VIJAYANAGARA SRI KRISHNADEVARAYA UNIVERSITY

Department of Studies in Business Administration

Distribution of Courses/Papers in Postgraduate Programme I to IV Semester as per Choice Based Credit System (CBCS) Proposed
for PG Programs
2nd- SEMESTER

Teaching Credit
Semester Marks hours/week Duration of
No. Category Subject code Title of the Paper Sem. exams(Hrs)
IA Exam Total L T P
DSC6 24MBA2C6L Financial Management 30 70 100 4 - - 4 3

DSC7 30 70 100 4 - - 4 3
SECOND 24MBA2C7L Business Research Methods

DSC8 24MBA2C8L Operations management& supply 30 70 100 4 - - 4 3

chain Management
DSC9 24MBA2C9L Human capital Management 30 70 100 4 - - 4 3

DSC10 24MBA2C10L Strategic Management 30 70 100 4 - - 4 3

SEC2 24MBA2S2L/ Organisational Behaviour 20 30 50 1 1 - 2 1
T
24MBA2C3P
DSE7P2 Business Research Methods (Lab) 20 30 50 - - 4 2 2

24MBA2C4T 20 30 50 - 2 - 2 -
DSC6T2 Financial Management

Total Marks for 2nd Semester 650 21 3 4 26

 Dept Name: Department of Studies in Business Administration Semester-II,
DSC 6: Financial Management

Course Title: Financial Management Course Title: Financial

Management
Course code: 24MBA2C6L Course code: 24MBA2C6L
Course Credits: 04 Course Credits: 04
Total Contact Hours: 56 Total Contact Hours: 56

Unit Description Hours

. Introduction: Meaning, objectives and scope, role of financial manager,
finance functions, financing, investment and dividend decisions, objectives of
1 financial management-Profit maximizations Vs. Wealth maximization. 10
Introduction to Indian financial system, Financial markets, financial
instruments, financial institutions and financial services.
Time Value of Money: Importance, Theory and applications on Future value
of single cash flow and annuity, present value of single cash flow, annuity &
2 10
perpetuity. Theories on Simple interest & Compound interest including Loan
amortization. Introduction to Leverages.
Financing Decisions: Introduction to Long-term sources of finance,
Discussion on potentiality of equity shares, preference shares, debentures and
bonds as long-term sources of finance. Concept and approaches of capital
3 structure decision- NI, NOI, traditional, Modigliani & Miller approach; 12
Capital structure practices in leading Indian companies. Cost of capital-cost of
equity, cost of preference, cost of debentures and retained earnings, Weighted
Average Cost of Capital (WACC).
Investment Decisions: Approaches of project- concept, process and
techniques of capital budgeting and its applications, risk and uncertainty in
4 capital budgeting; Capital budgeting practices in leading Indian companies. 12
Working Capital Management – Concept, Types and Factors influencing
working capital requirements.
Dividend Decisions: Concept of retained earnings, Relevance and irrelevance
theories of dividend decision; Introduction to dividend decision models -
5 12
Walter’s model, Gordon’s model and Modigliani & Miller model, factors
affecting dividend decision.
References:
1. Financial Management - Khan M. Y. & Jain P. K, 6/e, TMH, 2011.
2. Financial Management - Pandey I. M, 10/e, Vikas.
3. Financial Management - Prasanna Chandra, 8/e, TMH, 2011
4. Financial Management, Rustagi, Taxman Publications
5. Fundamentals of Financial Management - Brigham & Houston, 10/e, Cengage
Learning.
Dept Name: Department of Studies in Business Administration Semester-II
DSC7: Business Research Methods

Course Title: Business Research Methods Course code: 24MBA2C7L

Total Contact Hours: 56 Course Credits: 04
Formative Assessment Marks: 30 Duration of ESA/Exam: 3
Summative Assessment Marks: 70
Course Outcomes (CO’s):
At the end of the course, students will be able to:
1. Conduct business research
2. Collect and analyse data using quantitative and qualitative techniques
3. Examine potential investment decisions
4. Apply critical thinking skills in order to evaluate different research
approaches in Business
Unit Description Hours
Meaning, types, process of research- Why Study Business Research? Defining the
research problem, formulating the research Hypothesis, developing the research
proposals, research design formulation, sampling design, planning and collecting
1 10
the data for research, data analysis and interpretation. Research Application in
business decisions, Features of good research study
Business Research Design-Introduction and significance of research design- Types:
Exploratory and Conclusive Research Design. Exploratory Research: Meaning,
purpose, methods- Literature search, experience survey, focus groups and
comprehensive case methods. Conclusive Research Design - Descriptive Research -
2 Meaning, Types – Cross sectional studies and longitudinal studies. Experimental 12
Research Design – Meaning and classification of experimental designs- formal and
informal, Pre experimental design, Quasi-experimental design, True experimental
design, statistical experimental design
Sampling - Concepts- Types of Sampling - Probability Sampling – simple random
sampling, systematic sampling, stratified random sampling, cluster sampling -Non
3 12
Probability Sampling – convenience sampling, judgemental
sampling, snowball sampling- quota sampling - Errors in sampling.
Data Collection- Primary and Secondary data Primary data collection methods -
Observations, survey, Interview and Questionnaire, Qualitative Techniques of
data collection, Questionnaire design – Meaning
4 - process of designing questionnaire. Secondary data -Sources – advantages and 12
disadvantages. Basic measurement scales-Nominal scale, Ordinal scale, Interval
scale, Ratio scale. Attitude measurement scale - Likert’s Scale,
Semantic Differential Scale, Thurstone scale, Multi-Dimensional Scaling.
Data Analysis and Report Writing- Editing, Coding, Classification, Tabulation,
Validation Analysis and Interpretation- Report writing and presentation of results:
5 10
Importance of report writing, types of research report,
report structure, guidelines for effective documentation.

References:
1. Mahadevan B., Operations Management , Pearson
2. Steveneson Operations Management, McGraw Hill
3. Saxena, Production and Operations Management TMH
 Dept Name: Department of Studies in Business Administration Semester-II
DSC8: Operations Management and Supply Chain Management

Course Title: Operations Management Course code: 24MBA2C8L

and Supply Chain Management
Total Contact Hours: 56 Course Credits: 04
Formative Assessment Marks: 30 Duration of ESA/Exam: 3
Summative Assessment Marks: 70

Unit Description Hours

Introduction to Operations Management, Trends of manufacturing and service
sector in India, Services as a part of operations management, operations
management key functional areas, challenges in operations management, current
priorities in operations management, Operations strategy , relevance of operations
1 strategy, strategy formulation process, options for strategic decisions in operations , 10
trade off in operations strategy, world class manufacturing practices, Emerging
context for operations strategy, sustainability in operations, reverse logistics, SDGs,
Design for sustainability
Forecasting-Forecasting process-approaches to forecasting-accuracy & control
forecasting techniques- Using Forecast information-Product& Service Design-
Value Analysis- Issues in Product & Service design- Global Product Design- Phases
in Product Design & Development- Capacity Planning- Determinants of effective
2 10
capacity – Developing capacity alternatives- Evaluating alternatives – Process
selection – Facilities layout – Job Design – Work measurement- Globalisation in
operations- Factors affective location decision, location planning methods, key
issues in location planning.
TQM and TPM: Total quality management- Management gurus- Quality awards-
Total Quality Management Process Improvement – Quality Control-Statistical
3 Process control –Process Capability- Acceptance Sampling- TPM, Six sigma quality 12
control.
Supply Chain Management and capacity analysis
Fundamental concepts in Supply Chain Management, SCM components, SCM
Process orientation , Bullwhip effect, Design of Supply Chains, Importance and
sourcing of supply chain, strategic sourcing, procurement process, Measures for
4 12
sourcing and SCM, Make or Buy decisions, e- Procurement, process and capacity
analysis, process flow charting, BPR, Measures of capacity, Capacity planning
framework, decision tree for capacity planning
Inventory management and scheduling
Master scheduling process-Overview of MRP- MRP inputs, processing and outputs-
MRP in services- ERP- Overview of JIT- Building blocks of JIT- Transitioning to a
5 12
JIT System- JIT in services, Need for scheduling- Scheduling alternatives- Loading
of machines, Scheduling of flow shops, scheduling of job shops, mass production
systems , theory of constraints

References:
1.Mahadevan B., Operations Management , Pearson
2.Steveneson Operations Management, McGraw Hill
3.Saxena, Production and Operations Management TMH
 Dept Name: Department of Studies in Business Administration Semester-II
DSC9: Human Capital Management

Course Title: Human Capital Management Course code: 24MBA2C9L

Total Contact Hours: 56 Course Credits: 04
Formative Assessment Marks: 30 Duration of ESA/Exam: 3
Summative Assessment Marks: 70

Course Outcomes (CO’s):

At the end of the course, students will be able to:
1. Analyze HRM functions, principles, Job analysis that facilitates students
to design a job description and job specification for various levels of
employees.
2. Synthesize knowledge on effectiveness of recruitment process, sources
& understanding of systematic selection procedure.
3. Identify the various training methods and design a training program.
4. Understand the concept of performance appraisal process in an organization.

Unit Description Hours

Overview of HCM-Meaning, Scope, Importance and functions of human
1 resource of Management, human resource department structure and human 10
capital, Role of HR Managers in the organization.
Staffing in Organizations- Job Analysis and Design-Job enrichment and
enlargement, job rotation, job specifications and descriptions, job evaluation
2 12
methods. The hiring process, staff selection methods, employee turnover and
absenteeism, employee termination.
Training and Development in Organizations-Employee training programs,
3 new hire orientation, employee discipline methods, Carriers planning, 10
Succession planning, Employee engagements and Talent management.
Performance Appraisals-Administrative and developmental uses of
performance appraisals, common appraisal methods, management by
4 12
objective. Employee Compensation Issues-Types of compensation systems,
compensation equity, mandatory and voluntary benefits, incentives.
Current Issues and Trends in HCM- Approaches to global staffing, cultural,
5 age diversity, gender diversity, workplace violence, alternative work 12
arrangements.
References:
1. Decenzo and Robbins, Human Resource Management-Prentice Hall of India.
2. Garry Dessler and Biju Varkkey, Human Resource Management, Pearson
Education, New Delhi
3. Michael Armstrong: Handbook of Human Resource Management, Kogan Page.
4. V.S.P Rao, Human Resource Management, Text and Cases, Excel Books,
New Delhi.
5. AK. Ghosh, Human Resource Management (with cases), Manas Publications,
New Delhi.
6. T. V. Rao & D. F. Pereira, Recent Experiences in HRD ,Oxford & IBH, New Delhi.
7. Gary Dessler and BijuVarkkey (2013), Human Resource Management,
Person Publication, 12th Edition.
 Dept Name: Department of Studies in Business Administration Semester-II
DSC10: Strategic Management
Course Title: Strategic Management Course code: 24MBA2C10L
Total Contact Hours: 56 Course Credits: 04
Formative Assessment Marks: 30 Duration of ESA/Exam:3
Summative Assessment Marks: 70

Unit Description Hours

Introduction to strategic management and Business Policy: (A) Evolution
genesis, historical perspective of evolution, evolution based managerial
practices. The concept of strategy, schools of thought on strategic formation,
levels at which strategy operates, strategic decision making and issues
associated with it. Elements and strategic management process and models of
strategic management process. (B) Hierarchy o f strategic intent –
understanding strategic intent, concepts of stretch, leverage and fit, Vision –
1 12
Nature, definition, benefits and process. Mission – Meaning and Definition,
Formulation, communication and characteristics. Business Definition,
Dimensions of business definitions, levels at which business school defines
the product/service concept, business model. Goals and objectives –
Meaning, role, characteristics, issues, formulation, balance score card
approach to objective setting, critical success factors and key performance
indicators.
Environment – (A) External Environment - Concept, characteristics,
Environmental taxonomy, Environment scanning – factors, approaches,
sources, methods and techniques used, pitfalls. Appraising – factors affecting
environmental appraisal, identifying environmental factors, structuring
environmental appraisal. (B) Internal environment – Concept, Sources,
behavior, strengths and weaknesses, synergistic effects, capabilities
2 (Financial, Marketing, Operations, Personnel, Information Management, 12
General Management), competencies and competitive advantage. (C)
Organizational appraisal - Factors affecting, approaches, sources of
information, methods and techniques used ( for Internal analysis,
Comparative analysis, comprehensive analysis) (D) Structuring organizational
appraisal – preparing organizational capability profile , preparing strategic
advantages profile.
Types of Strategies :Functional strategies ,Business strategies and corporate
3 12
strateg ies. A) Functional strategies – Vertical fit, horizontal fit, Functional
Plans
and policies (functional, financial, marketing, operational, personnel,
information management, integration of all these plans). (B) Business strategies
– Foundations, industry structure, positioning of the firm in an industry.
Generic business strategies – Cost leadership, differentiation, focus. Tactics (for
business strategies) – timing tactics, market location tactics. Business
conditions for different industry conditions (Embryonic stage, growth stage,
strategies (Expansion strategies, stability strategies, retrenchment strategies,
combination strategies, concentration strategies). Integration strategies
(horizontal and vertical), diversification strategies (relevance, risk,
concentric/related, conglomerate/unrelated, risks associated
with it).
 Strategic Analysis and choice: (A) Process of strategic choice (focusing,
analyzing and evaluating strategic alternatives, choosing among strategic
alternatives). (B) Tools and techniques for strategic analysis (corporate
portfolio analysis, SWOT analysis, experience curve analysis, life cycle
analysis, industry analysis, strategic group analysis, competitive analysis).
4 10
(C) Subjective factors and strategic choice (consideration for government
policies, perceptions of CFS and distinctive competencies, commitment to
past strategic actions, strategic decisions time and attitude to risk, internal
political considerations, timing and competitive considerations). Contingency
strategies and strategy plan.
Strategy implementation, Evaluation and control: (A) Activating strategies –
nature and barriers to implementation, interrelationship of formulation and
implementation, models of strategy implementation. (B) Implementation –
project implementation, procedural implementation, resource allocation,
structural implementation, behavioral implementation, operational
implementation. (C) Strategic evaluation– Nature and importance of
5 evaluation and control, participants, barriers and requirements of strategic 10
evaluations. (D) Control – (a) Strategic control, Nature and importance,
premise control, implementation control, strategic surveillance, special alert
control. (b) Operational control, process evaluation, setting standards,
measurement of performance, analyzing variances, taking corrective actions,
techniques of strategic control (evaluation techniques for strategic control,
evaluation techniques for operationalcontrol)

References:
1. Strategic Management and business policy – Azhar Kazmi, Tata McGraw-
Hill -Companies
2. Strategy and Structure – Alfred C.Chandler.
3. Strategic Management – Alex Miller and Irwin.
 Dept Name: Department of Studies in Business Administration
Semester-II
SEC 2: Organisation Behaviour
Course Title: Organisation Behaviour
Course code: 24MBA2S2L/T
Total Contact Hours: 30 Course Credits: 02
Formative Assessment Marks: 20 Duration of ESA/Exam: 1 Hour
Summative Assessment Marks: 30

Course Outcomes (CO’s):

At the end of the course, students will be able to:

1. Demonstrate understanding and application of Concepts and principles of
Organizational behavior, perception and personality.
2. Improving practical experience in the field of Management and Organization
Behaviour
3. Develop skills and ability to work in groups to achieve organizational goals.
4. Develop a greater understanding about Behavioral aspects to analyze the concepts
related to individual behavior, attitude, and personality.

Unit Description Hours

Individual Behavior: Personality – Types – Factors influencing personality –
Theories; Learning – Types of learners – The learning process – Learning
1 theories; Attitudes – Characteristics – Components – Formation – 10
Measurement- Values; Perceptions – Importance – Factors influencing
perception – Interpersonal perception, Impression Management. Emotions
and Moods in workplace
Group Behavior: Organization structure – Formation – Groups in
2 organizations – Influence – Group dynamics – Interpersonal Communication; 10
Team building - Interpersonal relations – Group decision making techniques;
Meaning of conflict and its types, Conflict Redressal process
Leadership and Power: Leadership – Meaning, importance, traits, styles and
Theories. Leaders Vs Managers. Sources of power – Power centers – Power
3 and Politics; Motivation at work – importance, need, types and its effects on 10
work behavior. Motivation Theories : Maslow’s, Herzberg, etc.

References:
1. Fred Luthans, “Organizational Behaviour”, (2019)12th Edition, McGraw Hill
2. Stephen P. Robbins, “Organizational Behaviour, (2018) , 8th Edition, Prentice Hall
3. Aswathappa K, (2017), Organizational Behaviour (Text, Cases and Games). 12th
Edition, Himalaya Publication House.
 Dept Name: Department of Studies in Business
Administration Semester-II
DSC7P2: Business Research Methods (Lab)

Course Title: Business Research Methods (Lab) Course code: 24MBA2C3L

Total Contact Hours: 30 Course Credits: 02
Formative Assessment Marks: 20 Duration of ESA/Exam: 2 Hours
Summative Assessment Marks: 30

Course Outcomes (CO’s):

At the end of the course, students will be able to:
1 To understand the basic usage of SPSS/Excel/Any Statistical Software

2 Collect and analyze data using quantitative and qualitative techniques

3 Apply critical thinking skills in order to evaluate different research approaches

in Business.

Unit Description Hours

Data Management: Research in Behavioral Science, Types of data,
Classification, Reliability and Validity, Sources of Research Data, Data
1 10
Cleaning, Hypothesis testing. Descriptive Statistics: Measures of Central
Tendency.
Measures of Variability, Percentiles, Quartiles and Inter quartile Range,
2 Skewness, Kurtosis, Comparing Mean: One sample t-test, independent 10
sample t-test, Paired sample t-test,
Chi Square test, Correlation and Regression Analysis. Analysis of Variance:
3 10
ANOVA and MANOVA
References:

1 Donald R Cooper, Pamela S Schindler, JK Sharma, “ Business Research

Methods”, McGraw Hill

2 Ranjit Kumar Research Methodology Sage Publications

3 Pannerselvam, R., Research Methodology, Prentice Hall of India, New Delhi.

 Dept Name: Department of Studies in Business
Administration Semester-II
DSC6T2: Financial Management

Course Title: Financial Management Course code: 24MBA2C4T

Total Contact Hours: 30 Course Credits: 02
Formative Assessment Marks: 20 Duration of ESA/Exam:
Summative Assessment Marks: 30

Course Outcomes (CO’s):

At the end of the course, students will be able to:
1. Apply time value of money in real life situations
2. Identify investment decisions, financing decisions and dividend decisions
3. Evaluate various investment decisions and financing decisions
4. Estimate working capital requirements of firm

Unit Description Hours

Time Value of Money: Problems on Future value of single cash flow and
annuity, present value of single cash flow, annuity & perpetuity. Problems on
1 Simple interest & Compound interest including Loan amortization. Problems 10
on Leverages Analysis-Financial, Operating and combined leverage, EBIT-
EPS analysis.
Financing and Dividend Decisions: Problems on Capital Structure decisions
and Problems on Cost of capital-cost of equity, cost of preference, cost of
2 10
debentures and retained earnings, Weighted Average Cost of Capital
(WACC). Walter’s model, Gordon’s model and Modigliani & Miller model
Investment Decisions: Problems on techniques of capital budgeting and its
applications, risk and uncertainty in capital budgeting; Capital budgeting
3 10
practices in leading Indian companies. Determination of operating cycle and
cash cycle. Estimation of working capital requirements of a firm.
References:
1. Financial Management - Khan M. Y. & Jain P. K, 6/e, TMH, 2011.
2. Financial Management - Prasanna Chandra, 8/e, TMH, 2011
3. Financial Management, Rustagi, Taxman Publications
CBCS Question Paper Pattern for PG Semester End Examination
with Effect from the AY 2024-25

Disciplines Specific Core (DSC) and Discipline Specific Elective (DSE)

Paper Code: Paper Title:
Time: 3 Hours Max. Marks: 70
Note: Answer any FIVE of the following questions with Question No. 1 (Q1) Compulsory, each
question carries equal marks.
Q1. 14 Marks
Q2. 14 Marks
Q3. 14 Marks
Q4. 14 Marks
Q5. 14 Marks
Note: Question No.1 to 5, one question from each unit i.e. (Unit I, Unit II, ….). The Questions may be a
whole or it may consists of sub questions such as a,b, c etc…
Q6. 14 Marks
Note :Question No.6, shall be from Unit II and III, the Question may be a whole or it may consists of sub
questions such as a,b, c etc…
Q7. 14 Marks
Note: Question No.7, shall be from Unit IV and V,the Question may be a whole or it may consists of sub
questions such as a,b, c etc…
Q8. 14 Marks
Note: Question No-8 shall be from Unit II, Unit III , Unit IV and Unit V. The question shall have the
following sub questions and weightage. i.e a – 05 marks, b – 05 marks, c – 04 marks.
 Skill Enhancement Courses (SECs)

Paper Code: Paper Title:

Time: 1 Hours Max. Marks: 30

There shall be Theory examinations of Multiple Choice Based Questions

[MCQs] with Question Paper set of A, B, C and D Series at the end of each
semester for SECs for the duration of One hour (First Fifteen Minutes for the
Preparation of OMR and remaining Forty-Five Minutes for Answering thirty
Questions). The Answer Paper is of OMR (Optical Mark Reader) Sheet.

Method for Evaluation of Evaluation Methods Max Marks = 50

Tutorials Sl. no
1 Case Study 20
2 Financial Quiz 10
3 Solving Numerical 20
questions