exchange Management
Act will be useful for them to take decisions to ensure growth and sustainability of the
organizations.
 To understand the formalities involved in incorporating a company and the nuances
related to the Law of Contract. To know various acts and their implications.

Unit-I: Introduction to Business Environment

Macro Environment Analysis (PESTEL Model). Industrial Policies: A Brief Review of Industrial
Policies since Independence - Industrial Policy of 1991 and recent developments - Fiscal
Policy - Monetary Policy. Latest Union Budget: Tax Implications - Goods & Services Tax (GST)
Unit-II: India’s Trade Policy
Policy Changes and Issues - Sector Wise Trade Policies - Recent Developments - GATT - WTO
- Agreements and Implications. Disinvestment: Meaning and its Policy with regard to Public
Sector - Multi-National Companies and FDI.
Unit-III: EXIM Policies & FEMA
India’s New EXIM Policy - Legal Framework - Initiatives - FEMA - Liberalisation - Privatisation
- Globalisation and its impact on Indian Economy.
Unit-IV: Introduction to Business Law
Nature of Contract and Essential Elements of Valid Contract - Negotiable Instruments Act
(1881) - Promissory Note - Bills of Exchange & Cheque - and their Definitions and
Characteristics - Types of Endorsements - Consumer Protection Act (1986) - Income Tax Act
(1961) - Information Technology (IT) Act (2000).
Unit-V: Companies Act-1956
Steps and Procedure for Incorporation of the Company. Company Management:
Appointment of Directors - Powers - Duties & Liabilities of Directors. Company Meetings –
Resolutions - Winding-up of a Company - Latest Amendments. New Regulations in
Companies Act (2013).

REFERENCES:
 Justin Paul, “Business Environment: Text & Cases” TMH.
 Francis Cherunilam, “Business Environment: Text & Cases”, HPH.
 K. Aswathappa, Essentials of Business Environment, Himalaya Publication House.
 RSN Pillai, Bagavathi, Business Law, S. Chand.
 N. D. Kapoor, Mercantile Law, Sultan Chand & Sons, latest edition
 S. S. Gulshan, Mercantile Law, 2/e, Excel Books, latest edition

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA06 INFORMATION TECHNOLOGY FOR MANAGERS

Course Aim:
 It helps the students to enhance the knowledge in system applications and to be a
technical expertise in domain.
 To create the awareness of technology impact in decision making and its significance in
business management.
Learning Outcome:
 It provides basic knowledge about software which can aid to advance student’s
presentation skills by using technological tools like MS-Word, MS-Excel and MS-
PowerPoint.
 To understand the flow of information through various network systems for better
communication, usage of Smart tools and applications in recent trends.

Unit-I: Software Concepts

Types of software - Software: its Nature and Qualities - Operating Systems - Features of
Microsoft Windows and Linux.
Unit-II: MS Office- Applications
MS Word in Business Correspondence: Letters - Tables - Mail Merge - Labels.
Applications of MS Excel: Graphs and Charts - Calculation of Various Financial Functions.
Unit-III: MS Power Point
Introduction: Toolbar - their Icons and Commands - Navigating in Power Point - Creation of
Slides - Animation - Templates - Designing Presentations - Slide Show Controls - Making
Notes on Pages and Handouts - Printing Presentations - Customizing Presentations - Auto
Content Wizard.
Unit-IV: Computer Networks
Overview of Network - Communication Processors - Communication Media - Types of
Network - Network Topologies - Network Protocols - Network Architecture. Recent
developments.
Unit-V: Smart Tools & Apps
Mobile Banking - Smart Cards - Pay TM - On-line payment Apps - Knowledge and
Information Sharing Apps - Digitisation - IOT - Hot Spot - Cloud based Services - Big Data
Analytics features.

REFERENCES:
 Sanjay Saxena and Prathpreet Chopra, Computer Applications in Management, Vikas.
 Aksoy, Introduction to Information Technology, Cengage, ND
 Parameswaran: Computer Application in Business – S Chand, New Delhi.
 PS Gill, Database Management Stystems, IK Int Pub House, New Delhi
 Management Information Systems by D.P. Goyal, MacMillan Publishers.
 Sudalaimuthu & Anthony Raj, Computer Applications in Business, Himalaya, Mumbai

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA07 CROSS CULTURE MANAGEMENT

Course Aim:
 The objective of the course is to help students to construct their own coherent,
individual perspective of the substance and increase their cultural awareness.
 It focuses on interpersonal approaches between people of different cultures in work
settings as opposed to a country specific approach.
Learning Outcome:
 The students are able to understand the significance of cross-cultural management, and
of the major theoretical and empirical studies which examine the impact of different
national cultures on work and employment.
 To know the international management practices and how organizational and national
culture impacts upon them: work, motivation, performance appraisal, leadership, cross-
cultural communication and decision-making, negotiation and trust, conflict and dispute
resolution and corporate social responsibility.

Unit-I: Introduction
Determinants of Culture - Facets of Culture - Levels of Culture - National Cultural Dimensions
in the Business Context - The influence of National Culture on business culture.
Unit-II: Cultural Dimensions and Dilemmas
Value Orientations and Dimensions - Reconciling Cultural Dilemmas - Culture and Styles of
Management: Management Tasks and Cultural Values.
Unit-III: Culture and Organizations
Culture and Corporate Structures - Culture and Leadership - Culture and Strategy - Cultural
Change in Organizations.
Unit-IV: Culture and Communications
Business communication across cultures - Barriers to Inter-cultural Communication -
Negotiating Internationally.
Unit-V: Cross Cultural Team Management
Working with International Teams - Conflicts and Cultural Difference - Understanding and
Dealing with Conflicts - Developing Inter-cultural Relationships.

REFERENCES:
 Marie-joelle Browaeys and Roger Price: Understanding CCM, Pearson.
 David C.Thomas: Cross Cultural Management, 2/e, Sage Publications.
 Nigel Holdon, CCM: Knowledge Management Perspective, Pentice Hall.
 Parissa Haghirian: Multinational and Cross Cultural Management, Routledge.
 Richard Mead: International Management-Cross cultural Dimension, 3/e, Blackwell.
 Jerome Dumetz -Cross-cultural management REFERENCES: Lessons from the world
leading experts in cross-cultural management, Create Space Independent Publishing
Platform; Student edition (September 5, 2012), Oakland, USA.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA08 INNOVATION MANAGEMENT

Course Aim:
 To equip the future entrepreneurs with an understanding of main issues in the
management of innovation and technology
Learning Outcome:
 Students will be able to understand how technological innovation drives the long term
competitiveness of Global organizations.

Unit-I: Innovation and Creativity

Introduction - Concern for Innovation - Concept of Innovation - Characteristics of Innovation
- Components of Innovation - Sources of Innovation - Types of Innovation. Creativity:
Creativity Process - Impact of Innovation.
Unit-II: Innovation Management
Concept of Innovation Management - Systems Approach - Evolution of Innovation
Management - Importance of Management of Innovation - Effective Innovation
Management - Performance Evaluation - Models of Innovation.
Unit-III: Strategizing Innovation
Innovation as a Strategy Component - Developing Innovation Strategy - Market Standing
based on Strategy - Environment based strategy.
Unit-IV: Technology Management
Definition - Components - Features - Classification of Technology - Concept of Technology
Management - Nature of Technology Management - Drivers of MOT - Significance - Scope of
MOT - Technological Challenges.
Unit-V: Technology Change and Forecasting
Importance of Technological Change - Theories of Technological Change - Categories of
Technological Change - Technological Intelligence - Technological Forecasting for Decision
Making - Process of Technological Forecasting - Forecasting Techniques.

REFERENCES:
 C.S.G. Krishnamachayulu, R.Lalitha, Innovation Management, Himalaya Publishing
House.
 Shlomo Maital, D.V.R.Sheshadri, Innovation Management, Division of Sage Publications.
 Bhattacharya P.S(1982), Creativity in Education, National psychological Corporation,
Agra
 Silk, Leonard S(1963, Research resolution Mcgrawhill, Newyork.
th
 Paul Trott, Innovation Management and New Product Development, 5 Edition, Prentice
Hall
 Tony Davila, Marc Epstein, and Robert Shelton, Making Innovations Work: How to
Manage It, Measure It, and Profit from It.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA09 DISASTER MANAGEMENT

Course Aim:
 Develop an understanding of why and how the modern disaster manager is involved
with pre-disaster and post-disaster activities. Understand the four work objectives of the
disaster manager.
 They Know the key personnel or specialists related to disaster management and
associate them with the types of disasters and phases in which they are useful.
Learning Outcome:
 After completing this session, you will be able to affirm the usefulness of integrating
management principles in disaster mitigation work.
 They can distinguish between the different approaches needed to manage pre- during
and post- disaster periods.

Unit-I: Introduction to Disaster Management

Definition - Nature - Types and Magnitude. Factors and Significance - Difference between
Hazard and Disaster - Natural and Manmade Disasters
Unit-II: Consequences of Disasters and Hazards
Economic Damage - Loss of Human and Animal Life - Destruction of Ecosystem. Pre-Disaster
Management - Early Warning and Prediction Systems: Role of IT - RS - GIS - GPS and ICS.
Unit-III: Global Perspective (Natural Disasters)
History of Disasters and Types of Hazards: Earthquakes - Volcanisms - Cyclones - Tsunamis -
Floods - Droughts and Famines - Landslides & Avalanches.
Unit-IV: Global Perspective (Man-Made Disasters)
Study of Environmental Impacts Induced By Human Activity - Nuclear Reactor Meltdown -
Industrial Accidents - Oil Slicks and Spills - Outbreaks of Disease and Epidemics - War and
Conflicts.
Unit-V: Disaster Management and Planning
Post Disaster Management Planning: Management of Essential Supplies and Temporary
Shelter Relief - Evacuation & other Logistic Management - Site Management - Medical
Trauma and Stress Management - Integrated Developmental Planning For Disaster
Management.

REFERENCES:
 Bryant Edwards (2005): Natural Hazards, Cambridge University Press, U.K.
 Carter, W. Nick, 1991: Disaster Management, Asian Development Bank, Manila.
 Central Water Commission, 1987, Flood Atlas of India, CWC, New Delhi.
 Central Water Commission, 1989, Manual of Flood Forecasting, New Delhi.
 Government of India, 1997, Vulnerability Atlas of India, New Delhi.
 Sahni, Pardeep Et.Al. (Eds.) 2002, Disaster Mitigation Experiences and Reflections.
Prentice Hall Of India, New Delhi.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR I SEM
R18MBA10 BUSINESS COMMUNICATION & SOFT SKILLS

Course Aim:
 To enable students understand how to write business letters and improve written
communication.
Learning Outcome:
 At the end of the course, students will be enabled with the following skills. English
language skills for effective written business communication (‘s). Will be able to
understand how to write project report.

Unit-I: Business Writing

Introduction - Importance of Written Business Communication - Direct and Indirect
Approached to Business Messages - Five Main Stages of Writing Business Messages. Practice
Exercises.
Unit-II: Business Correspondence
Introduction - Business Letter Writing - Effective Business Correspondence - Common
Components of Business Letters - Strategies for Writing the Body of a Letter - Kinds of
Business Letters - Writing Effective Memos. Practice Exercises.
Unit-III: Instructions
Introduction - Written Instructions - General Warning - Caution and Danger - Format in
Instructions - Oral Instructions - Audience Analysis - Product Instructions. Practice Exercises.
Unit-IV: Business Reports and Proposals
Introduction - What is a Report? - Steps in Writing a Routine Business Report - Parts of a
Report - Corporate Reports - Business Proposals.
Unit-V: Careers and Resumes
Introduction - Career Building - Understanding Yourself - Setting a Career Goal - Job Search:
Looking at Various Options - Preparing Your Resume - Resume Formats – Traditional -
Electronic and Video Resumes - Online Recruitment Process. Write your resume to market
yourself.

REFERENCES:
 Meenakshi Raman and Prakash Singh, Business Communication, Oxford.
 Lesikar: Basic Business Communication, TMH.
 David Irwin: Effective Business Communications, Viva-Thorogood.
 Rajendra Pal, J S KorlahaHi: Essentials of Business Communication: Sultan Chand & Sons,
New Delhi.
 Business English Dictionary, Pearson.
nd
 Lehman and Dufrene Sinha, BCOM (Business Communication), 2 edition, Cengage.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA11 HUMAN RESOURCE MANAGEMENT

Course Aim:
 To understand various terms in HRM and be able to manage the human resources of an
organization effectively and efficiently.
Learning Outcome:
 Students should be able to understand the basic HR concepts. They will be able to
understand the process of recruitment, selection, performance appraisal, training &
development, compensation and employee retention approaches and strategies.

Unit-I: Introduction of HRM

Introduction to HRM: Functions - Objectives - HRP-Need and Process - Job Analysis - Process
- Job Description and Job Specification - Job Design: Techniques - Trends in HRM -
Contemporary Issues.
Unit-II: Recruitment and Selection
Sources of Recruitment - Selection Process - Types of Selection Tests - Basic types of
Interviews - Errors in Interviews - Induction - Placement.
Unit-III: Human Resource Development
Performance Appraisal - Process - Methods - Training - Procedure - On the Job & Off the Job
Methods - Management Development Methods - Career Management.
Unit-IV: Compensation Management
Objectives - Factors - Job Evaluation - Methods - Components of Salary in India - Wage &
Salary Administration - Fringe Benefits.
Unit-V: Industrial Relations Management
Nature - Parties to IR - Trade Unions - Factors affecting Unionism - Industrial Disputes -
Settlement Methods - Collective Bargaining - Grievance Handling Procedure - Labour
Legislation in India.

REFERENCES:
th
 Gary Dessler, “Human Resource Management”, 12 Edition, Pearson.
 K. Aswathappa, “Human Resource Management, Text and Cases”, TMH.
 Dr. Anjali Ghanekar, “Essentials of Human Resource Management”, Everest.
th
 Wayne. F.Cascio, Ranjeet Nambudiri, “Managing Human Resource Management”, 8
Edition, TMH.
 V S P Rao, “Human resource Management Text and Cases”, Excel Books.
 Chris Rowley and keith Jackson, Human Resource Management, Routledge.

Malla Reddy College of Engineering and Technology (MRCET) 18

 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA12 FINANCIAL MANAGEMENT

The students need Discounting Table and Annuity tables for the examination

Course Aim:
 To give an overview of the problems facing a financial manager in the commercial world.
It will introduce you to the concepts and theories of corporate finance that underlie the
techniques that are offered as aids for the understanding, evaluation and resolution of
financial manager’s problems.
Learning Outcome:
 Provides support for decision making. It enables managers to monitor their decisions for
any potential financial implications and for lessons to be learned from experience and to
adapt or react as needed.
 To ensure the availability of timely, relevant and reliable financial and nonfinancial
information. FM helps in understanding the use of resources efficiently, effectively and
economically.

Unit-I: The Finance Function

Nature and Scope - Evolution of Finance Function - It’s New Role in the Contemporary
Scenario - Goals of Finance Function - Maximizing vs. Satisfying - Profit vs. Wealth vs.
Welfare - The Agency Relationship and Costs - Risk-Return Trade Off - Concept of Time Value
of Money - Future Value and Present Value and the Basic Valuation Model.
Unit-II: The Investment Decision
Investment Decision Process: Project Generation - Project Evaluation - Project Selection and
Project Implementation. Developing Cash Flow - Data for New Projects.
Capital Budgeting Techniques: Traditional and DCF methods - The NPV vs. IRR Debate.
Cost of Capital: Concept and Measurement of Cost of Capital - Debt vs. Equity - Cost of
Equity - Preference Shares - Equity Capital and Retained Earnings - Weighted Average Cost
of Capital and Marginal Cost of Capital. Importance of Cost of Capital in Capital Budgeting
Decisions.
Unit-III: Capital Structure Decisions
Capital Structure vs. Financial Structure: Capitalization - Financial Leverage - Operating
Leverage and Composite Leverage. EBIT-EPS Analysis - Indifference Point/Break Even
Analysis of Financial Leverage. Capital Structure Theories: The Modigliani Miller Theory –
Net Income - Net Operating Income Theory and Traditional Theory - A Critical Appraisal.
Unit-IV: Dividend Decisions
Major Forms of Dividends - Cash and Bonus Shares. Dividends and Value of the Firm:
Relevance of Dividends - The MM Hypothesis - Factors Determining Dividend Policy -
Dividends and Valuation of the Firm - The Basic Models. Major Theories centred on the
works of GORDON, WALTER and LITNER.
Working Capital Management: Components of Working Capital - Gross vs. Net Working
Capital - Determinants of Working Capital Needs - The Operating Cycle Approach. Planning
of Working Capital - Financing of Working Capital through Bank Finance and Trade Credit -
Recommendations of Tandon and Daheja Committee on Working Capital.

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 Master of Business Administration - R18

Unit-V: Management of Current Assets

Management of Cash: Basic Strategies for Cash Management - Cash Budget - Cash
Management Techniques/Processes. Management of Receivables and Management of
Inventory.

REFERENCES:
th
 IM Pandey, Financial Management, 10 Edition, Vikas.
th
 M.Y Khan, P K Jain: “Financial Management-Text and Problems”, 6 Edition, TMH.
th
 Prasanna Chandra, “Financial Management Theory and Practice”, 8 Edition, TMH.
 Shashi K. Gupta, R. K. Sharma, “Financial Management” Kalyani Publishers.
 Rajiv Srivastava, Anil Mishra, Financial Management” Oxford University Press, New
Delhi.
 James C Van Horne, Sanjay Dhamija, “Financial Management and Policy” Pearson
Education.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA13 MARKETING MANAGEMENT

Course Aim:
 The objective of this course is to introduce students to the concepts, analysis, and
activities that comprise marketing management. This course is also foundation for
advanced electives in marketing.
Learning Outcome:
 They will be able to analyze markets and design customer driven strategies and will be
able to communicate the decisions towards business development with superior
customer value.

Unit-I: Introduction to Marketing

Importance - Scope of Marketing - Core Marketing Concepts - Marketing Environment -
Marketing Strategies & Plans. Market Research: Definition of MR - MIS - MR Process - MR
Online - MR & Ethics - International MR.
Unit-II: Analyzing Marketing Opportunities, Customer Value and Marketing Mix
Consumer Decision Making - Creating Customer Value - Analyzing Consumer Markets -
Consumer Behaviour - Cultural - Social & Personal Factors - Developing Products & Brands -
Product Levels - Classifying Products - Product Range - Line & Mix - PLC - New Product
Development.
Unit-III: Designing a Customer Driven Strategy
Market Segmentation: Segmentation of Consumer Market - Business Market - Requirement
for Effective Segmentation - Market Targeting - Evaluating Market Segmentation - Selecting
Target Market Segmentation - Positioning: Positioning Maps - Positioning Strategy.
Unit-IV: Distribution Decisions, Promotion & Communication Strategies
Marketing Channels - Channel Intermediates and Functions - Channel Structure - Channel
for Consumer Products - Business and Industrial Products - Alternative Channel - Channel
Strategy Decisions. The Promotional Mix - Advertising - Public Relations - Sales Promotion -
Personal Selling - Marketing Communication - Communication Process - Communication
Promotion Mix - Factors affecting the Promotion Mix.
Unit-V: Pricing Theory and Practices & Different Types of Marketing
Importance of Price - Cost Determinant of Price - Mark-up Pricing - Profit Maximization
Pricing - Break Even Pricing - Pricing Strategy - Ethics of Pricing Strategy - Product Line
Pricing - WOM - Rural Marketing - BOP - Relationship Marketing - Digital Marketing - Social
Marketing - Retail Management - Services Marketing - Global marketing.

REFERENCES:
 Philip Kotler, Kevin Lane Keller, Abraham Koshy and Mithleshwar Jha: Marketing
Management, 13/e, Pearson Education.
 Ramaswamy Namakumari, “Marketing Management”, TMH Edition.
 Paul Baines, Chris fill, Kelly Page, Piyush Sinha, Marketing, Asian Edition, Oxford.
 Czinkota Kotable “Marketing Management” Indian Edition, Cengage learning.
 S.A.Sherlekar, R.Krishnamoorthy, Marketing Management concept and cases, HPH.
 Rajendra P.Maheswari, Marketing Management (Text & Cases) an Indian Perspective,
IBH.
Malla Reddy College of Engineering and Technology (MRCET) 21
 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA14 QUANTITATIVE ANALYSIS FOR BUSINESS DECISIONS

Course Aim:
 To provide the basic tools of Operations research in solving the management problems
using mathematical approach for decision making.
Learning Outcome:
 The Course covers origin and application of OR, Linear Programming, Decision Theory,
Game theory and PERT &CPM. These concepts help the student in taking decisions for
business.

Unit-I: Nature and Scope of Operations Research

Origins of OR - Applications of OR in different Managerial Areas - Defining a Model - Types of
Model - Process for Developing an Operations Research Model - Practices - Opportunities
and Short Comings of using an OR Model.
Unit-II: Linear Programming Method
Structure of LPP - Assumptions of LPP - Application Areas of LPP - Guidelines for Formulation
of LPP - Formulation of LPP for different Areas - Solving of LPP by Graphical Method -
Extreme Point Method - ISO-cost Profit Method - Simplex Method - Two Phase Method -
Big-M Method - Converting Primal LPP to Dual LPP - Limitations of LPP.
Unit-III: Transportation Problem and Assignment Model
Mathematical Model of Transportation Problem - Methods for finding Initial feasible
solution: Northwest Corner Method - Least Cost Method - Vogel’s Approximation Method -
Test of Optimality by Modi Method - Variation Transportation - and Problems like
Unbalanced Supply and Demand - Degeneracy and its Resolution. Algorithm for Solving
Assignment Model: Hungarian Method for Solving Assignment Problem - Variations of
Assignment Problem: Multiple Optimal Solutions - Maximization Case in Assignment
Problem - Unbalanced Assignment Problem - Travelling Salesman Problem.
Unit-IV: Game Theory and Decision Theory
Introduction: Two Person Zero-Sum Games - Pure Strategies - Games with Saddle Point -
Mixed Strategies - Rules of Dominance - Solution Methods of Games without Saddle Point:
Algebraic - Matrix - and Arithmetic Methods. Introduction to Decision Theory: Ingredients of
Decision Problems. Decision Making: Under Uncertainty - Cost of Uncertainty - Under Risk -
Under Perfect Information. Decision Tree: Construction of Decision Tree
Unit-V: PERT & CPM
Drawing Networks - Identifying Critical Path - Probability of Completing the Project within
given Time - Project Crashing - Optimum Cost and Optimum Duration.

REFERENCES:
th
 J. K. Sharma, “Operations Research: Theory and applications, 5 Edition, McMillan.
 V. K. Kapoor, “Operations Research: Quantitative Techniques for Management”, Sultan
Chand & Sons.
 Anand Sharma, “Quantitative Techniques for Decision Making”, HPH.
 L C Jhamb, Quantitative Techniques, Everest.
 C.R. Kothari, Quantitative Techniques, Revised edition, Vikas.
 N. D. Vohra, Quantitative Techniques in Management, TMH.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA15 PRODUCTION AND OPERATIONS MANAGEMENT

Course Aim:
 To introduce concepts of production and operations management in an organization and
expose to analytical methods.
Learning Outcome:
 The students will be able to understand operations management, product & process
design, analysis, plant location, layout, Scheduling and Material Management.

Unit-I: Introduction to Operations Management

Functional Subsystems of Organization - Definition - Systems Concept of Production. Types
of Production Systems: Flow Shop - Job Shop - Batch Manufacturing - The Project –
Productivity. Strategic Management: Corporate Strategic - Generic Competitive Strategies -
Functional Strategies - Gross Domestic Product and its impact - World Class Manufacturing.
Unit-II: Product & Process Design and Analysis
Product Design and Analysis (Definition) - New Product Development - It’s Concepts - Steps
of Product Design. Process Planning and Design: Selection of Process - Process Selection
Decision - Process Planning Design - Responsibilities of Process Planning Engineer - Steps in
Process Planning. Process Design - Process Research. Work Study - Method Study and Work
Measurement. Value Analysis/Value Engineering: History of Value Analysis/Value
Engineering - When to Apply Value Analysis - Function - Aims - Value Engineering Procedure
- Advantages and Application Areas. Standardization: Standardization Procedure -
Advantages of Standardization - Application of Standardization. Ergonomic Considerations in
Product Design.
Unit-III: Plant Location & Plant Layout
Factors Influencing Plant Location - Break-even Analysis. Single Facility Location Problem -
Multi-facility Location Problems - Model for Multi-facility Location Problem - Method of
Transformation - Model to Determine X- Coordinates of New Facilities - Model to Determine
Y-Coordinate. Introduction to Plant Layout - Classification of Layout - Advantages and
Limitations of Product Layout - Advantages and Limitations of Group Technology Layout -
Layout Design Procedures.
Unit-IV: Scheduling
Introduction - Johnson’s Problem - Extension of Johnson’s rule. Job Shop Scheduling:
Introduction - Types of Schedules - Schedule Generation - Heuristic Procedures. Two Jobs
and Machines Scheduling.
Unit-V: Materials Management
Components of Integrated Materials Management: Materials Planning - Inventory Control -
Purchase Management - Stores Management. Inventory Control: Inventory Decisions - Costs
Trade Off. Models of Inventory - Operation of Inventory Systems - Quantity Discount -
Implementation of Purchase Inventory Model - Purchasing Management.
Stores Management: Incoming Materials Control - Store Accounting - Obsolete Surplus and
Scrap Management - ABC Analysis - XYZ Analysis - VED Analysis - FSN Analysis - SDE Analysis.
Computer Aided Techniques in POM.

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 Master of Business Administration - R18

REFERENCES:
 Panneerselvam, “Production and Operations Management” PHI.
 Ajay K Garg, Production and Operations Management, TMH.
th
 Prof. L.C. Jhamb: Production Operations Management, 18 edition, Everest Publishing
House.
 Dipak Kumar Bhattacharyya, Production and Operations Management, Universities
Press.
 B. Mahadevan, Operations Management: Theory and Practice, Pearson.
 Kenneth K. Boyer, Rohit Verma, Operations Management: Cengage Learning.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA16 BUSINESS ETHICS & CORPORATE GOVERNANCE

Course Aim:
 To inculcate the need for business ethics to ensure sustained business stability.
Learning Outcome:
 The students will be able to understand ethical and psychological dimensions to contain
cyber crimes and also will be able grasp the important issues related to corporate
governance.

Unit-I: Business Ethics the Changing Environment

Business Ethics Introduction - Levels of Business Ethics - Five Myths about Business Ethics -
Can Business Ethics be Taught and Trained? - Stages of Moral Development - Kohlberg’s
Study - Carol Gilligan’s Theory - Principles of Ethics.
Unit-II: Professional Ethics
Ethical Dilemma: Introduction - Dilemma and Ethical Dilemma - Mounting Scandals - Ethical
Issues. Preparatory Ethics: Proactive Steps - Ethics in Production and Production
Management - Ethics of Marketing Professionals - Ethics in HRM - Ethics of Finance and
Accounting Professionals.
Unit-III: Cyber Crimes
Cyber Crimes and Cyber Terrorism - Social - Political - Ethical and Psychological -
Dimensional - Intellectual Property in the Cyberspace - Ethical Dimensions of Cyber Crimes -
The Psychology - Mindset & Other Cyber Criminals - Sociology of Cyber Criminals -
Information Warfare.
Unit-IV: Corporate Governance-I
Does Good Governance Really matters to Corporations? - Importance of Corporate
Governance - Corporate Governance in India - Board Structures Processes and Evaluation -
Director Independence - Board Committees - Indian Model of Corporate Governance.
Unit-V: Corporate Governance-II
Information Communication and Disclosure - Irani Committee Report - OECD Principles of
Corporate Governance - Risk - Internal Control and Assurance - Banks and Corporate
Governance.

REFERENCES:
 SK Mandal: Ethics in Business and Corporate Governance, TMH.
 C. S. V. Murthy: Business Ethics, Himalaya Publishing House.
 Nina Godbole & Sunit Belapure “Cyber Security” Wiley India.
 Geethika, RK Mishra, Corporate Governance Theory and Practice, Excel.
 Dr. S. S. Khanka, Business Ethics and Corporate Governance, S. Chand.
 Khanka, Business Ethics and Corporate Governance, S. Chand.

Malla Reddy College of Engineering and Technology (MRCET) 25

 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA17 MANAGEMENT INFORMATION SYSTEMS & ERP

Course Aim:
 To enable students on importance of information systems in the decision making and
management of organizations, the foundations of Enterprise planning and ERP System
Options.
Learning Outcome:
 The students will understand the MIS concepts its applications, challenges in
implementation of ERP system, ERP System Implementation options, and functional
modules of ERP

Unit-I: Introduction
MIS Importance - Definition - Nature and Scope of MIS - Structure and Classification of MIS -
Information and Systems Concept - Types of Information - Information Systems for
Competitive Advantage.
Unit-II: Business Applications of Information Systems
E-Commerce - ERP Systems – DSS - Business Intelligence and Knowledge Management
System.
Unit-III: Management of Information Systems
Information System Planning - System Acquisition - Systems Implementation - Evaluation &
Maintenance of IS - IS Security and Control. Global Perspective on Cybercrime - Cybercrime
era.
Unit-IV : Introduction to ERP
Foundation for Understanding ERP systems - Business benefits of ERP - The Challenges of
Implementing ERP System - ERP Modules and Historical Development.
Unit-V: ERP - Sales and Marketing
Management Control Process in Sales and Marketing - ERP Customer Relationship
Management - ERP Systems - Accounting & Finance Control Processes. Financial Modules in
ERP Systems.

REFERENCES:
 D P Goyal, Management Information Systems–Managerial Perspective, MacMillan.
 Laudon & Laudon, Management Information Systems, Pearson.
 Jawadekar, MIS Text and Cases, TMH.
 Mary Sumner “Enterprise Resource Planning” Pearson.
 Ellen Monk “Enterprise Resource Planning” Cengage.
 Goyal “Enterprise Resource Planning” TMH.

Malla Reddy College of Engineering and Technology (MRCET) 26

 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA18 INTELLECTUAL PROPERTY RIGHTS

Course Aim:
 The objective of this course is to provide the knowledge on International IPR’s and to
make students efficient to take decisions in Global Corporate.
Learning Outcome:
 It allows students how to prepare and protect the Inventions , start up ideas and rights
of patents and copy rights etc.,
 This subject brings awareness to the students the basic legal aspects at present following
at Global level.

Unit-I: Introduction
Intellectual Property Rights Basics - The Role and Value of IP in International Commerce -
Issues affecting IP Internationally. Agreement on Trade related Aspects of Intellectual
Property Rights (TRIPS) - Agreement on TRIPS and India.
Unit-II: Parties to IP Rights
Owner - Customer - Authorized User - Licensee - Attorney - Protection of the Weak and
Strong - Finalizing Ownership and Use Rights.
Unit-III: Ensuring the Value of IP
Ensuring the Value of IP at Creation Stage - After Creation Stage - Precise Contractual
Protection of IP rights. Key Issues related to IP Internationally. IP Rights in International
Forums. Fundamentals in Country Legal Systems - Generalities. Validity of IP Rights Locally:
Specifics.
Unit-IV: Managing IP Rights
Acquiring IP Rights: Letters of Instruction - Joint Collaboration Agreement - Work made for
Hire Agreement. Protecting IP Rights: Non Disclosure Agreement - Cease and Desist Letter -
Settlement Memorandum. Transferring IP Rights: Assignment Contract - License Agreement
- Deed of Assignment or License Agreement - Addendum to Unrecorded Assignment or
License.
Unit-V: Remedies
Remedies and IPR Evaluation - GATT - WTO - Role of WTO in Solving IPR Issues.

REFERENCES:
 Karla C. Shippey, A short course in International Intellectual Property Rights, World
Trade Press – 2nd Edition.
 A. Subbian, Intellectual Property Rights - Heritage, Science, & Society under international
treaties, Deep & Deep Publications, New Delhi.
 Intellectual Property Rights: N K Acharya: ISBN: 9381849309
 Intellectual Property Rights: C B Raju : ISBN-8183870341
 Stephen M McJohn, Intellectual Property : Examples and Explanation
 Keith E Maskus, Intellectual Property Rights in the Global Economy, PIIE

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA19 ENTREPRENEURSHIP

Course Aim:
 The aim of this subject is to inspire students to become entrepreneurs so that they will
emerge as job providers rather than job seekers.
Learning Outcome:
 By the end of this course the students should be able to understand the mindset of the
entrepreneurs, identify ventures for launching, develop an idea on the legal framework
and also understand strategic perspectives in entrepreneurship.

Unit-I
Understanding Entrepreneurial Mindset - The Revolution Impact of Entrepreneurship - The
Evolution of Entrepreneurship - Approaches to Entrepreneurship - Process Approach -
Twenty First Century Trends in Entrepreneurship.
Unit-II
The Individual Entrepreneurial Mindset and Personality - The Entrepreneurial Journey -
Stress and the Entrepreneur - The Entrepreneurial Ego - Entrepreneurial Motivations.
Corporate Entrepreneurial Mindset - The Nature of Corporate Entrepreneur -
Conceptualization of Corporate Entrepreneurship Strategy - Sustaining Corporate
Entrepreneurship.
Unit-III
Launching Entrepreneurial Ventures - Opportunities Identification - Entrepreneurial
Imagination and Creativity - The Nature of the Creativity Process - Innovation and
Entrepreneurship. Methods to Initiate Ventures - Creating New Ventures - Acquiring an
Established Entrepreneurial Venture - Franchising - Hybrid Disadvantage of Franchising.
Unit-IV
Legal Challenges of Entrepreneurship - Intellectual Property Protection - Patents -
Copyrights - Trademarks and Trade Secrets - Avoiding Trademark Pitfalls. Formulation of the
Entrepreneurial Plan - The Challenges of New Venture Start-ups - Poor Financial
Understanding - Critical Factors for New Venture Development - The Evaluation Process -
Feasibility Criteria Approach.
Unit-V
Strategic Perspectives in Entrepreneurship - Strategic Planning - Strategic Actions - Strategic
Positioning - Business Stabilization - Building the Adaptive Firms - Understanding the Growth
Stage - Unique Managerial Concern of Growing Ventures.

REFERENCES:
 Vasant Desai, “Small Scale industries and entrepreneurship”, Himalaya Publishing.
 Rajeev Roy, “Entrepreneurship”, 2e, Oxford.
 B.Janakiram and M.Rizwana” Entrepreneurship Development: Text & Cases, Excel Books.
 Stuart Read, Effectual Entrepreneurship, Routledge.
th
 Robert Hisrich et al “Entrepreneurship” 6 e, TMH.
 Nandan H, Fundamentals of Entrepreneurship, PHI.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA I YEAR II SEM
R18MBA20 PERSONAL EFFECTIVENESS

Course Aim:
 To enable students to develop soft skills necessary for employability.
Learning Outcome: Students at the end of the course would be able to:
 Allow them to enhance in Oratory Skills and feel confident about them-selves.
 Participate in group discussions, face interviews.
 Gain communication skills and be able to convince their view point to the superiors,
peers and subordinates.
 Time management skills to efficiently manage time in meeting deadlines in modern day
organizations.
 Life style management skills to grow in modern day organization and succeed in their
chosen careers.
 Help students to confidently face and succeed in the corporate selection processes.

Unit-I: Introduction to PE
Introduction to PE: Need - Scope - SWOT Analysis - Methods for Improvement - Impact of PE
towards Job Market.
Unit-II: Communication
Communication: Basic English - Content Development - Techniques for Group Discussions -
JAM Sessions - Debate.
Unit-III: Presentation Skills
Presentation - PPT Making - Analytical Skills - Demonstrative Methods - Writing Skills.
Unit-IV: Behavioural Techniques
Behavioural Techniques: Body Language - Attire - Oratory Skills - Personal Etiquette -
Emotional Intelligence - Mental Checks & Balance.
Unit-V: Organising Skills
Role Efficacy - Corporate Roles & Responsibilities - Organising Yourself & Organising Others -
Self Assessment Process

REFERENCES:
 Sherfeild, Developing Soft skills-Pearson Education.
 Murphy: Effective Business communication, TMH.
 Colin BEARD: Experiential Learning, Kogan Page.
 Anandamurugan, Placement Interview Skills for Success, TMH.
 Charles J. Given, Super Self: Doubling Your Personal Effectiveness
 Troels Richte, The 3 Pillars of Personal Effectiveness
 Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal
Change
 BarunMitra, Personality Development and Soft skills

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA21 STRATEGIC MANAGEMENT

Course Aim:
 To enable the students develop a holistic perspective about strategic management of an
organization.
Learning Outcome:
 To understand how to scan internal and external environment of an organization,
understand different types of strategies and structures, strategies of the competitors,
turnaround strategies, global strategies and strategic control. With that knowledge they
would be able to formulate strategies, change strategies if necessary and implement
strategies.

Unit-I: Strategic Inputs

Introduction to Strategic Management - Strategic Management and Competitiveness -
Technology and Technology Change - Vision, Mission and Objectives - Strategic Leaders -
Strategic Management Process. The External Environment: Opportunities - Threats -
Competition and Competitor Analysis - External Environmental Analysis - Segments of the
External Environment - Porters 5 Force Model. The Internal Environment: Resource -
Capabilities - Competencies and Competitive Advantages. Analyzing Internal Organization -
Building Core Competencies - Value Chain Analysis - Outsourcing.
Unit-II: Formulation of Strategic Actions
Business Level Strategy - Effectively Managing Relationships with Customers - The Purpose
of Business Strategy. Competitive Rivalry and Dynamics - A Model of Competitive Rivalry -
Competitor Analysis - Drivers of Competitive actions and responses - Competitive rivalry and
dynamics.
Unit-III: Corporate level Strategy
Levels of Diversifications and Reasons - Value Creating Diversifications. Strategic
Acquisitions & Restructuring: Popularity of Mergers & Acquisitions Strategies - Problems in
Achieving Acquisition Success - Restructuring.
Unit-IV: Global Strategy
Identifying International Opportunities and International Strategies - Strategic Competitive
Outcomes and Risk in an International Environment. Corporate Implications for Strategy -
Strategic Alliances - Corporate Level Cooperative Strategy - Competitive Risk with
Cooperative Strategies.
Unit-V: Structure and Controls with Organizations
Organizational Structure and Controls - Evolutionary Patterns of Strategy and Organizational
structure. Leadership Implications for Strategy - Entrepreneurial Implications for Strategy.

REFERENCES:
 Mital, Cases in Strategic Management, TMH.
 Mason A Carpenter et al.”Strategic Management: A dynamic Perspective” Pearson.
 Adrian & Alison” Strategic Management: Theory & Application” Oxford University Press.
 P. Subba Rao, Business Policy and Strategic Management, HPH.
 V.S.P. Rao, V. Hari Krishna; Strategic Management, Excel Books.
 Azhar Khazmi, Strategic Management & Business Policy, TMH.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA22 RESEARCH METHODOLOGY

Course Aim:
 To understand the theoretical perspective of research methodology and basic statistical
tools for analysis and interpretation of quantitative and qualitative data.
Learning Outcome:
 Students will be able to apply the principles of research methodology for the research
design for the various mini and major projects of the MBA programme. They will be able
to analyse the data statistically.

Unit-I: Research Methodology

Overview of Research Methodology: Research Problems - Types of Research - Research
Process - Ethics in Business Research - Limitations of Social Science Research. Observation
Studies and Research.
Unit-II: Design of Business Research
Research Design an Overview: Qualitative Research Vs Quantitative Research - Types of
Research Design - Validity of Research Design - Types of Designs.
Unit-III: Data Collection Methods & Tools
Primary Data - Secondary Data - Designing Questionnaire and Schedule of Questions.
Sampling Methods: Random - Non-Random Techniques – Tabulation - Interpretation and
Analysis of Data.
Unit-IV: Measurement of Scaling Techniques
Introduction - Objectives - Qualitative Research Vs Quantitative Measures - Classification
/Types of Measures - Characteristics of Instruments - Measurement of Scales - Errors in
Measurement. Types of Scales - Techniques of Comparative and Non-comparative Scaling
Techniques - Guidelines for Deciding Scales.
Unit-V: Report Writing & Bibliography
Introduction - Objectives - Format of a Report - Classification of the Report - Presentations
of the Report - Synopsis Vs Main Report - Footnotes - Importance of Hypotheses and
Objectives in Report Writing - Types of Reports - Report Format - Cover Page - Preliminary
Pages - Main Body - Appendices and Bibliography - Importance of Excel and SPSS in Report
Writing.

REFERENCES:
 Krishna Swamy, SIvakumar, Mathirajan - Management Research Methodology, Pearson
 R.Pannerselvam -Research Methodology-, PHI
 T N Srivatsava, Shailaja Rego -Business research Methods-TMH
 Business research Methods -Donald R cooper, Pamela S Schindler
 William.G. Zikmund- Business Research Methods, Thomson
 Business Research Methods-SL Gupta, Hitesh Gupta

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR II SEM
R18MBA23 ANNUAL REPORT ANALYSIS-CASE STUDY

Approach: CMIE Prowess Database/ANNUAL REPORT OF COMPANIES & MS-Excel.

Course Aim:
 To show annual reports of different companies to students so that they use then
knowledge gained in financial accounting and analysis and financial management for
analysis of performance of the organizations on multiple dimensions.

Learning Outcome: By the end of this mini project, students will be able to:
 Analyse balance sheet of an organization.
 Analyse profit and loss of an organization.
 Analyse investment portfolio of the organization.
 Analyse profitability ratios, asset turnover ratios, structural ratios and liquidity ratios.
 Forecast the future gaps in terms changing objectives of the organization.

EXERCISES:

1. Analysis of profitability ratios.

2. Analysis of structural ratios.
3. Analysis of asset turnover ratios.
4. Analysis of liquidity ratios.
5. Analyse Growth, Stability and Stock Performance.

REFERENCES:
 Refer Books Under Financial Accounting and Analysis, Financial Management.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR II SEM
R18MBA24 BUSINESS BEST PRACTICES-CASE STUDY

Course Aim:
 To enable students to understand the best practices followed by the organizations.

Learning Outcome:
 By understanding the best practices through internet and interaction with the company
executives, the students should be able to understand the best practices.
 By going through the works of the other classmates, the all students should be able to
understand many of the best practices and also will be able to suggest the next
practices.

The students may choose any of the following corporate practices or any other practices
and study with reference to any company:

1. Balanced Score Card.

2. Benchmarking.
3. Career Planning
4. Competency Mapping
5. Capability Maturity Model
6. People Capability Maturity Model (Level 5)
7. Performance Management System
8. Six Sigma
9. Talent Management
10. Any other functional systems, policies, practices may also be considered for studying.

Report: A report of the best practice must be prepared with the help of the information
available in the open source (example websites, news papers, business magazines). Formal
or informal interaction with the managers of the organization may also be attempted to
have better clarity.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR II SEM
R18MBA25 INNOVATIVE ENTREPRENEURSHIP-CASE STUDY

Course Aim:
 To understand how entrepreneurs are becoming successful. This is to inspire students to
become job providers rather than job seekers.

Learning Outcome:
 After doing field visit to any small or big organization and after interacting with the
entrepreneur and others in the organization, the students should be able to understand:

1. How to start a company?

2. How to choose the product and estimate demand for the product.
3. The problems of procurement of raw materials.
4. The marketing, HR and finance problems of the entrepreneur.
5. Growth alternatives available to the entrepreneur.

REPORT: A brief report of the understanding and observation should be submitted and
presented in the class.

REFERENCES:
 Raj Shankar, Entrepreneurship Theory and Practice, TMH.
 A G Krishnamurthy, Dhirubhaism, TMH.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR II SEM
R18MBA26 PROJECT WORK & VIVA-VOCE

THE FINAL PROJECT IS DIVIDED IN TO STAGE-I, STAGE-II AND MAIN PROJECT REPORT AND
VIVA.

Course Aim:
 Aim of multi stage evaluation is to enable students do original work on their own so that
they can get the benefit in terms of gaining practical knowledge and possible
employment.

Learning Outcome:
 After following the three stages mentioned below for doing project work students
should be able to:

1. Develop research design for their topic of research.

2. Understand the data requirements and collect data relevant for their research.
3. Analyse data and interpret results.

Stage-I: RESEARCH METHODOLOGY (Chapter I of the Main Report)

Students should be advised to do final MBA projects on topics close to the job they prefer to
do after MBA. The faculty should guide them and focus on the methodology of doing a
project so that the students can understand how to study the problems they come across
while working. The following is the suggested check list for doing STAGE I of the project.

Topic:
………………………………………………………………………………………………………………………………………………

Chapter I
Brief Introduction:
Review of literature:
Research Gaps:
Research Questions:
Objectives of the study:
Hypotheses:
Scope of the study:
Period of the study:
Sample:
Data Collection:
Primary Data:
Secondary Data:

Stage-II: STATISTICAL ANALYSIS (Chapter II of the main report)

Approach: Students should collect data for the main project from CMIE Prowess DATABASE
or any other source or from the field. Students are expected to use relevant statistical tools
Malla Reddy College of Engineering and Technology (MRCET) 35
 Master of Business Administration - R18

using Excel, SPSS, MINI TAB, or R and make a Seminar Presentation. This will the CHAPTER II
: Data Analysis of the main report.

Stage III: MAIN PROJECT REPORT AND VIVA (Chapter III of the Main Report).
In addition to the above two stages the students should write the third chapter on Data
Interpretation, Conclusion & Suggestions and submit the final report by including the
following.

REFERENCES:
Appendix I: Questionnaire (if any).
Appendix II: Definition of concepts, models, formulas used in the report.

NOTE: FACULTY SHOULD ADVISE STUDENTS TO GIVE ONLY REFERNCES TO THE WEBSITES
AND JOURNALS AND NOT TO DIRECTLY DOWNLOAD IN THE PROJECT REPORT. MAXIMUM
30% CAN BE DOWNLOADED AND REST SHOULD BE ORIGINAL.

After the submission of the report by consolidating the work done in stage 1, 2 and 3, an
external viva will be held by the University to give the grade as per the University
guidelines.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR II SEM
R18MBA27 INTERNSHIP

Course Aim:
 To ensure that students are constantly evolving and prepared for the fast-paced
Technology driven competitive world by working in any organization.
 Students should learn conceptual learning in real time business problems and also to
develop personal leadership traits, team work, an insight into a Cross Cultural
Environment and understanding organizational dynamics to be on par with industry
requirements.

Learning Outcome:
 Students will be transformed into business leaders with a industry ready skill set.
 Students will be able to understand
a) Management Functions and Organizational Structure
b) Organizational Dynamics in Terms of Organizational Behaviour, Culture, Climate
c) Functional Domain Knowledge
d) Processes and Systems
e) External and Internal Environment Impact on the Organization.

Approach to Internship:
 Students should take covering letter/s from the college, addressed to the
organization/professional institutions during the beginning of the fourth semester
coursework.
 The students in consultation with supervisor / mentor and head of the department
should choose any area / topic of Business Management as per the Syllabus prescribed
by the college.
 The students can approach any business organizations / corporate of both public and
private sectors, Government departments, Research organizations etc. for the
internship.
 The students should do the internship minimum for a period of 45 days.
 Internship Report has to be submitted to the department after approval by the
concerned supervisor/mentor and the Head of the department for the Power Point
(PPT) presentation for evaluation along with Semester end examinations.
 Internship Report is evaluated for 100 marks. The report has to be evaluated by the
Head, Supervisor/ mentor and the senior faculty of the department.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA28 CONSUMER BEHAVIOUR
(Marketing Elective)

Course Aim:
 To study the consumer behaviour concept in order to develop better marketing
programs and strategies.
Learning Outcome:
 The student will be able to evaluate the effectiveness of various consumer behaviour
components such as perception, attitude, decision making, and marketing ethics.

Unit-I: Understanding Consumer Behaviour

Defining Consumer Behaviour - Why to study Consumer Behaviour? - Understanding
Consumer through Research Process - Consumer Behaviour in a World of Economic
Instability - Rural Consumer Behaviour. Consumer Segmentation - Targeting and Positioning.
Segmentation & Branding - Rural Markets.
Unit-II: Environmental Influences on Consumer Behaviour
Influence of Culture - Sub Culture - Social Class - Social Group - Family and Personality.
Cross-Cultural Consumer Behaviour.
Unit-III: Consumer as an Individual
Personality and Self-Concept: Consumer Motivation - Consumer Perception - Consumer
Attitudes and Changing Attitudes - Consumer Learning and Information Processing.
Unit-IV: Consumer Decision Making Processes
Problem Recognition - Search and Evaluation - Purchasing Processes - Post Purchase
Behaviour. Models of Consumer Decision Making. Consumers and the Diffusion of
Innovations.
Unit-V: Consumerism and Ethics
Roots of Consumerism: Consumer Safety - Consumer Information - Consumer
Responsibilities - Marketer Responses to Consumer Issues - Marketing Ethics towards
Consumers.

REFERENCES
 David L. Loudon and Albert J.Della Bitta, Consumer Behaviour, TMH.
 S. Ramesh kumar, cases in Consumer Behaviour, Pearson.
 Suja R Nair, Consumer Behaviour in Indian perspective, HPH.
 Ramneek kapoor, N.Namdi O Madichie, Consumer Behaviour, TMH.
 Michael R.Solomon Consumer Behaviour, Tenth Edition, PHI.
 Ramanuj Majumdar, Consumer Behaviour, PHI.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA29 INTEGRATED MARKETING COMMUNICATIONS & SALES
(Marketing Elective)

Course Aim:
 The students are able to understand the principles and practices of marketing
communications along with role of sales function used by mentors.
Learning Outcome:
 The student will understand the prospects of promotional mix along with maintenance
of sales force, preparing and execution of sales budget.

Unit-I: Understanding Integrated Marketing Communication

Understanding Marketing Communication: Integrated Marketing Communication -
Integrated Marketing Communication as an Integral part of Marketing. Understanding
Consumer Behaviour - Understanding the Communication Process - Communication Mix.
Unit-II: Marketing Communication Mix
Creative Execution in Advertising: Execution on Online and Television - Getting that ‘Big
Idea’ of Creativity - Direct Marketing - Personal Public Relations - Mobile Advertising - Word
of Mouth - Village Farmers - Out of Home Media - World Wide Web Communications.
Unit-III: Regulation, Social and Ethical Aspects of Advertising and Promotion
Federal Regulation of Advertising: Regulations of Advertising and Promotion in India -
Regulation of other Promotional Areas - Social and Ethical Criticisms of Advertising - Ethical
Aspects of Advertising - Truth in Advertising - Advertising to Children - Advertising
Controversial Products - Social Aspects of Advertising.
Unit-IV: Sales Planning and Budgeting
Sales Planning Process: Sales Forecasting Methods - Sales Budgeting Process - Methods
used for Deciding Sales Budget - Types of Quotas and Quota Setting Procedure - Reasons for
Establishing or Revising Sales Territories - Routing and Scheduling Sales Persons - Market
Cost Analysis.
Unit-V: Sales Force Management
Recruitment and Selection of the Sales Force - Training the Sales Force - Sales Force
Motivation - Sales Force Compensation - Sales Force Control and Evaluation.

REFERENCES:
 George E Belch, Michael A Belch, Keyoor puravi , Advertising and Promotions – An
Integrated Marketing Communications perspective , TMH.
 Still, Cundiff, Govoni, Sales Management, Pearson.
 Krutishah, Alan D’Souza, Advertising and Promotions on IMC Perspective, TMH.
 Jaishri Jethwaney, Shruthi Jain, Advertising Management, Oxford.
 K. Sridhara Bhat , Sales and Distribution Management, HPH.
 Richard R Still, Edward W Cundiff, Norman A P Govoni, Sales and Distribution
Management, Pearson.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA30 LOGISTICS & SUPPLY CHAIN MANAGEMENT
(Marketing Elective)
Course Aim:
 It provides knowledge, skill, and competence to effectively managed logistics and supply
chain management of any small or large organisations.
Learning Outcome:
 The students enable themselves in implementing cost savings, latest techniques, and
competitive advantage in the field of logistics and supply chain management.

Unit-I Logistics and Competitive Strategy

Competitive Advantage: Gaining Competitive Advantage through Logistics - Integrated
Supply Chains. Competitive Performance: Models in Logistics Management - Logistics to
Supply Chain Management - Focus Areas in Supply Chain Management. Customer Service
and Retention: Basic Service Capability - Value added Services.
Unit-II: Measuring Logistics Costs and Performance
The Concept of Total Cost Analysis: Principles of Logistics Costing - Logistics and the Bottom
-Line. Impact of Logistics on Shareholder Value: Customer Profitability Analysis - Direct
Product Profitability - Cost Drivers and Activity-Based Costing.
Unit-III: Logistics and Supply Chain Relationships
Benchmarking the Logistics Process and SCM Operations: Mapping the Supply Chain
Processes - Supplier and Distributor Benchmarking - Setting Benchmarking Priorities.
Identifying Logistics Performance Indicators: Channel Structure - Economics of Distribution -
Channel Relationships - Logistics Service Alliances.
Unit-IV: Sourcing, Transporting and Pricing Products
Sourcing Decisions and Transportation in Supply Chain: Infrastructure Suppliers of Transport
Services - Transportation Economics and Pricing - Documentation - Pricing and Revenue
Management - Lack of Coordination and Bullwhip Effect - Impact of Lack of Coordination.
CRM - Internal Supply Chain Management.
Unit-V: Managing global Logistics and Gobal Supply Chains
Logistics in a Global Economy: Views of Global Logistics - Global Operating Levels -
Interlinked Global Economy. The Global Supply Chains: Global Supply Chain Business
Processes - Global Strategy - Global Purchasing - Global Logistics - Channels in Global
Logistics - Global Alliances -Issues and Challenges in Global Supply Chain Management.

REFERENCES:
 Donald J.Bowersox and David J.Closs: “Logistical Management” The Integrated Supply Chain
Process, TMH.
 Edward J Bradi, John J Coyle: “A Logistics Approach to Supply Chain Management, Cengage
Learning, New Delhi.
 Sunil Chopra and Peter Meindl: “Supply chain Management: Strategy, Planning and
Operation”, Pearson Education, New Delhi.
 Rahul V Altekar: Supply Chain Management, PHI Learning Ltd, New Delhi.
 Deepak P, Miiind M.Oka: “Supply Chain Management” Everest Publishing House, NewDelhi.
 Manish Bansal, Babita Singla: “Retail and Supply Chain Management “, Kalyani Publishers,
NewDelhi.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA31 SERVICES MARKETING
(Marketing Elective)
Course Aim:
 The objective of the course is to provide a deeper insight into the Marketing
Management of companies offering Services as product.
 The students are able to learn the concepts on customers and standardising, delivering
the quality service in the given market, and also facilitates important concepts of service
marketing.
Learning Objective:
 The students will be able to understand the characteristics of services, understand
consumer behaviour in services, align service design and standards, delivering service,
managing services promises.

Unit-I: Foundations of Service Marketing

Role of Services in Modern Economy: Service and Technology - Characteristics of Services
Compared to Goods - Services Marketing Mix - Staying Focusing on Customer. Gaps Models
of Service Quality - Customer Gap - Provider Gap and Closing Gap.
Unit-II: Focus on the Consumer
Consumer Behaviour in Services: Consumer Expectations in Service - Consumer Perceptions
of Service - Understanding Consumer Requirements - Listening to Customers through
Research - Building Customer Relationships and Service Recovery.
Unit-III: Aligning Service Design and Standards
Service Innovation and Design Challenges: Types of Service Innovations - Stages in Service
Innovation and Development - Service Blueprinting - High Performance Service Innovations -
New Service Development Processes. Customer Defined Service Standards: Factors - Types
and Development - Physical Evidence and the Services Cape. Customer Service Audit.
Unit-IV: Delivering and Performing Service
Employees Roles in Service Delivery - Customers Roles in Service Delivery - Delivering
Service through Intermediaries and Electronic Channels. Managing Demand and Capacity.
Unit-V: Managing Service Promises
Integrated Services Marketing Communications: Need for Coordination - Five Categories of
Strategies to Match Service Promises with Delivery. Pricing of Services: Three key ways that
Service Prices are different for Customers - Approaches to Pricing Services - Pricing
Strategies that link to the four value definitions.

REFERENCES:
 Christoper lovelock,Jochen wirtz, Jayanta Chatterjee, Services Marketing, Pearson.
 Valarie A.Zeithaml & Mary Jo-Bitner: Services Marketing – Integrating customer focus
across the firm, TMH.
 John E.G.Bateson, K.Douglas Hoffman: Services Marketing, Cengage Learning.
 Harsh V.Varma: Services Marketing text and cases, Pearson.
 Vinnie Jauhari, Kirti Dutta: Services- Marketing, Operations and Management, Oxford
University Press.
 Govind Apte: Services Marketing, Oxford Press.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA32 RETAILING MANAGEMENT
(Marketing Elective)

Course Aim:
 It explains the practices of retailing and also the complex nature and environment in
retailing management.
Learning Outcome:
 The students will learn the Modern Retailing Concepts and will able to link it to cases to
understand the present Retailing Trends.
 To understand shopping environment, retail formats, functions, retail operation and
promotion.

Unit-I: Introduction to Retail Management

Meaning of Retail & Retailing: History - Types - Functions - Utilities - Theories of Retailing - E-
Tailing - Structure of Indian Retail Industry - Global Retailing - Service Retailing - FDI Retailing
-Rural Marketing.
Unit-II: Retail layouts
Store Layout & Design: Merchandise Display Fixtures - Materials & Finishes - Floors - Interior
walls - Ceilings - Lightings - Music - Graphics- Exterior Signage - Interior Signage. Layouts for
E-Tailers: Merchandising & Assortment Plans - Merchandise Plan - Merchandise Plan for
basic Stocks Retail.
Unit-III: Understanding Shoppers and Shopping:
Shopping Environment: Shopping in a Socio Cultural Context - Shopping Process - Shopping
Behaviour - Lifestyle and Demographic Profile of Indian Shoppers - Shopping Patterns in
India.
Unit-IV: Pricing & Supply Chain Management
Pricing Objectives & Policies: Interactive Pricing Decisions - Different Pricing Strategies and
Price Adjustment Strategies. SCM & Competitive Advantages: Framework of Supply Chain
Management - SCM Network Structure - Supply Chain Business Process. Retail Inventory
Management: Retail Logistics Management - EDI in SCM.
Unit-V: Delivering Value though Retail Functions
Classification of formats: Ownership based - Store based - Non Store based - Other Retail
Formats - Value Based Model of Store Format Choice - Attribute based Model of Store
Format Choice. The Competitive Market Place: Non Price Decisions - Types of Competition -
Future Changes in Retail Competition.

REFERENCES:
 Piyush Kumar Sinha, Dwarika Prasad Uniyal, Managing Retailing, Oxford.
 Lusch, Dunne, Carver, Introduction to Retailing, Cengage Learning.
 Suja Nair, Retail Management, Himalaya Publication House.
 Aditya Prakash Tripathi, Noopur Agrawal, Fundamentals of Retailing (text and cases),
Himalaya Publication House.
 Swapna Pradhan, Retail Management-Text & Cases, TMH.
 Dr. Harjit Singh, Retail Management a global perspective text and cases, S. Chand.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA33 CUSTOMER RELATIONSHIP MANAGEMENT
(Marketing Elective)

Course Aim:
 It provides students, the knowledge of the fundamental aspects of developing and
managing CRM, the tools used in retention of customers also adds to effective course
frame.
Learning Outcome:
 The student will develop skill set to work on CRM framework, tools and various
approaches to retain customers in the market.

Unit-I: Customer Relationship Management

Introduction - Meaning and Definition of CRM - Importance of CRM - Concept and Growth of
Relationship Marketing - Scope of Relationship Marketing - Concept of Lifetime Customer
and Customer Loyalty - Benefits and Difficulties of CRM.
Unit-II: Building Customer Relationship
Process - Bonding Zero Customer Defections - CRM Framework - Market Share vs. Share of
Customers - Life Time Value of Customers.
Unit-III: CRM Process and Implementation
Customer Development Process - Customer Retention - Customer Satisfaction - Importance
of Customer Retention - Customer Retention Strategies - Customer Life Time Value - Types
of Relationship Management - CRM Process for B2B markets.
Unit-IV: Technological Support in CRM
Technological Applications in CRM: Types of Technological Applications in CRM - Customer
Databases and Information Systems. Database Marketing Strategies: CRM Software
Solutions for B2C and B2B Markets - Accounting Systems for Customer Acquisition and
Retention Costs - Customer Loyalty and Profitability through Technology.
Unit-V: E-CRM - Emerging Trend in CRM
Importance of e-CRM in Service Marketing - Challenges involved in Formulating and
Implementing e-CRM Strategies - e-CRM Architecture and its Components - Five engines of
e-CRM - Evolution of e-Customer and e-Marketing - e-CRM for Personalized Services.

REFERENCES:
 “Paul Greenberg”, CRM at the Speed of Light, TMH.
 “Baran, Galka and Strunk, Principles of CRM, Cengage Learning.
 “Subhasish Das”, Customer Relationship Management”, Excel Books.
 “Mukesh Chaturvedi and Abhinav Chaturvedi”, Customer Relationship Management –
An Indian Perspective, Excel Books.
 “Nath”, The Nuts & Bolts of CRM, TMH.
 “V.Kumar and Werner.J.Reinartz”, Customer Relationship Management, Wiley.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA34 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
(Finance Elective)
Course Aim:
 To students are able to know the investment alternatives, process and portfolio
management
Learning Outcome:
 The objective of this course is to provide the conceptual and Practical understanding of
Stock markets Equity & Bond Valuation, Cash market and also Mutual funds.

Unit-I: Investment Environment in India and Equity Valuation

Overview of Indian Financial System - Securities Trading in Stock Markets - Investment
Alternatives - The Investment Management Process. Equity Analysis & Valuation: Balance
Sheet Analysis - Equity Valuation Models - Intrinsic Value & Market Price - The P/E Ratio &
Earnings Multiplier Approach - CAGR - Price to Book value - Price to Sales Ratio - Economic
Value Added (EVA) and MVA.
Unit-II: Security Analysis
Fundamental Analysis - Technical Analysis - EMH (Efficient Market Hypothesis). Data Sources
and Contemporary Issues: Fundamental Data Sources - Technical Data Sources.
Unit-III: Portfolio Analysis
The Returns and Risks from Investing - Markowitz Portfolio Theory - Mean-Variance
Approach - Portfolio Selection - Efficient Portfolios - The Single Index Model - Capital Asset
Pricing Model - Arbitrage Pricing Theory.
Unit-IV: Bond Analysis & Valuation & management
Types of Bonds - Interest Rates - Term Structure of Interest Rates - Measuring Bond Yields -
Yield to Maturity - Yield to Call - Holding Period Return. Bond Pricing Theorems: Bond
Duration - Active and Passive Bond Management Strategies - Bond Immunization - Bond
Volatility - Bond Convexity.
Unit-V: Mutual Funds
Types of Mutual Funds Schemes - Structure - NAV (Net Asset Value) - Risk and Return.
Performance Evaluation Models: Sharpe Model - Treynor Model - Jensen Model - Fama’s
Decomposition. Trends in Indian Mutual Funds.

REFERENCES:
 William. F.Sharpe, Gordon J Alexander & J V Bailey: Fundamentals of Investments, PHI.
 Donald E Fischer, Ronald J Jordan: Security Analysis and Portfolio Management, Pearson.
 Prasanna Chandra: Investment analysis and Portfolio Management”, TMH.
 Punithavathi Pandian: Security Analysis and Portfolio Management, Vikas.
 M. Ranganatham, R. Madhumathi: Security Analysis and Portfolio Management,
Pearson.
 Kevin, SAPM, PHI.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA35 FINANCIAL INSTITUTIONS, MARKETS & SERVICES
(Finance Elective)

Course Aim:
 The objective of the course is to provide to students an understanding of Financial
Markets, the major institutions involved and the services offered within this framework.
Learning Outcome:
 The students will get enormous knowledge on Financial Institutions, Securities Markets,
and Financial Services.

Unit-I: Introduction
The Structure of Financial System - Equilibrium in Financial Markets - Indicators of Financial
Development - Financial System and Economic Development - Financial Sector reforms after
1991. Regulatory and Promotional Institutions: Function and Role of RBI - The Role and
Functions of SEBI. Performance of Non-statutory Financial Organization: IFCI - IRBI - NABARD
- SIDBI and SFCs.
Unit-II: Banking Institutions
Commercial Banks: Public and Private Sectors - Structure and Comparative Performance -
Competition - Interest Rates - Spread and NPAs. Bank Capital Adequacy Norms and Capital
Market Support. Banking Innovations: BPLR to Base Rate - Core Banking System - Financial
Inclusion - Current Rates: Policy Rates - Reserve Ratios - Lending/ Deposit Rates
Unit-III: Non Banking Financial Institutions
Structure and Functioning of Unit Trust of India and Mutual Funds - Growth of Indian Mutual
funds and their Regulation - Role of AMFI. Insurance Companies: Structure and Investment
Pattern of LIC - GIC and Other Insurance Companies - Competition - Innovation - Banc
assurance - Role of IRDA - Challenges Faced by Insurance Sector.
Unit-IV: Financial and Securities Markets
Structure and Functions of Call Money Market. Government Securities Market: T-bills
Market - Commercial Bills Market - Commercial Paper and Certificate of Deposits. Securities
Market: Organization and Structure - Listing - Trading and Settlement - SEBI and Regulation
of Primary and Secondary Markets.
Unit-V: Asset/Fund Based Financial Services
Lease Finance - Consumer Credit - Hire Purchase Finance. Factoring: Definition - Functions -
Advantages - Evaluation - Forfeiting. Bills Discounting - Housing Finance - Venture Capital
Financing. Fee-based Advisory Services: Stock Broking - Credit Rating.

REFERENCES:
 L. M. Bhole, Financial Institutions and Markets, TMH.
 M. Y. Khan, Financial Services, TMH.
 Vasant Desai: Financial Markets and Financial Services, Himalaya.
 Justin Paul and Padmalatha Suresh: Management of Banking and Financial Services,
Pearson.
 Gomez, Financial Markets, Institutions and Financial Services, PHI.
 R M Srivatsava: Dynamics of Financial Markets and Institutions in India, Excel.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA36 STRATEGIC INVESTMENT AND FINANCING DECISIONS
(Finance Elective)

Course Aim:
 To explain the role and nature of investment and financial strategies and its Relationship
to maximization of wealth/shareholders value.
 To discuss the impact of general and specific inflation on financial and investment
strategy decisions.
 To evaluate the motives for financial implications of M&A and lease financing.
Learning Outcome:
 To develop an understanding of the role of financial strategy, in the investing, financing
and resource allocation decisions within an organization.
 To develop an understanding of the various strategies those are in use to trade off risk
and return

Unit-I: Investment Decisions under conditions of Risk and Uncertainty

Concepts of Risk and Uncertainty: Risk Analysis in Investment Decisions - Risk Adjusted Rate
of Return - Certainty Equivalents - Probability Distribution of Cash Flows - Decision Trees -
Sensitivity Analysis and Monte Carlo Approach to Simulation. Investment Decisions under
Capital Constraints: Capital Rationing vs. Portfolio - Portfolio Risk and Diversified Projects.
Unit-II: Types of Investments and Disinvestments
Project Abandonment Decisions. Evidence of IRR: Multiple IRR - Modified IRR - Pure Simple
and Mixed Investments. Lorie Savage Paradox. Adjusted NPV and Impact of Inflation on
Capital Budgeting Decisions.
Unit-III: Critical Analysis of Appraisal Techniques
Discounted Pay Back: Post Pay Back - Surplus Life and Surplus Pay Back - Bail-out Pay Back.
Return on Investment: Equivalent Annual Cost - Terminal Value - Single Period Constraints -
Multi-period Capital Constraint and an Unresolved Problem. NPV Mean Variance Analysis:
Hertz Simulation and Hillier Approaches.
Unit-IV: Strategic Analysis of selected Investment Decisions
Lease Financing: Leasing vs. Operating Risk - Borrowing vs. Procuring. Hire purchase and
Instalments decisions. Lease Risk Management - Leasing as a Financing Decision.
Unit-V: Financing Decisions
Mergers and Acquisitions: Basic Issues - Strategy - Diversification and Mergers and
Acquisitions - Types of Mergers - Cost of Mergers. Government Guidelines for Takeover.
Problems on Mergers & Acquisitions. Defensive Strategies for Takeovers and Cases.

REFERENCES:
 Ravi M Kishore “Strategic Financial Management, Taxman.
 Nikiforos T. Laopodis, Understanding Investments-Theories and Strategies, Routledge.
 I. M. Pandey: Financial Management, Vikas.
 Brigham & Ehrhardt: Financial Management, Text and Cases, Cengage.
 G. V. Satya Sekhar, Strategic Financial Management, Himalaya Publishing House.
 MY Khan and PK Jain: Financial Management: Text, Problems & Cases, TMH.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA37 INTERNATIONAL FINANCIAL MANAGEMENT
(Finance Elective)

Course Aim:
 The objective of the course is to provide students with a broad view of International
Monetary Systems and its understanding to enable a global manager to do business in a
global setting.
Learning Outcome:
 The students are able to understand about MNC Financial Management.

Unit-I: International Financial Management

An Overview: Importance - Nature and Scope. International Business Methods. Recent
Changes and Challenges in IFM
Unit-II: International Flow of Funds
Balance of Payments (BoP): Fundamentals of BoP - Accounting components of BoP - Factors
Affecting International Trade flows - Agencies that Facilitate International Flows - Indian BoP
Trends. International Monetary System: Evolution - Gold Standard - Bretton Woods’s System
- the Flexible Exchange Rate Regime - Evaluation of Floating Rates - The Current Exchange
Rate Arrangement - The Economic and Monetary Union (EMU).
Unit-III: Foreign Exchange Market
Function And Structure of the Forex Markets: Major Participants - Types of Transactions and
Settlements Dates - Foreign Exchange Quotations. Process of Arbitrage: Speculation in the
Forward Market - Currency Futures and Options Markets, Overview of the other Markets:
Euro Currency Market - Euro Credit Market - Euro Bond Market - International Stock Market.
Unit-IV: Exchange Rates
Measuring Exchange Rate Movements: Factors Influencing Exchange Rates - Government
Influence on Exchange Rates - Exchange Rate Systems. Managing Foreign Exchange Risk.
International Arbitrage and Interest Rate Parity: Relationship Between Inflation - Interest
Rates and Exchange Rates - Purchasing Power Parity - International Fisher Effect - Fisher
Effect.
Unit-V: Asset-Liability Management
Foreign Direct Investment: International Capital Budgeting - International Capital Structure
and Cost of Capital - International Portfolio Management. International Financing: Equity -
Bond Financing - Parallel Loans. Payment Methods of International Trade: Trade Finance
Methods - Export–Import Bank of India - Recent Amendments in EXIM Policy - Regulations
and Guidelines.

REFERENCES:
 Alan C. Shapiro: Multinational Financial Management, John Wiley.
 Sharan. V: International Financial Management, PHI.
 Madhu Vij: International Financial Management, Excel.
 Ephraim Clark: International Finance, Thomson.
 P. G. Apte: International Financial Management, TMH.
 S. Eun Choel and Risnick Bruce: International Financial Management, TMH.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA38 STRATEGIC MANAGEMENT ACCOUNTING
(FINANCE ELECTIVE)

Course Objective:
 To enable the students to the components of product cost, their calculation methods,
and their control.
 To develop the students understanding of management and cost accounting principles
and techniques and their application to various decision making situations.
Learning Outcome:
 To distinguish between Management accounting and Cost Accounting. To understand
the detailed cost concepts, cost structure and elements of costs of manufacturing and
service organizations which have been facing dramatic changes in their business
environment.
 To identify and describe the elements involved in decision making, planning and control.
To identify and describe the future of Management Accounting System.

Unit-I: Introduction to Management Accounting, Cost Analysis and Control

Management Accounting Vs. Cost Accounting vs. Financial Accounting. Role of Accounting
Information in Planning and Control. Cost Concepts and Managerial Use of Classification of
Costs: Cost Analysis and Control - Direct and Indirect Expenses - Allocation and
Apportionment of Overheads - Calculation of Machine Hour Rate. An Introduction to Activity
Based Costing.
Unit-II: Costing for Specific Industries
Costing: Unit Costing - Job Costing - Cost Sheet and Tender and Process Costing and their
Variants - Treatment of Normal Losses and Abnormal Losses - Inter-Process Profits - Costing
for by-Products and Equivalent Production.
Unit-III: Marginal Costing-I
Introduction: Application of Marginal Costing in Terms of Cost Control - Profit Planning -
Closing Down a Plant - Dropping a Product Line - Charging General and Specific Fixed Costs -
Fixation of Selling Price - Make or Buy Decisions - Key or Limiting Factor.
Unit-IV: Marginal Costing-II
Selection of Suitable Product Mix: Desired Level of Profits - Diversification of Products -
Closing Down or Suspending Activities - Level of Activity Planning. Break-Even Analysis:
Application of BEP for Various Business Problems. Inter-Firm Comparison: Need For Inter-
Firm Comparison - Types of Comparisons - Advantages.
Unit-V: Budgetary Control
Budget: Budgetary Control - Steps In Budgetary Control - Flexible Budget. Different Types of
Budgets: Sales Budget - Cash Budget - Production Budget - Performance Budget - Zero Based
Budgeting. An Introduction to Cost Audit and Management Audit. Standard Costing:
Standard Cost and Standard Costing - Standard Costing Vs Budgetary Control - Standard
Costing Vs Estimated Cost - Standard Costing and Marginal Costing - Analysis of Variance -
Material Variance - Labour Variance and Sales Variance.

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REFERENCES:
 Hansen Mowen, Cost and Management Accounting& Control, Thompson Publications.
 S.P.Jain and K.L.Narang, Cost and Management Accounting, Kalyani Publishers, New
Delhi.
 M.Y. Khan, P.K. Jain, Management Accounting: Theory and Problems, TMH, New Delhi.
 James Jiambalvo, Managerial Accounting, John Wiley & Sons, Inc., New Delhi.
 Atkinson, Banker, Kaplan and Young, Management Accounting, PHI.
 Manash Gupta, Cost Accounting Principles and Practice, Pearson Education.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA39 FINANCIAL DERIVATIVES
(Finance Elective)

Course Aim:
 To make students efficient in the area of Derivatives, giving them the knowledge of
basics in Derivatives, Future Markets, Option Strategies, etc.
Learning Outcome:
 The students will understand the basic difference between stock market and derivatives
market.
 To understand the various types of derivatives and their calculation procedures.

Unit-I: Introduction to Derivatives

Introduction: Development and Growth of Derivative Markets - Types of Derivatives
Fundamental Linkages between Spot & Derivative Markets. The Role of Derivatives Market.
Uses & Misuses of Derivatives. Commodity Exchanges: MCX - NCDEX - NMCE - Role,
Functions & Trading.
Unit-II: Future and Forward Market
Structure of Forward and Future Markets: Mechanics of Future Markets. Hedging Strategies
Using Futures. Determination of Forward and Future Prices. Types of Futures: Interest rate
Futures - Currency Futures and Forwards.
Unit-III: Options
Distinguish between Options and Futures. Structure of Options Market. Principles of Option
Pricing. Option Pricing Models: The Binomial Model - The Black-Scholes Merton Model.
Unit-IV: Option Strategies
Basic Strategies - Advanced Strategies - Trading with Options - Hedging with Options -
Currency Options.
Unit-V: Swaps
SWAP: Concept and Nature - Evolution of Swap Market - Features of Swaps. Major Types of
Swaps: Interest Rate Swaps - Currency Swaps - Commodity Swaps - Equity Index Swaps -
Credit Risk in Swaps - Credit Swaps. Using Swaps to Manage Risk. Pricing and Valuing Swaps.

REFERENCES:
 John C Hull: Options, Futures and other derivatives, Pearson.
 M. Ranganatham & R. Madhumathi : Derivatives and Risk Management, Pearson
 S. L. Gupta: Financial Derivatives, PHI.
 Dubofsky, Miller: Derivatives Valuations and Risk Management, Oxford.
 Don M. Chance, Robert Brooks: Derivatives and Risk Management Basic, Cengage.
 Sundaram Das, Derivatives – Principles and Practice, McGraw Hill.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA40 PERFORMANCE MANAGEMENT
(HR Elective)

Course Aim:
 To give an understanding about performance management and reward system linked
with performance.
Learning Outcome:
 The students can understand the importance of performance Management,
Performance Appraisals, Reward System, and other performance related concepts.

Unit-I
Performance Management and Reward Systems in Context - Performance Management
Process - Performance Management Strategic Planning.
Unit-II
Defining Performance and Choosing a Measurement Approach - Measuring Results and
Behaviours. Gathering Performance Information - Implementing a Performance
Management System.
Unit-III
Performance Management and Employee Development - Performance Management Skills.
Unit-IV
Reward Systems and Legal Issues - Managing Team Performance.
Unit-V
Bench Marking - Six Sigma - Competency Mapping - Balance Score Card - Pygmalion Effect.

REFERENCES:
 Herman Aguinis, “Performance Management” Pearson.
 Lance A Berger & Dorothy R Berger “The Talent Management Hand Book”, TMH.
 B D Singh, “Performance Management System- a holistic approach” excel Books.
 Prem Chadha “Performance management” Macmillan.
 Srinivas K Kandula “Performance Management” PHI.
 R K Sahu : Performance Management System, Excel.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA41 TRAINING & DEVELOPMENT
(HR Elective)

Course Aim:
 To enable the students to understand the design of training, implementation and
evaluation of training programs in the organization.
Learning Outcome:
 The student after completing the course will be familiar with how to do training need
analysis, understand various training methods, design training programs, implement
training programs and evaluate effectiveness of training programs.

Unit-I: Training in Organizations

Trends in Training - Career Opportunities in Training - Important Concepts and Meanings -
Integrating OD - Strategy and Training - Aligning Training Design with Learning Process.
Unit-II: Need Analysis and Training Design
The Training Need Analysis (TNA) Model - TNA and Design - Organizational Constraints -
Developing Objectives - Facilitation of Learning and Training Transfers to the Job.
Unit-III: Training Methods
Matching Methods with Outcomes - Lectures and Demonstrations - Games and Simulations
- OJT - Computer Based Training (CBT).
Unit-IV: Implementation & Evaluation of Training
Development of Training - Implementation - Transfer of Training - Major Players in Training
& Development - Resistance to Training Evaluation - Types of Evaluation.
Unit-V: Areas of Organizational Training
Orientation Training - Diversity Training - Sexual Harassment Training - Team Training - Cross
Cultural Training - Training for Talent Management and Competency Mapping.

REFERENCES:
 P.Nick Blanchard, James W. Thacker, A.Anand Ram, ” Effective Training”, Pearson.
 Raymond A Noe, Amitabh Deo Kodwani, “Employee Training and Development”
McGraw Hill.
 Rolf Lynton, Uday Pareek “Training for Development” Sage.
 Jean Barbazette-Training Needs Assessment: Methods, Tools, and Techniques- Wiley.
 Raynold A. Svenson-The Training and Development Strategic Plan Workbook- PHI.
 John Pulparampil- Training for Development-Thompson publications.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA42 MANAGEMENT OF INDUSTRIAL RELATIONS
(HR Elective)
Course Aim:
 The aim of the course is to enable HR elective students develop awareness towards
labour laws. The students will understand how to deal with legal problems emanating
from employer and employee relations in organizations.
Learning Outcome:
 The student understands the industrial relations, its importance in HR and various
Labour Laws like Factories Act, Wage and Bonus Act and Dispute Preventive and
Corrective Mechanisms. They will also understand the role of Trade Unions, Settlement
of disputes, Collective Bargaining, Wage Policy.

Unit-I: Industrial Relations

Introduction - Dunlop’s Industrial Relations Systems - Characteristics of Indian IR System.
Trade Unions: Union Purpose - Trade Union - Functions - Methods - Politics - Types of
Unions. Trade Unions in India: Union Structure and Characteristics. Recognition of Unions:
States Provisions for Recognition. Rights of Recognized Unions - Unfair Labour Practices.
Unit-II: Settlement of Disputes
Role of State Dispute Settlement Machinery and its Instruments. Legislation: Causes of
Disputes - Right to Strike - Major Strikers - Tripartite and Bipartite Bodies - Standing Orders
and Grievance Procedure.
Unit-III
Collective Bargaining - Conciliation - Arbitration - Adjudication - The Industrial Dispute Act
1947 - Labour Welfare Work - Labour Welfare Officer - Worker’s Participation.
Unit-IV
Wage Policy and Wage Regulation Machinery - Wage Legislation - Payment of Wages Act
1936 - The Payment of Bonus Act, 1965
Unit-V
The Factories Act 1948 - Mines Act 1952 - Industrial Relations and Technological Change.

REFERENCES:
 Mamoria, Mamoria, Gankar “Dynamics of Industrial Relations” Himalaya Publishing
House.
 C.B.Mamoria, VSP Rao “personnel management- text & cases”, Himalaya.
 J.A.Kulkarni, Asha Pachpande, Sandeep Pachpande, “Case Studies in Management”,
pearson.
 Padhi “Labour and Industrial Relations” PHI.
 Arun Monappa,Ranjeet Nambudiri,Selvaraj “ Industrial Relations and Labour Laws”,
TMH.
 Ratna Sen “Industrial Relations-Text and cases “Macmillan Publishers.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA43 INTERNATIONAL HUMAN RESOURCE MANAGEMENT
(HR Elective)

Unit-I: Introduction to IHRM

Basics of IHRM Importance: Definition - Nature - Scope and Components of IHRM Strategy -
Functions - Difference between Domestic HRM and IRHM. Overview of International HR
Activities: HR Planning - Recruitment - Selection - Training and Development - Performance
Management - Remuneration - Repatriation - Employee Relations - Approaches to the Study
of Employment Policy across Countries.
Unit-II: International Recruitment and Selection
Approaches to International Recruitment: Ethnocentric - Polycentric - Geocentric – Region
centric. Selection Process: Factors Effecting in Expatriate Selection Process - Technical Ability
- Cross-cultural Suitability - Individual Adjustments - Family Adjustments. IHRM Practices:
USA - UK - Japan and India, A comparative study.
Unit-III: Managing HRM in Virtual Organization, Globalization & HRM
Meaning - Features and Types of Virtual Organizations - Advantages and Disadvantages -
Managing HR in Virtual Organizations - Impact of Globalization on Employment - HRD -
Wage & Benefits - Collective Bargaining - Participative Management - Ethical Issues in HR.
Unit-IV: IHRM Model of India
Culture and Indian Managers - Indian Managers - Responses to HR Practices across the
World - Implication for Multinationals - MNCs Skill based approach and Staff Training and
Development Priority - The Global Managers and Future Organizations - India’s Response to
Universalization of HR Principles - Policies and Practices - Cross-Convergence.
Unit-V: Special Issues in IHRM
Challenges of Globalization and Implications of Managing People and Leveraging Human
Resources for competitive advantage - Impact of IT on Human Resource Management - IT
and HR - Out Sourcing HR - Globalization - Quality of Work Life and Productivity -
Reorienting Work Force through HR Interventions - Women Expatriates and their Problems -
Exit Policy and Practices - Impact on Participative Management and Quality Circles.

REFERENCES:
 N. Sengupta & Mousumi, S. Bhattacharya, International HRM, Excel Books.
 P.L. Rao, International Human Resource Management – Text and Cases, Revised Edition,
Excel Books- New Delhi.
 Edwards - International HRM, Pearson Education.
 K. Aswathappa - International Human Resource Management Sadhna Dash Text and
Cases, Tata McGraw Hill Publishing Company Ltd.
 P. Subba Rao, International Human Resource Management Himalaya Publishing House
Dr. Nilanjam Sengupta- International Human Resource Management Excel Books, New
Delhi.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA44 COMPENSATION & REWARD MANAGEMENT
(HR Elective)

Course Aim:
 It enables the student understand the concepts issues and challenges of compensation
and reward management.
Learning Outcome:
 The student understands how to design the compensation for various levels of jobs in
the organization, designing the compensation for special groups. Government and legal
issues in compensation design.

Unit-I
The Pay Model Strategy: The Totality of Decisions - Defining Internal Alignment - Job
Analysis - Evaluating Work - Job Evaluation - Person-based Structures.
Unit-II
Defining Competitiveness - Designing Pay Levels - Mix and Pay Structures - Pay for
Performance. The Evidence Pay for Performance Plans.
Unit-III
Performance Appraisals - Benefits Determination Process - Statutory Benefits including
Health Care - Employee Welfare and Retirement Benefits.
Unit-IV
Compensation of Special Groups - Union Role in Wage and Salary Administration.
International Pay Systems.
Unit-V
Government and Legal Issues in Compensation. Public Sectors Pay Management: Making it
work.

REFERENCES:
 George T Milkovich, Jerry M Newman, C S Venkata Ratnam” TMH.
 B D Singh “Compensation and Reward Management” Excel Books.
 Joseph J.Martocchio “Strategic Compensation” Pearson.
 Kanchan Bhatia “Compensation Management” Himalaya.
 Henderson “Compensation Management in a Knowledge Based World”, Pearson.
 Michale Armstrong” Employee Reward” University Press.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA45 LEADERSHIP & CHANGE MANAGEMENT
(HR Elective)

Course Aim:
 To empower the students with the concepts, theories and approaches to lead
organizations. The knowledge gained will help the students to feel confident to add
value to the organizations.
 The course enables the student to understand the concept change management. This
will help them to emerge as leaders in the organizations.
Learning Outcome:
 The students will be able to understand in definitions, concepts and process of
leadership.
 The will also understand the approaches and theories of leadership, leadership styles,
leadership types like transactional leadership, transformational leadership, team
leadership.
 The student understands the need to bring change, how to design change in the
organizations, role of leadership in change management, change communication and
resistance to change and the role of HR in change management.

Unit-I: Introduction and Skills Approach to Leadership

Definition - Components of Leadership - Trait Approach to Leadership: Strengths - Criticisms
- Applications - Skills Approach to Leadership - Ohio State Studies - Michigan Studies - Blake
and Mouton’s Leadership Gird: Strengths - Criticisms - Applications.
Unit-II: Contingency Leadership
Contingency Theory Description - Leadership Styles - Situational Variables - Strengths and
Criticisms - Applications of Contingency Approach - Path-Goal Theory: Strengths - Criticisms -
Applications. Transformational Leadership: Strengths - Criticisms – Applications. Servant
Leadership: Definition - Ten Characteristics of Servant Leader - Strengths - Criticisms -
applications.
Unit-III: Organizational Design and Change
Strategic Level Change - Group and Team Level Change - Individual Level Change.
Organizational Structure - Organizational Culture and Management of Change - Resistance
to Change - Organizational Learning - Power - Politics and Organizational Change- Ethics and
Managing Change.
Unit-IV: Employee Relations and Managing Change
The Management of Change - Technological Change. Management of Change - Evaluating
and Promoting Change.
Unit-V: Communicating the Change
Importance of Communication in Change Management. Communicating during the Change
Period and Process - Developing Feedback Mechanism and Skills. Organisational Change
Behaviour: Aspects of Leader - Rejoice the Abilities of Followers. Gap and Mapping the
Change.

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REFERENCES:
 Peter G. Northouse “Leadership: Theory & Practices” Sage Publications.
 Mark Hughes, “Managing Change – a critical perspective”, Universities Press.
 Adrian Thornhill, Phil Lewis,Mike Millmore. Mark N K Saunders “Managing change”,
Pearson.
 Richerd L. Hughes, Leadership, Mc. Graw Hill, New Delhi
 Uday kumar Haldar, “leadership & team building”, Oxford
 Gary Yukl, “Leadership in Organizations” Pearson.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA46 BUSINESS INTELLIGENCE
(Systems Elective)
Course Aim:
 It enables the student understand the concepts of Business Intelligence.
Learning Outcome:
 The student understands Data Ware Housing, Data Mining for Business Intelligence,
Business Rules and Business Intelligence Implementation.

Unit-I: Introduction to Business Intelligence

The Business pressure-Responses and support model-Definition of BI- Architecture of BI-
Styles of BI-vent-Driven alerts-A cyclic process of Intelligence Creation. The value of Business
intelligence-Value driven and Information use-Performance metrics and key performance
indicators-horizontal use cases for BI.
Unit-II: Data Ware Housing-Definitions and concepts
DW process an Innovation-Data Warehousing Implementation-Data warehousing
Administration-Security Issues and future trends. Business Performance Management-
Overview Strategic plan, monitor, performance measurement, BPM methodologies-BPM
Techniques-Performance dashboard and scorecards.
Unit-III: Data mining for Business Intelligence
Data mining concepts and definitions-Data mining applications- Artificial neural Networks
for data mining. Text and web mining-Natural language processing-Text mining applications-
Text mining process-tools-Web mining overview-Web content overview-Web structure
mining-Web usage mining.
Unit-IV
Business Rules-the value preposition of business rules-Business rules approach-Business rule
system sources of business rules and management approach.
Unit-V
Business intelligence implementation-Business Intelligence and integration implementation-
connecting in BI systems- Issues of legality- Privacy and ethics- Social networking and BI.

REFERENCES:
 Efraim Turban et al. “Business Intelligence”, Pearson Education.
 David Loshin “Business Intelligence”, Elsevier.
 Rajiv Sabherwal “Business Intelligence” Wiley Publications.
 Philo Janus, Stacia Misner, Building Integrated Business Intelligence Solutions with SQL
Server, 2008 R2 & Office 2010, TMH.
 Nina Godbole & Sunit Belapure “Cyber Security” Wiley India.
 Jawadekar, MIS Text and Cases, TMH.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA47 DATABASE MANAGEMENT SYSTEMS
(Systems Elective)
Course Aim: To give an understanding Data Warehousing and Data Management concept.

Unit-I: Managing Data

Individual Data Management, Organizational Data Management, Components of
Organizational Memory, Evaluation of Database Technology File-Oriented Systems: Meeting
the Need for Random Access Processing Information as Resource, Other Limitations of
Traditional File Systems, Data Base Systems, Hierarchical Network Model Systems,
Relational Database Systems - Database Systems: Hardware, Software, Data, People and
Relationship of the four System Components.
Unit-II: Database Systems in the Organizations
Data Sharing and Data Bases – Sharing Data Between Functional Units, Sharing Data
Between Different Levels of Users, Sharing Data Between Different Locations, The Role of
the Data Base, Strategic Data Base Planning – The Need for Data Base Planning, The Data
Base Project, The Data Base Development Life Cycle (DDLC).
Unit-III: Risks and Costs of Database
Organizational Conflicts – Development Project Failures – System Failure – Overhead costs –
Need for Sophisticated Personnel – Separating Physical and Logical Data Representation –
Client / Server Data Base Architecture, Three-Level Data Base Architecture.
Unit-IV: Data warehousing Introduction
What is a Data warehouse, who uses Data warehouse, Need for Data warehouse,
Applications of Data Warehouse concepts. The Data warehouse Data Base: Context of Data
warehouse Data Base, Data Base Structures – Organizing Relational Data warehouse – Multi-
Dimensional Data Structures – Choosing a Structure, Getting Data into the Data warehouse
– Extraction, Transformation, Cleaning, Loading and Summarization, Meta Data – Human
Meta Data, Computer Based Meta Data for people to use, Computer-based Meta Data for
the computer to use.
Unit-V Analyzing the Contexts of the Data warehouse
Active Analysis, User Queries – OLAP, OLAP Software Architecture – Web Based OLAP,
General OLAP Product Characteristics, Automated Analysis – Data Mining, Creating a
Decision Tree, Correlation and Other Statistical Analysis, Neural Networks, Nearest
Neighbour Approaches, Putting the Results to Use. Constructing A Data warehouse System:
Stages of the Project - The Planning Stage – Justifying the Data warehouse – Obtaining User
Buy-in – Overcoming Resistance to the Data warehouse – Developing a Project Plan, Data
warehousing Design Approaches – The Architecture Stage – The Data warehouse Data Base
– The Analysis Architecture – Data warehouse Hard Ware.
REFERENCES:
 Richard T Watson: Data Management Data Bases and Organisations, 5/E , Wiley – India
 Berson Smith, Data Warehousing, Data Mining 7 OLAP, TMH.
 Marakas : Modern Data Warehousing, Mining, and Visualization Core Concepts, Pearson
 Sivanandam, Data Mining Techniques and Tasks, Thomson
 Gary W Hansen, James V Hansen: Data Base Management and Design, PHI.
 Michael J.A. Berry, Gordon S. Linoff, Data Mining Techniques, Wiley -India.

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 Master of Business Administration - R18

MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA48 DECISION SUPPORT SYSTEMS
(Systems Elective)

Course Aim:
 It enables the student understand how to build and implement Decision Support system.
Learning Outcome:
 The student understands Decision Support System benefits, types, building and
implementation, DSS Software tools, Group Decision Supportive System, and Data
Warehousing.

Unit-I: Introduction to Decision Support System (DSS)

How DSS evolved- DSS Benefits-Systems, Information Quality and Models-Dataflow diagram
Information quality- Types of DSS- DSS hierarchy- Generalizing DSS categories.
Unit-II: Building and implementing DSS
DSS on the centre corporate systems- Internet and client/ Server computing in DSS- DSS on
standalone system-Choosing a DSS Hardware environment.
Unit-III: DSS software tools
Standard Package-specialized tools and Generators-Programming language for DSS- Building
DSS- DSS development process-Project development participants-Overcoming Resistance of
Change- Models in DSS.
Unit-IV: Group Decision Support System
Why group DSS? –Group Vs Individual activities-Media richness and Task Types-Types of
Group DSS-Group DSS in use today-Group ware products.
Unit-V: Data Warehousing
DW-DW concepts- The DW database-Database structure-Getting the data into the data
warehouse- Metadata.

REFERENCES:
 Efrem G.Mallach” Decision Support and Data Warehouse Systems” TMH.
 Efraim Turban “Decision Support and Busines Intelligence Systms” Pearson.
 Dhiraj Sharma: Foundations of I T, Excel.
 Nina Godbole & Sunit Belapure, “Cyber Security” Wiley India.
 Jawadekar, MIS Text and Cases, TMH.
 Dr Milind M Oka “Cases in Management Information system ‘Everest.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA49 E-BUSINESS
(Systems Elective)

Course Aim:
 It enables the student understand the concepts of Electronic Business.
Learning Outcome:
 The student understands E-Business, its Models, E-Business plans, E-Business Application
and Securing E- Business.

Unit-I
Electronic Business- Understanding new Internet Economy and Business-E-business an e-
commerce-Features of E-Business- Advantages of E-Business- Business Environment-
Establishing E-Business.
Unit-II
E-Business Models- E-Business Structure- E-Business models- E-Business model Design-IT
infrastructure requirement of E-business models.
Unit-III
Creating E-Business plans- software programs to create a business- Phases /Aspects of E-
Business- e-Marketing and sales Strategies-website and portal management.
Unit-IV
E-Business Applications- Characteristics o E-Business applications-Project palming approach
for E-Business applications- Application Integration- application in various domains.
Unit-V
Securing your e-business- risk Management- business continuity planning-Network and web
site security website Defacement-Security audit and Penetration Testing.

REFERENCES:
 Kulkarni et al. “E-Business” Oxford.
 Dave chaffey, e-business & e- commerce management- strategy, implementation and
practice, 5th edition, Pearson.
 Napier et al “Creating A Winning E-Business” Cengage.
 Parad Diwan, Sunil Sharma: e-commerce A Manager's Guide to e-business, Excel.
 Elias M Awad, Electronic Commerce, PHI.
 Jawadekar, MIS Text and Cases, TMH.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA50 CYBER SECURITY
(Systems Elective)
Course Aim:
 It enables the student to understand Cyber crime, Tools and methods used in cyber
crime and Cyber Security.
Learning Outcome:
 The student understands the cyber crimes. Computer forensic system and Cyber
Security.

Unit-I: Cyber Crime

Mobile and Wireless devices-Trend mobility-authentication service security-Attacks on
mobile phones-mobile phone security Implications for organizations-Organizational
measurement for Handling mobile-Security policies and measures in mobile computing era.
Unit-II
Tools and methods used in cyber crime-Proxy servers and Anonymizers- Phishing- Password
cracking-Key loggers and Spy wares-Virus and worms-Trojan Horse and Backdoors
Steganography-SQL Injection-Buffer overflow-Attacks on wireless network.
Unit-III
Understanding computer forensic-Historical background of cyber forensic-Forensic analysis
of e-mail-Digital forensic life cycle-Network forensic-Setting up a computer forensic
Laboratory-Relevance of the OSI 7 Layer model to computer Forensic-Computer forensic
from compliance perspectives.
Unit-IV
Forensic of Hand –Held Devices-Understanding cell phone working characteristics-Hand-
Held devices and digital forensic- Toolkits for Hand-Held device-Forensic of i-pod and digital
music devices-Techno legal Challenges with evidence from hand-held Devices.
Unit-V
Cyber Security –Organizational implications-cost of cybercrimes and IPR issues-Web threats
for organizations: the evils and Perils-Social media marketing-Security and privacy
Implications-Protecting people privacy in the organizations-Forensic best practices for
organizations.

REFERENCES:
 Nina Godbole & Sunit Belapure “Cyber Security”, Wiley India.
 Harish Chander, “cyber laws & IT protection”, PHI learning pvt.ltd.
 Dhiren R Patel, “Information security theory & practice”, PHI learning pvt ltd.
 Ms. M. K. Geetha & Ms. Swapne Raman “Cyber Crimes and Fraud Management”
Macmillan.
 Pankaj Agarwal : Information Security & Cyber Laws (Acme Learning), Excel.
 Vivek Sood, Cyber Law Simplified, TMH.

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MALLA REDDY COLLEGE OF ENGINEERING & TECHNOLOGY

(Autonomous Institution-UGC, Govt. of India)
MBA II YEAR I SEM
R18MBA51 INFORMATION SYSTEM CONTROL AND AUDIT
(Systems Elective)

Course Aim:
 It enables the student understand the concepts of Information System and Control.
Learning Outcome:
 The student understands the audit standards, Audit Process, Computer assistance Audit
tools, Managing Audit tools and Strategy and Standards for Auditing.

Unit-I
Audit and review the role of Information Technology-Audit standards-Importance of audit
standard independence- AICPA preannouncement- The need for IT audit function- role of
the IT auditor-Legal implications.
Unit-II
Audit process in an information Technology Environment-Risk Assessment-Audit budget-
Objectives and context-preliminary review-Field-work and implementing audit
Methodology-Documenting results.
Unit-III
Computer Assistance Audit tools- Auditor productivity tools-Flowcharting Techniques-
Flowcharting an Analytical tool- Defining critical data-Flowcharting technique-Generalizing
audit software-Computer forensic.
Unit-IV
Managing IT audits- Establish a career development and planning-Evaluating IT audit quality-
criteria for IT audit quality-IT auditing in new millennium-code of ethics and professional
standards-Private industry-Management consultancy.
Unit-V
Strategy and standards for auditing- Strategic planning- communication- demand
management-Architecture and standards- Business architecture- application and
information architecture-Architecture functions.

REFERENCES:
 Sandra Senft & Fredrick “Information Technology Control and Audit “CRC Press.
 D P Dube, V P Gulati, Information System Audit and Assurance – Includes case studies
and chelists from the banking industry, TMH.
 Nina Godbole & Sunit Belapure “Cyber Security”, Wiley India.
 Jawadekar, MIS Text and Cases, TMH.
 Dr. Milind M Oka “Cases in Management Information Systems, Everest.
 Subash Chandra Das-Management Control Systems : Principles and Practices-PHI

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