Download - Syllabus Term3 10 Aug
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Entrepreneurship Development Institute of India
(A registered autonomous and notThe IDBI Bank Ltd., ICICI Ltd., IFCI Ltd. &
Syllabus Manual
PGDBM Program(August
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 1 of 35
Entrepreneurship Development Institute of India
(A registered autonomous and not-for-profit institution promoted by The IDBI Bank Ltd., ICICI Ltd., IFCI Ltd. & SBI with support from Govt. of Gujarat)
Syllabus Manual – Term
PGDBM Program AY 2010 –August Batch)
Bangalore
Entrepreneurship Development Institute of India
profit institution promoted by SBI with support from Govt. of Gujarat)
Term III
12
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Sl. Subject
23 Total Quality Management
24 Corporate Social Responsibility
Marketing Specialization Paper
25 Consumer Behaviour & CRM
26 Logistics & Supply Chain Management
27 Services Marketing
28 Retail Marketing
29 Business Marketing
Finance Specialization Paper
30 Investment Analysis & Portfolio Management
31 Banking & Insurance
32 Wealth Management & Financial Planning
33 Strategic Finance
34 Advanced Management Accounting
HRM Specialization Paper
30 Training & Development
31 Performance Management & Competency Mapping
32 Legal Environment & Industrial Legislations
33 Recruitment & Selection
34 Organisational Development
Current Events
Placement Activity
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 2 of 35
Subjects – Term III(Partial List)
Credit Faculty
Total Quality Management 1.5 P.S Gopinath
Corporate Social Responsibility 1.5 Ajay Dixit
Paper
& CRM 3.0 P.N Nanaiah
Logistics & Supply Chain Management 3.0 Hemanth Kumar S
3.0 Alok Chhajer
3.0 L Surendra
1.5 Mohan Kuruvilla
Investment Analysis & Portfolio Management 3.0 Kiran Bindu
3.0 A.S. Velpanur
Management & Financial Planning 3.0 Balaji Rao
3.0 Punith Cariappa
Advanced Management Accounting 1.5 Poonam Namjoshi
Training & Development 3.0 Renu Kotian
agement & Competency Mapping 3.0 Venugopal J
Legal Environment & Industrial Legislations 3.0 HAC Poppen
Recruitment & Selection 3.0 Jaishree Desai
Organisational Development 1.5 Swapan K Nandy
--
-- Dr. Vishal Arora
Bangalore
P.S Gopinath
.N Nanaiah
Hemanth Kumar S
Alok Chhajer
L Surendra
Mohan Kuruvilla
Kiran Bindu
A.S. Velpanur
Balaji Rao
Punith Cariappa
Poonam Namjoshi
Renu Kotian
Venugopal J
HAC Poppen
Jaishree Desai
Swapan K Nandy
Dr. Vishal Arora
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1Definition of Quality, Evolution of the Concept of Quality, Quality Management Philosophies, Contributions by Deming, Juran and others.
Unit 2Statistical Concepts in QualityStatistical Process Control, Process Capability.
Unit 3Concept of Total Quality ControlManagement Commitment, Customer Focus, Quality Circles, Deming Prize.
Unit 4Total Quality ManagementConcepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO 9000, ISO 14000, Malcolm Baldrige Award.
Unit 5TQM in Services, Measuring Service Quality, Concept o
Unit 6World Class Practices- Six Sigma Movement, Total Productive Maintenance, Business Process Re-engineering, JitProduction Techniques
Reference Books:
1. Besterfield, ''Total Quality Management"2. Juran, "Quality Control Handbook"3. Masaaki Imai, "Kaizan4. K. Sreedhar Bhatt, "Total Quality Management"
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 3 of 35
Total Quality Management
Definition of Quality, Evolution of the Concept of Quality, Quality Management Philosophies, Contributions by Deming, Juran and others.
in Quality- Emergence of SQC, The 7 Tools of Quality, Statistical Process Control, Process Capability.
Concept of Total Quality Control- Salient Features, Total Involvement, Top Management Commitment, Customer Focus, Quality Circles, Deming Prize.
Total Quality Management- Continuous Improvement, Suppliers as Partners, Concepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO 9000, ISO 14000, Malcolm Baldrige Award.
TQM in Services, Measuring Service Quality, Concept of Servqual.
Six Sigma Movement, Total Productive Maintenance, engineering, Jit-Kanban, Waste Elimination and Lean
Besterfield, ''Total Quality Management"---Pearson Education,Juran, "Quality Control Handbook"Masaaki Imai, "Kaizan-The Key To Japan's Competitive Success"K. Sreedhar Bhatt, "Total Quality Management"
Bangalore
Definition of Quality, Evolution of the Concept of Quality, Quality Management
Emergence of SQC, The 7 Tools of Quality,
Salient Features, Total Involvement, Top Management Commitment, Customer Focus, Quality Circles, Deming Prize.
Continuous Improvement, Suppliers as Partners, Concepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO
Six Sigma Movement, Total Productive Maintenance, Kanban, Waste Elimination and Lean
Delhi
The Key To Japan's Competitive Success"
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Corporate Social Responsibility
Sr. No.
Topic
1. Course Outline, Objectives and Expectations.
Classroom Exercise
2. Introduction of CSR
3. Trends in CSR & its key focus area.
4. Concept of Social Entrepreneurship & CSR
5. Bottom of Pyramid – CSR challenges
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 4 of 35
Corporate Social Responsibility
CoverageTraining Material / Selected
Students will be informed about the course outline providing detailed information about this course, its objectives, and outcome. This will be followed by the expectations of course in-charge and students.
Outcome of the course and its relevance for choosing CSR as a career option will be discussed.
Briefing about group assignment/ project
Classroom exercise
Classroom exercise
Group assignment/ project
Definition, relevance and need for internalization of CSR and sustainability management for corporates.
CSR – Is it a good career option? Discussion and debate.
Introduction of CSR
Benefits of CSR
Social Responsibility
Current trends in CSR
Criticism of CSR
Future of CSR
Criticism of CSR
Future of CSR
Social Entrepreneurship as an innovative tool for CSR
Cases of successful social enterprises established by corporates
Social Entrepreneurship innovative tool for CSR
Case studies of social enterprises
Success stories of CSR at bottom of pyramid
Video films
Bangalore
Training Material / Selected Readings
Classroom exercise
Group assignment/ project
Introduction of CSR
Benefits of CSR
Social Responsibility
Criticism of CSR
Future of CSR
Social Entrepreneurship – an innovative tool for CSR
Case studies of social enterprises
Video films
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Sr. No.
Topic
6. CSR and Public Sector Organizations.
7. CSR practices in corporate sector and its impact.
8. Development Sector status report
Reference Books:
1. Training material of Prof. Ajay Dixit2. ‘Corporate Social Responsibility and International Development’ by Michael
Hopkins- published by Earthscan, London. 3. ‘Social Responsibility of Business Enterprises’ by C.S. Sakar
New Century Publications, New Delhi
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 5 of 35
CoverageTraining Material / Selected Readings
Cases from Public Sector Organizations about current CSR practices – classroom debate, discussions and presentations.
CSR related cases of Public Sector Organizations
Cases from corporate sector about their CSR activities and its impact – classroom debate, discussions and presentations.
Cases from corporate world.
Project submission and presentation by participants on ‘Development Sector Status Report’
Conclusion and Feedback
Presentation by participants.
Training material of Prof. Ajay Dixit‘Corporate Social Responsibility and International Development’ by Michael
published by Earthscan, London. ‘Social Responsibility of Business Enterprises’ by C.S. Sakar New Century Publications, New Delhi
Bangalore
Training Material / Selected Readings
CSR related cases of Public Sector Organizations
Cases from corporate world.
Presentation by participants.
‘Corporate Social Responsibility and International Development’ by Michael
‘Social Responsibility of Business Enterprises’ by C.S. Sakar – published by
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Consumer Behaviour & CRM
Unit 1Its Origins and Strategic Applications- Development of the Marketing Concept- Customer Value, Satisfaction & Retention- The Impact of Digital Technologies on Marketing Strategies- Marketing Ethics & Social Responsibility- Consumer Behaviour and Decision Making are Interdisciplinary- A simplified model of Consumer decision making.
Unit 2Consumer Decision Process- Problem Recognition –- Information Search, Alternative Evaluation and Selection, - Outlet Selection and- Purchase, Post Purchase Behavior and Customer Satisfaction.
Unit 3Individual Determinants of Consumer Behaviour: - Role of Motivation; - Personality and Consumer Behaviour; - Consumer Perception; Consumer Learning; Consumer Attitudes
and Change; - Consumer Values and Lifestyles.
Unit 4External Determinants of C- Influence of Culture and Subculture; - Social Class and Consumer Behaviour; - Reference Groups and Family Influences; - Cross Cultural Consumer Behaviour and International Perspective.- Opinion leadership and the diffusion of innovations - Marketing implications of the above influences.
Unit 5The Borderless Consumer Market and buying behaviour - Consumer buying habits and perceptions of emerging non- Research and applications of consumer responses to direct marketing
approaches - Issues of privacy and ethics.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 6 of 35
Consumer Behaviour & CRM
Its Origins and Strategic ApplicationsDevelopment of the Marketing Concept
Satisfaction & RetentionThe Impact of Digital Technologies on Marketing StrategiesMarketing Ethics & Social ResponsibilityConsumer Behaviour and Decision Making are InterdisciplinaryA simplified model of Consumer decision making.
Decision Process– Methods of Problem Solving;
Information Search, Alternative Evaluation and Selection,
Purchase, Post Purchase Behavior and Customer Satisfaction.
Individual Determinants of Consumer Behaviour:
Personality and Consumer Behaviour; Consumer Perception; Consumer Learning; Consumer Attitudes –
Consumer Values and Lifestyles.
External Determinants of Consumer Behavior:Influence of Culture and Subculture; Social Class and Consumer Behaviour; Reference Groups and Family Influences; Cross Cultural Consumer Behaviour and International Perspective.Opinion leadership and the diffusion of innovations
rketing implications of the above influences.
The Borderless Consumer Market and buying behaviour Consumer buying habits and perceptions of emerging non-store choicesResearch and applications of consumer responses to direct marketing
Issues of privacy and ethics.
Bangalore
– Formation
Cross Cultural Consumer Behaviour and International Perspective.
store choicesResearch and applications of consumer responses to direct marketing
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Customer Relationship Management
Unit 6The What, Why, When and How?- CRM : What is CRM? Really? Common Misconceptions- What is a Customer?- How do we define CRM? Let Me Count The Ways- What is CRM Technology?- Customer Life Cycle - CRM is not Sales Management
Father’s(or Mother’s)- Why does your company need CRM? Customer Lifecycle Management- Convincing the Stakeholders.
Unit 7eCRM – The Newest Thing - Customer Strategy : Whom do you want to Reach?- Brand Strategy : Why Brand Is at the Forefront of Next- CRM Strategy : Capabilities for Creating the customer experience- CRM concepts: Acquiring customers, customer loyalty, and optimizing
customer relationships. - CRM defined: success factors, the three levels of Service/ Sales Profiling,
Service Level Agreements (SLAs), creating and managing effective SLAs.
Unit 8CRM in Marketing: One-toCross Selling & Up Selling, CustoProfitability & Value Modeling, Channel Optimization, EventCRM and Customer Service: The Call Centre, Call Scripting, Customer Satisfaction Measurement.
Unit 9Sales Force Automation -Management. Field Force Automation. CRM links in eRelationships on the Internet, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Supplier Relationship Management (SRM), Partner relationship Management (PRM).
Unit 10Analytical CRM: Managing and sharing customer data - Customer information databases, Ethics and legalities of data use.- Data Warehousing and Data Mining
Analysis (MBA), Click stream Analysis, Personalization and Collaborative Filtering.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 7 of 35
Customer Relationship Management
The What, Why, When and How?CRM : What is CRM? Really? Common Misconceptions
How do we define CRM? Let Me Count The WaysWhat is CRM Technology?
CRM is not Sales Management – Contact Management : Not Your
Why does your company need CRM? Customer Lifecycle ManagementConvincing the Stakeholders.
The Newest Thing - The New CRM Imperative –Customer Strategy : Whom do you want to Reach?Brand Strategy : Why Brand Is at the Forefront of Next-gen CRMCRM Strategy : Capabilities for Creating the customer experienceCRM concepts: Acquiring customers, customer loyalty, and optimizing
tionships. CRM defined: success factors, the three levels of Service/ Sales Profiling, Service Level Agreements (SLAs), creating and managing effective SLAs.
to-one Relationship Marketing, Cross Selling & Up Selling, Customer Retention, Behaviour Prediction, Customer Profitability & Value Modeling, Channel Optimization, Event-based marketing. CRM and Customer Service: The Call Centre, Call Scripting, Customer Satisfaction Measurement.
Sales Process, Activity, Contact, Lead and Knowledge
Field Force Automation. CRM links in e-Business: E-Commerce and Customer Relationships on the Internet, Enterprise Resource Planning (ERP), Supply
(SCM), Supplier Relationship Management (SRM), Partner relationship Management (PRM).
Analytical CRM: Managing and sharing customer data Customer information databases, Ethics and legalities of data use.Data Warehousing and Data Mining concepts. Data analysis: Market Basket Analysis (MBA), Click stream Analysis, Personalization and Collaborative
Bangalore
Contact Management : Not Your
Why does your company need CRM? Customer Lifecycle Management
CRM Strategy : Capabilities for Creating the customer experienceCRM concepts: Acquiring customers, customer loyalty, and optimizing
CRM defined: success factors, the three levels of Service/ Sales Profiling, Service Level Agreements (SLAs), creating and managing effective SLAs.
mer Retention, Behaviour Prediction, Customer based marketing.
CRM and Customer Service: The Call Centre, Call Scripting, Customer
Sales Process, Activity, Contact, Lead and Knowledge
Commerce and Customer Relationships on the Internet, Enterprise Resource Planning (ERP), Supply
(SCM), Supplier Relationship Management (SRM), Partner
Customer information databases, Ethics and legalities of data use.concepts. Data analysis: Market Basket
Analysis (MBA), Click stream Analysis, Personalization and Collaborative
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 11CRM Implementation: Defining success factors, preparing a business plan - requirements, justification, processes- Choosing CRM tools: Defining functionalities, Homegrown versus out
sourced approaches- Managing customer relationships: conflict, complacency, Resetting the CRM
strategy- Selling CRM .internally: CRM development Team, Scoping and prioritizing,
Development and delivery,
Reference Books:
1. Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John Wiley & Sons, Canada, Ltd.
2. Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT 3. Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND
KEEPING CUSTOMERS IN INTERNET REAL TIME 4. Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO
CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley Information technology Series.
5. Patrica, Ramaswamy, et al: HARVARD BUSINESS REVIEW ON CUSTOMER RELATIONSHIP MANAGEMENT
6. Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP MANAGEMENT
7. Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A REVOLUTIONARYCUSTOMERS.
8. Consumer Behaviour 9. Consumer Behaviour 10.Consumer Behaviour
F.Engel
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 8 of 35
CRM Implementation: Defining success factors, preparing a business plan requirements, justification, processes
M tools: Defining functionalities, Homegrown versus out
Managing customer relationships: conflict, complacency, Resetting the CRM
Selling CRM .internally: CRM development Team, Scoping and prioritizing, Development and delivery, Measurement
Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John Wiley & Sons, Canada, Ltd. Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND KEEPING CUSTOMERS IN INTERNET REAL TIME Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley Information technology Series.
Ramaswamy, et al: HARVARD BUSINESS REVIEW ON CUSTOMER RELATIONSHIP MANAGEMENT Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP
Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A APPROACH TO CONNECTING WITH YOUR
Consumer Behaviour - David L.Loudon & Alber J.Della BittaConsumer Behaviour – SchifmanConsumer Behaviour – Roger D.Blackwell, Paul W.Miniard & James
Bangalore
CRM Implementation: Defining success factors, preparing a business plan
M tools: Defining functionalities, Homegrown versus out-
Managing customer relationships: conflict, complacency, Resetting the CRM
Selling CRM .internally: CRM development Team, Scoping and prioritizing,
Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John
Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND
Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley
Ramaswamy, et al: HARVARD BUSINESS REVIEW ON
Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP
Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A APPROACH TO CONNECTING WITH YOUR
Roger D.Blackwell, Paul W.Miniard & James
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Logistics
UNIT 1PERSONAL SELLING: Types of selling Marketing - Mail order selling Telemarketing Systems selling. The selling process formulating sales objectives Sales forecasPotentials.
UNIT 2THE SALES FORCE: Size of the sales force, sales organization based on customer, geography, product and combinations and current trends training programs and motivating the sales force sales incentives and sales force evaluation quotas, sales territories, sales audit.
UNIT 3PHYSICAL DISTRIBUTION and LOGISTICS:distribution function, the environment of physical distribution strategies and structures, selobjectives and tasks -Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical Competitive Advantage, Strategic Logistics Planning ProcesObjectives of Logistics Management, Components and Functions of Logistics Management, Integrated Logistics
UNIT 4MANAGING THE MARKETING CHANNEL :issues in channel Management and Physical Distribution members - Evaluating channel member performance systems - Retail co-operatives, Franchise systems and corporate marketing systems.
UNIT 5SUPPLY CHAIN MANAGEMENT: Supply Chain functions and effectiveness, Outsourcing whip effect and the supply chain, Supply chain relationships, Outbound to Customers logistics systems, and traditional forecasting, Collaborative PlanningReplenishment (CPFR), Order Fulfillment and Order Management, Customer Service, PROCUREMENT AND CUSTOMER SERVICE:the Supply Chain, Materials Management, Procurement and Procurement Cycle, Electronic Procurement, Ee-retailing as a channel of distribution, Electronic intermediaries,
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 9 of 35
Logistics and Supply Chain Management
Types of selling - Alternative Sales Structures: Network Mail order selling - Elements of direct marketing - Teleshopping
Telemarketing Systems selling. The selling process - Strategies and Styles formulating sales objectives Sales forecasting - Estimating market and Sales
Size of the sales force, sales organization based on customer, geography, product and combinations and current trends training programs and motivating the sales force - sales force compensation, sales incentives and sales force evaluation - controlling the sales effort quotas, sales territories, sales audit.
PHYSICAL DISTRIBUTION and LOGISTICS: participants in the physical distribution function, the environment of physical distribution - Channel Design strategies and structures, selecting channel members, setting distribution
Target markets and channel design strategies. Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical Competitive Advantage, Strategic Logistics Planning Process, Operational Objectives of Logistics Management, Components and Functions of Logistics Management, Integrated Logistics
MANAGING THE MARKETING CHANNEL : Product, Pricing and Promotion issues in channel Management and Physical Distribution - Motivating channel
Evaluating channel member performance - Vertical marketing operatives, Franchise systems and corporate marketing
SUPPLY CHAIN MANAGEMENT: Differentiate Supply Chain and Value Chain, functions and effectiveness, Outsourcing – 3PL and 4PL, the Bull
whip effect and the supply chain, Supply chain relationships, Outbound to Customers logistics systems, DEMAND MANAGEMENT: Demand management and traditional forecasting, Collaborative Planning, Forecasting and Replenishment (CPFR), Order Fulfillment and Order Management, Customer
PROCUREMENT AND CUSTOMER SERVICE: Inbound Logistics along the Supply Chain, Materials Management, Procurement and Procurement Cycle,
E-enabled selling and distribution: e-Commerce and retailing as a channel of distribution, Electronic intermediaries,
Bangalore
Alternative Sales Structures: Network Teleshopping -
Strategies and Styles -Estimating market and Sales
Size of the sales force, sales organization based on customer, geography, product and combinations and current trends - sales
sales force compensation, lling the sales effort - sales
participants in the physical Channel Design
ecting channel members, setting distribution Target markets and channel design strategies.
Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical s, Operational
Objectives of Logistics Management, Components and Functions of Logistics
Product, Pricing and Promotion ating channel
Vertical marketing operatives, Franchise systems and corporate marketing
Differentiate Supply Chain and Value Chain, 3PL and 4PL, the Bull
whip effect and the supply chain, Supply chain relationships, Outbound to Demand management , Forecasting and
Replenishment (CPFR), Order Fulfillment and Order Management, Customer Inbound Logistics along
the Supply Chain, Materials Management, Procurement and Procurement Cycle, Commerce and
retailing as a channel of distribution, Electronic intermediaries,
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Disintermediation and Retracking systems.
UNIT6INVENTORY CONTROL & MANAGEMENT AND WDECISIONS: Importance of Inventory, Inventory Classification, Fundamental Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems, Basic Warehousing Decisions, Basic Warehousing Operations, Handling, Packaging
UNIT-VIITRANSPORTATION SYSTEM & MANAGEMENT: Carrier Selection Decision, Mode of Transport, InterIndirect and Special Carriers, DocumePERFORMANCE MEASUREMENT: Performance, Performance Metrics, NETWORK DESIGN & FACILITY LOCATIONThe Strategic Importance of Logis
References Books:
1. Charles Futrell: SALES MANAGEMENT, Pearson Education Books2. Eugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES
MANAGEMENT; Mcgraw Hill.3. Bert Rosenbloom: MARKETING CHANNELS: A MA
Dryden Press.4. Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,
Prentice-Hall India.5. Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.6. Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION
MANAGEMENT - A LOGISTICAL 7. Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES
MANAGEMENT, Prentice8. Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic
Commerce: A Managerial Perspective, Pearson Education In9. Supply Chain Management
& Meindl
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 10 of 35
Disintermediation and Re-intermediation, e-enabled logistics management and
INVENTORY CONTROL & MANAGEMENT AND WAREHOUSING Importance of Inventory, Inventory Classification, Fundamental
Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems,
cisions, Basic Warehousing Operations, Materials
TRANSPORTATION SYSTEM & MANAGEMENT: Role of Transportation, The Carrier Selection Decision, Mode of Transport, Inter-modal Transportation, Indirect and Special Carriers, Documentation, SUPPLYPERFORMANCE MEASUREMENT: Dimensions of Performance, Overview of Performance, Performance Metrics, Supply Chain Metrics and SCOR Model, NETWORK DESIGN & FACILITY LOCATION Need for Long Range Planning, The Strategic Importance of Logistics Network Design, Logistics Network, Design
Charles Futrell: SALES MANAGEMENT, Pearson Education BooksEugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES MANAGEMENT; Mcgraw Hill.Bert Rosenbloom: MARKETING CHANNELS: A MANAGEMENT VIEW,
Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,
Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION
A LOGISTICAL APPROACH, Prentice-Hall India, 2003.Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES MANAGEMENT, Prentice-Hall India.Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic Commerce: A Managerial Perspective, Pearson Education Inc., 2000.Supply Chain Management - Strategy, Planning and Operation by Chopra
Bangalore
enabled logistics management and
AREHOUSING Importance of Inventory, Inventory Classification, Fundamental
Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems,
Materials
Role of Transportation, The modal Transportation,
SUPPLY CHAINDimensions of Performance, Overview of
Supply Chain Metrics and SCOR Model, Need for Long Range Planning,
tics Network Design, Logistics Network, Design
Charles Futrell: SALES MANAGEMENT, Pearson Education BooksEugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES
NAGEMENT VIEW,
Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,
Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION
Hall India, 2003.Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES
Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic c., 2000.
Strategy, Planning and Operation by Chopra
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
UNIT 1Marketing of Services – What are Services? Why service marketing, Growth of Service Sector. Difference between goods and services, services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to resolve the gap.
UNIT 2Marketing mix in service marketing services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services encounters, strategies influencing customer perception
UNIT 3Customers rule in service delivery, strategies to enhance. Customer participation in services. Delivery through intermediaries.
UNIT 4Employees role in servicesof conflict quality/production trade off. Managing demand and capacity inventory capability, understanding demand pattern. Strategies for matching capacity and demand. Waiting line strategies.
UNIT 5Role of price and values. Ro
quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies. Framework for understanding services scapes.
UNIT 6Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 11 of 35
Services Marketing
What are Services? Why service marketing, Growth of Service Sector. Difference between goods and services, classification of services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to
Marketing mix in service marketing – The seven -P’s consumer behavior in services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services
, strategies influencing customer perception
Customers rule in service delivery, strategies to enhance. Customer participation in services. Delivery through intermediaries.
Employees role in services-Boundary spammer roles, emotional labour sources of conflict quality/production trade off. Managing demand and capacity inventory capability, understanding demand pattern. Strategies for matching capacity and demand. Waiting line strategies.
Role of price and values. Role of non monetary cust. Price as an indicator of quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies. Framework for understanding services scapes.
Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.
Bangalore
What are Services? Why service marketing, Growth of classification of
services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to
mer behavior in services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services
Customers rule in service delivery, strategies to enhance. Customer participation
labour sources of conflict quality/production trade off. Managing demand and capacity – Lack of inventory capability, understanding demand pattern. Strategies for matching
le of non monetary cust. Price as an indicator of quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies.
Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
UNIT 7Marketing of services with special reference to1. Financial Services; 2. Heal4. Educational Services
UNIT 8Case studies in the Indian context.
Reference Books
1. Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill. 2. Christopher H. Lovelock: SERVICES MARKETING: PEOPLE,
TECHNOLOGY, STRATEGY, Pearson Education Asia. 3. Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The
Free Press, Macmillan. 4. Audrey Gilmore: Services marketing and Management. Response Books,
Sage Publications. 5. Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi
Venugopal: SERVICES MARKETING 6. Raghu & Vasanthi Venugopal: SERVICES MARKETING.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 12 of 35
Marketing of services with special reference to-2. Health Services; 3. Hospitality Services (Tourism)
Case studies in the Indian context.
Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill. Christopher H. Lovelock: SERVICES MARKETING: PEOPLE, TECHNOLOGY, STRATEGY, Pearson Education Asia. Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The Free Press, Macmillan. Audrey Gilmore: Services marketing and Management. Response Books,
ge Publications. Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi Venugopal: SERVICES MARKETING Raghu & Vasanthi Venugopal: SERVICES MARKETING.
Bangalore
3. Hospitality Services (Tourism);
Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill.
Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The
Audrey Gilmore: Services marketing and Management. Response Books,
Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1: The World of RetailingIntroduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market segmentation; the Indian RetailScape
Unit 2: Types of RetailersRetailer characteristics; Food retailers; general merchandise retailers; nonretailers; services retailing; types of ownership. Multichannel Retailing: evolution towards Multichannel Retailing; capabilities needed for mulissues in multichannel retailing
Unit 3: Retailing StrategyRetail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals; Strategic Profit Model; setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating potential sales for a store; NegotiatinInformation System and SCM. Customer Relationship management.
Unit 4: Merchandise ManagementManaging Merchandise Assortments: merchandise management process; forecasting sales; developing an assortment plan; setting availability levels. Merchandise Planning Systems: Inventory Management report; EOM and BOM stocks; OpenBuying Merchandise:Buying national and private brand merchandise. Retail Pricing. Retail Communication Mix
Unit 5: Store ManagementManaging the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store layout-design-visual merchandising: Store design; atmCustomer service: The Gaps Model for improving retail service quality.
Reference Books:
1. Retailing Management by Michael Levy, Barton A Weitz and Ajay Pandit2. Retailing by Patrick Duhne; Robert Lusch and David Griffith3. Retail Merchandising by Swapna Pradhan
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 13 of 35
Retail Marketing
1: The World of RetailingIntroduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market segmentation; the Indian RetailScape
2: Types of RetailersRetailer characteristics; Food retailers; general merchandise retailers; nonretailers; services retailing; types of ownership. Multichannel Retailing: evolution towards Multichannel Retailing; capabilities needed for multichannel retailing issues in multichannel retailing
3: Retailing StrategyRetail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals;
setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating potential sales for a store; Negotiating a lease. Human Resource Management. Information System and SCM. Customer Relationship management.
4: Merchandise ManagementManaging Merchandise Assortments: merchandise management process; forecasting sales; developing an assortment plan; setting inventory and product availability levels. Merchandise Planning Systems: Inventory Management report; EOM and BOM stocks; Open-to-buy systems; allocating merchandise to stores. Buying Merchandise:Buying national and private brand merchandise. Retail
g. Retail Communication Mix
5: Store ManagementManaging the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store
visual merchandising: Store design; atmospherics; website design. Customer service: The Gaps Model for improving retail service quality.
Retailing Management by Michael Levy, Barton A Weitz and Ajay PanditRetailing by Patrick Duhne; Robert Lusch and David Griffith
Merchandising by Swapna Pradhan
Bangalore
Introduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market
Retailer characteristics; Food retailers; general merchandise retailers; non-store retailers; services retailing; types of ownership. Multichannel Retailing: evolution
tichannel retailing
Retail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals;
setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating
g a lease. Human Resource Management.
Managing Merchandise Assortments: merchandise management process; inventory and product
availability levels. Merchandise Planning Systems: Inventory Management report; buy systems; allocating merchandise to stores.
Buying Merchandise:Buying national and private brand merchandise. Retail
Managing the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store
ospherics; website design. Customer service: The Gaps Model for improving retail service quality.
Retailing Management by Michael Levy, Barton A Weitz and Ajay Pandit
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Syllabus as prescribed by Prof. Mohan Kuruvilla
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 14 of 35
B2B Marketing
Syllabus as prescribed by Prof. Mohan Kuruvilla
Bangalore
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Investment Analysis & Portfolio Management
Prof. Kiran Binduwww.kiranbinduonline.comemail: [email protected]
Pre requisite skills
MS Excel spreadsheet Modeling for finance
Investment Analysis course seeks to impart technical , quantitative analytical capability to students seeking a career in Finance. By the end of this course the students will have an understanding of not only the major Economic and Financial events of the 20the backdrop of Technological changes aPortfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how opportunities arise to diversify.Since this is a specialization course anencouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek questions arising from their pre reading.
Unit 1Sessions 1 to 5This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in course.
Investments - Investment Vs. Speculation categories - Risk and return Return, Valuation of Equity: Dividend Models, Price/Earnings Approach Unit 1A: Introduction to DCF Models ie FCFF and FCFE
Unit 2Session 6 to 10: 1962 onwards Research into Modern Portfolio TheoryCapital market Theory: CAPM and performance evaluation
Unit 3Session 11 to 15: Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and Characteristics of an Industry
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 15 of 35
Investment Analysis & Portfolio Management
preadsheet Modeling for finance
Investment Analysis course seeks to impart technical , quantitative analytical students seeking a career in Finance. By the end of this course the
students will have an understanding of not only the major Economic and Financial events of the 20th century but also how our markets have changed in the backdrop of Technological changes and changes in regulation. Portfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how opportunities arise to diversify.Since this is a specialization course and the Post Graduate Level Students are encouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek questions arising from their pre reading.
This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in
ent Vs. Speculation - Investment Process -Risk and return - Factors Influencing Risk - Measuring Risk and
Return, Valuation of Equity: Dividend Models, Price/Earnings Approach Introduction to DCF Models ie FCFF and FCFE
1962 onwards Research into Modern Portfolio TheoryCapital market Theory: CAPM - Arbitrage Pricing Theory. Management Portfolios and performance evaluation
Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and Characteristics of an Industry - Profit Potential of Industries. Company Analysis:
Bangalore
Investment Analysis course seeks to impart technical , quantitative analytical students seeking a career in Finance. By the end of this course the
students will have an understanding of not only the major Economic and century but also how our markets have changed in
Portfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how
d the Post Graduate Level Students are encouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek answers to
This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in
Investment Measuring Risk and
Return, Valuation of Equity: Dividend Models, Price/Earnings Approach
1962 onwards Research into Modern Portfolio TheoryArbitrage Pricing Theory. Management Portfolios
Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and
stries. Company Analysis:
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent Forecast of Revenue and Expenses. Bond analysis Valuation of Bonds - Bond Management Strategies: Duration. Unit 3A: Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization, Bond Convexity.
Unit 4Session 16 to 24: Analysis of Derivative Instruments
Options: Types - Determinants of OpOption pricing. Futures: Stock Index futures Futures on fixed income securities Unit 4A: Forwards, Futures, Derivative Mathematics and th
Unit 5Session 25 to 29: Technical Analysis
Technical Analysis: Market IndicPerformance. Efficient Market Theory Hypothesis. Portfolio Analysis: Effects of combining securities Mean-Variance model. Portfolio selection: Risk and Constructing the portfolio -Unit 5A: Iso Return Portfolio, Pride and Regret theory.
Session 30Sharpe Index, Treynor Index, Jensen's Model.
Core Texts
1. Donald E, Fischer and Ronald J.Jordan, SECURITY
PORTFOLIO MANAGEMENT. 62. Investments By Bodai, Kan
Other Reading Essentials:
Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant Buffet to the Shareholders of Berkshire Hathaway Inc.
Reference Books:
The Age of Turbulence by Allen Greenspan
The Intelligent Investor: Ben Graham and Dodd.Snowball: Biography of Warren Buffet
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 16 of 35
Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent Forecast of Revenue and Expenses. Bond analysis - Returns and Risk
Bond Management Strategies: Duration. Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization,
Analysis of Derivative Instruments [Fundamental
Determinants of Option value - Option Position and Strategies Option pricing. Futures: Stock Index futures - Portfolio strategies using futures Futures on fixed income securities - Futures on long term Securities.
Forwards, Futures, Derivative Mathematics and the Options.
Technical Analysis and Behavioural Aspects o
Technical Analysis: Market Indicators, Forecasting Individual Stock Performance. Efficient Market Theory - Random Wall - The Efficient Market Hypothesis. Portfolio Analysis: Effects of combining securities - Markowitz's
Variance model. Portfolio selection: Risk and investor Preferences - Significance of beta in the Portfolio.
Iso Return Portfolio, Pride and Regret theory.
Index, Jensen's Model.
Donald E, Fischer and Ronald J.Jordan, SECURITY ANALYSIS AND
PORTFOLIO MANAGEMENT. 6:h
Ed., Prentice Hall of India. 2000 Investments By Bodai, Kane and Marcus , Tata Mcgraw Hill
Other Reading Essentials:-
Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant Buffet to the Shareholders of Berkshire Hathaway Inc.
The Age of Turbulence by Allen Greenspan
The Intelligent Investor: Ben Graham and Dodd.Warren Buffet
Bangalore
Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent
Returns and Risk -
Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization,
Fundamental]
Option Position and Strategies -Portfolio strategies using futures -
Futures on long term Securities. e Options.
of Investing
tors, Forecasting Individual Stock The Efficient Market
Markowitz's Preferences -
ANALYSIS AND
Ed., Prentice Hall of India. 2000
Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1Banking system and structure in IndiaReserve Bank and GOI as regulator of banking system Regulation Act & Reserve Bank of India Act
Unit 2 The terms banker and customer customer – Bankers obligations to customers appropriation– Provisions of Negotiable Instrument Act, 1881 duty of disclosure and related matters
Unit 3 Customers` accounts with banks operation – Types of accounts and customers death claims
Unit 4 Banking Technology- Home banking Core banking solutions – Debit, Credit, and Smart cards
Unit 5 International banking – Exchange rates exporters and importers –
Unit 6 Banker as lender – Types of loans Financing book debts and supply billsmortgage – assignment.
Unit 7 Introduction to Insurance Non-Life Insurance sectorIRDA – Provisions of Insurance Act 1938
Unit 8 Types of Insurance – Life Insurance and General Insurance Productsunit linked plans – Health and Disability Insurance Group Insurance – Re-Insurance framework of life and general insuranceissues – functional aspects
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 17 of 35
Banking and Insurance
Banking system and structure in India- Types of banks in operation Reserve Bank and GOI as regulator of banking system – Provisions ofRegulation Act & Reserve Bank of India Act
terms banker and customer – Types of relationship between banker andBankers obligations to customers – Right of lProvisions of Negotiable Instrument Act, 1881 – Bankers
duty of disclosure and related matters
Customers` accounts with banks – Opening- operation – KYC norms andTypes of accounts and customers – Nomination – Settlement of
Home banking – ATMs- Internet banking – MobileDebit, Credit, and Smart cards – EFD – RTGS
Exchange rates – Documentary letter of credit ECGC Policies and guarantees
Types of loans – Overdraft facilities – Discounting of billss and supply bills- Charging of Security bills
Introduction to Insurance – Elements of Insurance Risk – Players in Life andLife Insurance sector – Insurance documents – Role and responsibilities
Provisions of Insurance Act 1938 – Insurance Ombudsman.
Life Insurance and General Insurance ProductsHealth and Disability Insurance – Group Insurance
Insurance – Nature of Re-Insurance risk framework of life and general insurance Bancassurance- concepts
functional aspects – Indian Scenario – Future Prospects.
Bangalore
Types of banks in operation – Role ofProvisions of Banking
Types of relationship between banker andRight of lien, setoff,
Bankers legal
KYC norms andSettlement of
Mobile banking-RTGS
Documentary letter of credit – financing
Discounting of bills –Charging of Security bills- pledge –
Players in Life andRole and responsibilities
Life Insurance and General Insurance Products including oup Insurance -Types of Insurance risk – Legal
concepts – critical
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Reference Books:
1. Koch W, Timothy, & S. Scott. “Bank Management” Thomson, New2. IIBF. “Principles of Banking” Macmillan, New Delhi.3. Mithani and Gordon. “Banking and Financial Systems”, Himalaya
Publishing House, Mumbai.4. Sunderaram and Varshney. “Banking Theory, Law and
Chand & Sons, New Delhi.5. Prasad K, Nirmala, J Chandradas. “Banking and Financial System”
Himalaya Publishing House, Mumbai.6. Jha, S M. “Service Marketing” Himalaya Publishing House, New
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 18 of 35
och W, Timothy, & S. Scott. “Bank Management” Thomson, NewIIBF. “Principles of Banking” Macmillan, New Delhi.Mithani and Gordon. “Banking and Financial Systems”, HimalayaPublishing House, Mumbai.Sunderaram and Varshney. “Banking Theory, Law and practice”Chand & Sons, New Delhi.Prasad K, Nirmala, J Chandradas. “Banking and Financial System”Himalaya Publishing House, Mumbai.Jha, S M. “Service Marketing” Himalaya Publishing House, New
Bangalore
och W, Timothy, & S. Scott. “Bank Management” Thomson, New Delhi
Mithani and Gordon. “Banking and Financial Systems”, Himalaya
practice” Sultan
Prasad K, Nirmala, J Chandradas. “Banking and Financial System”
Jha, S M. “Service Marketing” Himalaya Publishing House, New Delhi.
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Wealth Management
Unit 1Asset Allocation
Definition & Purpose Cyclical Performances of Assets Opportunities of Investment Asset Allocation Simulations Insights on Asset Allocation Case Studies Assignments
Unit 2Financial Planning
Introduction Bane & Opportunities Financial & Investment Literacy Importance of Investment Planning Definition & Concepts Inflation effects Common Goals / Events Preparation to FP Client Profiling & Pre Customer Categorization based on Risk & Return & Horizon of Investing Goal-based Investing Asset Allocation & Age Opportunities of Investment Life-stages based investing & advising Loans Management Early Retirement Possibilities From Agent to Broker to Advisor
Customer Management & Goals Management Advisory Concepts Financial Planning in India Case Studies / Assignments
Unit 3Wealth Management
Concepts of Wealth Products & Components of Wealth Management
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SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 19 of 35
Wealth Management & Financial Planning
Definition & PurposeCyclical Performances of AssetsOpportunities of InvestmentAsset Allocation SimulationsInsights on Asset Allocation
Bane & OpportunitiesFinancial & Investment LiteracyImportance of Investment PlanningDefinition & Concepts
Common Goals / Events – foreseen & unforeseen
Client Profiling & Pre-planning QuestionsCustomer Categorization based on Risk & Return & Horizon of Investing
based InvestingAsset Allocation & Age-based RebalancingOpportunities of Investment – Debt, Equity, Gold/Silver, Real Estate
stages based investing & advisingLoans ManagementEarly Retirement PossibilitiesFrom Agent to Broker to Advisor – a debate; Need-based Advising; Customer Management & Goals Management
Financial Planning in India – its futureCase Studies / Assignments
s of WealthProducts & Components of Wealth Management
Bangalore
Customer Categorization based on Risk & Return & Horizon of Investing
Debt, Equity, Gold/Silver, Real Estate
based Advising;
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Customer Profiling / Defining Objectives / Needs Process of Managing Wealth Steps of Managing Wealth (in Restructuring & Rebalancing Scaling-up Customers Wealth Management in India Advantages & Short Case Studies & Assignments
Unit 4The Art of Constructing Portfolios
Stocks Portfolio
Purpose & Concepts of a Portfolio Diversification Steps to begin constructing portfolios Important Sectors of Benchmarking to various Indices How to pick Sectors & Stocks Market Cap based picking Historical Data of important sectors’ performances (since 2001) Ideal Portfolio Management Customer Categorization Model Portfolios – Conservative / Moder Managing & Monitoring Portfolios Constructing Power Portfolios / Mini Portfolios Assignments & Case Studies
Mutual Fund Portfolio
Purpose & Concepts of a MF Portfolio Defining MF Themes MF Theme Classification Chart Portfolio Construction Model Portfolios – Conservative / Moderately Aggressive / Aggressive Managing & Monitoring Portfolios Advantages of maintaining a portfolio Assignments & Case Studies
Debt Fund Portfolio
Constructing & Managing Debt
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 20 of 35
Customer Profiling / Defining Objectives / Needs Process of Managing WealthSteps of Managing Wealth (in-depth processes)Restructuring & Rebalancing
up CustomersWealth Management in India – A new fad or is it realAdvantages & Short-comingsCase Studies & Assignments
f Constructing Portfolios
Purpose & Concepts of a Portfolio
Steps to begin constructing portfoliosImportant Sectors of Capital MarketBenchmarking to various IndicesHow to pick Sectors & StocksMarket Cap based pickingHistorical Data of important sectors’ performances (since 2001)Ideal Portfolio ManagementCustomer Categorization
Conservative / Moderately Aggressive / AggressiveManaging & Monitoring PortfoliosConstructing Power Portfolios / Mini PortfoliosAssignments & Case Studies
Purpose & Concepts of a MF PortfolioDefining MF ThemesMF Theme Classification ChartPortfolio Construction – how to begin
Conservative / Moderately Aggressive / AggressiveManaging & Monitoring PortfoliosAdvantages of maintaining a portfolioAssignments & Case Studies
Constructing & Managing Debt Portfolios
Bangalore
Historical Data of important sectors’ performances (since 2001)
ately Aggressive / Aggressive
Conservative / Moderately Aggressive / Aggressive
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 5Management Concepts –
Definition & Learning Five Kys Your Competitor, Know Your Product & Know Yourself With Real Life Examples
Unit 6Concepts of Handling Customers & Customer Categorization
Examples of Different Types Of Customers / Habitual, Crafty & Winner Type Of Customers
Unit 7Typical Job Profiles / Job Description
Wealth Manager / Financial Planner / Investment Advisor
STUDY MATERIAL:
Study Material will be mhistorical data, interpretations
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 21 of 35
– Client & Self Management
Definition & Learning Five Kys – Know Your Customer, Know Your Company, Know Your Competitor, Know Your Product & Know Yourself With Real Life Examples
Customers & Customer Categorization
f Different Types Of Customers / Habitual, Crafty & Winner Type Of
Typical Job Profiles / Job Description
Wealth Manager / Financial Planner / Investment Advisor
made available exclusively with contemporary facts, historical data, interpretations with latest & real-time case studies
Bangalore
Know Your Customer, Know Your Company, Know Your Competitor, Know Your Product & Know Yourself With Real Life Examples
f Different Types Of Customers / Habitual, Crafty & Winner Type Of
ade available exclusively with contemporary facts,
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1Financial Policy and Strategic Planning: Components of financial Objectives and goals; Strategic planning process
Unit 2Expansion and Financial Restructuring: Mergers and amalgamations restructuring, reasons for merger, legal procedure for merger, benefits and cost of merger; Determination of swCorporate and distress restructuring.Takeovers, types, hostile takeover approaches, Takeover defences defensive measures –amendments –
Accounting for amalgamation procedure laid down under Indian companies act of 1956consolidated balance sheets for Holding companies and subsidiariesValuation – valuation approachesvaluation – valuing operating and financial synergy valuing of LBOMethods of financing mergers capital budgeting decision
Unit 3Leasing: Meaning, importance, types, tax considerations, and accounting considerations, Evaluation of lease from the point of view of lessor and lessee; Lease versus buy decision; Venture capital: Concept and developments in India; Process and methods of financing, fiscal i
Unit 4Financing strategy: Hybrid securities namely convertible and nondebentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.
Unit 5Project - Concept - Classification Internal Causes of Delay Problems - Strategic Variables: Contractual/legal, Engineering/Technology, Financial and Economical, Postaspects, material problems
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 22 of 35
Strategic Finance
Financial Policy and Strategic Planning: Components of financial Objectives and goals; Strategic planning process
Expansion and Financial Restructuring: Mergers and amalgamations restructuring, reasons for merger, legal procedure for merger, benefits and cost of merger; Determination of swap ratios; Evaluation of merger proposal; Corporate and distress restructuring.
, types, hostile takeover approaches, Takeover defences Coercive offers and defense – anti
lgamation – pooling of interest method, purchase method procedure laid down under Indian companies act of 1956, Preparation of consolidated balance sheets for Holding companies and subsidiaries
valuation approaches-discounted cash flow valuation – relative valuing operating and financial synergy – valuing corporate control
Methods of financing mergers – cash offer, share exchange ratio – mergers as a
importance, types, tax considerations, and accounting Evaluation of lease from the point of view of lessor and lessee;
Lease versus buy decision; Venture capital: Concept and developments in India; Process and methods of financing, fiscal incentives.
Financing strategy: Hybrid securities namely convertible and nondebentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.
Classification - Projects and Developments - External and Internal Causes of Delay - Avoiding Overruns - Project Assets -
Strategic Variables: Contractual/legal, Engineering/Technology, Financial and Economical, Post-commissioning operations, social and human aspects, material problems - Project Formulation checklist.
Bangalore
Financial Policy and Strategic Planning: Components of financial strategy;
Expansion and Financial Restructuring: Mergers and amalgamations - corporate restructuring, reasons for merger, legal procedure for merger, benefits and cost
ap ratios; Evaluation of merger proposal;
, types, hostile takeover approaches, Takeover defences – financial anti –takeover
pooling of interest method, purchase method –Preparation of
relative valuing corporate control –
mergers as a
importance, types, tax considerations, and accounting Evaluation of lease from the point of view of lessor and lessee;
Lease versus buy decision; Venture capital: Concept and developments in India;
Financing strategy: Hybrid securities namely convertible and non-convertible debentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.
External and Issues and
Strategic Variables: Contractual/legal, Engineering/Technology, ommissioning operations, social and human
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 6Managing Resources-Phases from Project planning to project completion:investment, investment and operational phase - Project Feasibility Studies: Stages Prefeasibility Studies: Functional or support studies Components of Project Feasibility Study.
Unit 7Appraisal Process - Concept Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial or financial profitability, Social or national profitabilityAppraisal.
Unit 8Project Planning, Implementation and Control: Network Analysis, Techniques, PERT, CPM - Crashing of Project Network Allocation, Line of Balance.
Reference Books:
1. Allen D: An Introduction to strategic Financial Management,Page, London.
2. Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.
3. Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT, Mac Millan India Ltd.', Ne
4. Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION, IMPLEMENTATION AND REVIEW, Tata McGraw Hill
5. GoeLB.B., PROJECT MANAGEMENTDeep and Deep Publciations, New Delhi.
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Page 23 of 35
Phases from Project planning to project completion:investment and operational phase - Capital Cost-time-va
Project Feasibility Studies: Stages - Opportunity Studies: General and Specific Prefeasibility Studies: Functional or support studies - Feasibility Study Components of Project Feasibility Study.
Concept - the methodology for project evaluation Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial or financial profitability, Social or national profitability- International Project
Implementation and Control: Network Analysis, Techniques, Crashing of Project Network - Resource Leveling and Resource
Allocation, Line of Balance.
Allen D: An Introduction to strategic Financial Management, CIMA/Kogan
Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.
Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT, Mac Millan India Ltd.', New Delhi.
Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION, IMPLEMENTATION AND REVIEW, Tata McGraw Hill
GoeLB.B., PROJECT MANAGEMENT-PRINCIPLES & TECHNIQUES, Deep and Deep Publciations, New Delhi.
Bangalore
Phases from Project planning to project completion: Pre-value System
Opportunity Studies: General and Specific -Feasibility Study -
the methodology for project evaluation -Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial
International Project
Implementation and Control: Network Analysis, Techniques, Resource Leveling and Resource
CIMA/Kogan
Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.
Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT,
Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION,
PRINCIPLES & TECHNIQUES,
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Advanced Management Accounting
Unit 1Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and management accounting.
Unit 2Accounting Plan and Responsibility Centres: Meaning and significanresponsibility accounting; Responsibility centers investment centre; Problems in transfer pricing; Objectives and determiresponsibility centers
Unit 3Budgeting: Budgetary control; Zero
Unit 4Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis and importance, kinds of variances and their uses variances; Disposal of variances; Relevance of variance analysis to budgeting and standard costing.
Unit 5Marginal Costing: Decisions regarding salesdiscontinuation of a product line etc.
Unit 6Contemporary Issues in Mbased costing; Quality costing; Target and life cycle costing.
Unit 7Reporting to Management: Objectives of reporting, reporting needs at different managerial levels; Types of reports, modes of levels of management
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 24 of 35
Advanced Management Accounting
Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and
Accounting Plan and Responsibility Centres: Meaning and significanresponsibility accounting; Responsibility centers - cost centre, profit centre and investment centre; Problems in transfer pricing; Objectives and determi
Budgeting: Budgetary control; Zero-base budgeting; Performance budgeting;
Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis and importance, kinds of variances and their uses -material, labour and overheavariances; Disposal of variances; Relevance of variance analysis to budgeting
Decisions regarding sales-mix, make or buy decisions and discontinuation of a product line etc.
Contemporary Issues in Management Accounting: Value chain analysis; Activitybased costing; Quality costing; Target and life cycle costing.
Reporting to Management: Objectives of reporting, reporting needs at different managerial levels; Types of reports, modes of reporting, reporting at
Bangalore
Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and
Accounting Plan and Responsibility Centres: Meaning and significance of cost centre, profit centre and
investment centre; Problems in transfer pricing; Objectives and determinants of
rmance budgeting;
Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis - meaning
material, labour and overhead variances; Disposal of variances; Relevance of variance analysis to budgeting
mix, make or buy decisions and
anagement Accounting: Value chain analysis; Activity-
Reporting to Management: Objectives of reporting, reporting needs at different reporting, reporting at different
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Reference Books
1. Anthony, Robert: Management Accounting, Tarapore2. Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost
Accounting; Traditions and Innovations, South Publishing, Cincinnati, Ohio.
3. N. Vinayakam and I.B. Sinha, Management Accounting Techniques, Himalaya Publishing House, Mumbai.
4. Decoster, Don T. and Elden L. Schater: Management Accounting: A Decision Emphasis, John Wiley and So
5. Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard D. Irwin, Chicago.
6. Hansen, Don R. and Maryanne M. Moreen: Management Accounting, South western College Publishing, Cincinnati, Ohio.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 25 of 35
Anthony, Robert: Management Accounting, Tarapore-wala, Mumbai.Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost Accounting; Traditions and Innovations, South - Western College Publishing, Cincinnati, Ohio.N. Vinayakam and I.B. Sinha, Management Accounting –Techniques, Himalaya Publishing House, Mumbai.Decoster, Don T. and Elden L. Schater: Management Accounting: A Decision Emphasis, John Wiley and Sons Inc., New York.Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard
Hansen, Don R. and Maryanne M. Moreen: Management Accounting, South western College Publishing, Cincinnati, Ohio.
Bangalore
wala, Mumbai.Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost
Western College
– Tools and
Decoster, Don T. and Elden L. Schater: Management Accounting: A
Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard
Hansen, Don R. and Maryanne M. Moreen: Management Accounting,
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1
Introduction to the T&D Concept
What is Training (Concept & Definition)
The advantage of Training & Development in an organization
The role of Training & Development in HRD (holistic view)
Objectives of Training & Development
Training & Development in a
Trends in Training
o Training in Strategic Development
o The move from Training to Learning
Unit 2
Learning Types & Training Methodologies
Learning
o Nature & Principals
o Types and Methods
o Components & elements of lea
Training
o Types
o Training approaches
o Training methods
o Trainer skills & styles
Analysis of When, Where, Why, How and on whom they are to be used
Unit 3
The Training Process
The players in the Training Process
Training Need Analysis
o Objectives (Competency Mapping and Performance Review
System overlap)
o Process
o Methods
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 26 of 35
Training & Development
Introduction to the T&D Concept
What is Training (Concept & Definition)
The advantage of Training & Development in an organization
The role of Training & Development in HRD (holistic view)
Objectives of Training & Development as a function
Training & Development in a
Training in Strategic Development
The move from Training to Learning
Learning Types & Training Methodologies
Nature & Principals
Types and Methods
Components & elements of learning process
Training approaches
Training methods
Trainer skills & styles
Analysis of When, Where, Why, How and on whom they are to be used
The players in the Training Process
Training Need Analysis
(Competency Mapping and Performance Review
System overlap)
Bangalore
Analysis of When, Where, Why, How and on whom they are to be used
(Competency Mapping and Performance Review
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Program Design
o Training Objectives (overall with Corporate Strategy)
o Factors affecting Design
o Training Budget
Program Execution
Trainers and their Training Styles
Unit 4
Training Evaluation
Training Validation
Post Training support for improved performance at work
Evaluation of Training
o Data Collection
o Types of Evaluation
o Implementation
Unit 5 – Practical’s
Reference Books:
1. Training for Development
2. Workplace Learning & Development
organization, Jackie Clifford & Sara Thorpe
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 27 of 35
Training Objectives (overall with Corporate Strategy)
Factors affecting Design
Training Budget
Trainers and their Training Styles
Post Training support for improved performance at work
Evaluation of Training
Data Collection
Types of Evaluation
Implementation
Training for Development – Rolf P Lynton & Udai Pareek
Workplace Learning & Development – Delivering Competitive Advantage to your
Jackie Clifford & Sara Thorpe
Bangalore
Delivering Competitive Advantage to your
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Performance Management & Competency Mapping
Performance Management
Unit 1
Introduction: Definition of performance &systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,
Unit 2
Performance appraisal system implementationperformance dimensions, approaches to measuring performanceresults and behaviours,
Unit 3
Gathering performance information:form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in PM, implementing performance management system
Unit 4
Performance management & employee developmentplans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.
Reference Books:1. Performance Manage2. The Talent Management Hand Book, Lance A. Berger & Dorothy R.
Berger, Tata Mc-Graw3. Appraising & Developing Managerial Performance
Books4. 360 degree feedback & assessment & development Cen
and III, TV Rao,Et all, Excel Books5. Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations
Ltd.
Competency Mapping
Unit 5
Competency method in Human Resource Managementcompetency methods, few models of coapproaches to mapping
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 28 of 35
Performance Management & Competency Mapping
Performance Management
Definition of performance & PM, characteristics of an ideal PM systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,
Performance appraisal system implementation: determinants of performance, performance dimensions, approaches to measuring performance, Measuring
Gathering performance information: Appraisals, characteristics of appraisal form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in PM, implementing performance management system
Performance management & employee development: Personal Development plans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.
Performance Management, Herman Aguinis, Pearson Education, 2007.The Talent Management Hand Book, Lance A. Berger & Dorothy R.
Graw HillAppraising & Developing Managerial Performance-.T. V. Rao, Excel
360 degree feedback & assessment & development Centres, Volume I, II and III, TV Rao,Et all, Excel BooksPerformance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations
Competency method in Human Resource Management- Features of competency methods, few models of competency, historical development,
Bangalore
PM, characteristics of an ideal PM systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,
: determinants of performance, , Measuring
Appraisals, characteristics of appraisal form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in
: Personal Development plans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.
ment, Herman Aguinis, Pearson Education, 2007.The Talent Management Hand Book, Lance A. Berger & Dorothy R.
.T. V. Rao, Excel
tres, Volume I, II
Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations
Features of mpetency, historical development,
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 6
Competency mapping procedures and stepscriteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut metjobs, using competency profiles in HR decisions.
Unit 7
Methods of data collection for mapping.incidence technique, expert panels, surveys, automated expert system, jobanalysis, behavioural event interview
Unit 8
Developing competency models from raw datadata, content analysis of verbal expression, validating the competency models
Reference Books:
1. Competency Based HRM, Ganesh Sher2. A handbook of Competency mapping
20043. Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John
Wiley and Sons Inc
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 29 of 35
Competency mapping procedures and steps- business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut method, mapping future jobs and single incumbent jobs, using competency profiles in HR decisions.
Methods of data collection for mapping.-observation, repertory grid, critical incidence technique, expert panels, surveys, automated expert system, jobanalysis, behavioural event interview
Developing competency models from raw data- data recording, analyzing the data, content analysis of verbal expression, validating the competency models
Competency Based HRM, Ganesh Shermon, TMH, 1st Edition, 2004A handbook of Competency mapping – Seema Sangvi, Response Books,
Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John Wiley and Sons Inc
Bangalore
business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the
hod, mapping future jobs and single incumbent
observation, repertory grid, critical incidence technique, expert panels, surveys, automated expert system, job task
data recording, analyzing the data, content analysis of verbal expression, validating the competency models
mon, TMH, 1st Edition, 2004Seema Sangvi, Response Books,
Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Legal Environment & Industrial Relations
I. Faculty DetailsName : Prof H.A.C PoppenEmail : [email protected] : 080- 42190899
II. Objectives To make the students aware of the history & dynamics of Industrial
Relations To make students aware of the statutes g To make students aware of the employer’s obligations under the various
labour laws To study the impact of globalization and technology on I.R & the emerging
trends in I.R
III. Topics & Session Plans
Module Main Topics & Sub Topics
1
BACKGROUND & EVOLUTION OF EMPLOYEE WELFAREa. Concept of Employee Welfareb. Historical Development of Employee
Welfarec. ILO & its role in labour welfare &
development of labour standardsd. Types of Employee welfare in open,
regulated & controlled economies
2
TRADE UNIONS : CONCEPT, PURPOSE, STRUCTURES,PROBLEMS, RECOGNITION, ROLES & RESPONSIBILITIESa. What is a trade unionb. Their structure in Indiac. Functions & Roles of Trade Uniond. Multiplicity of unions & Problemse. Recognition issuesf. Responsibility of Trade Unions in I.R &
Productivityg. Code on Discipline in Industry
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 30 of 35
Legal Environment & Industrial Relations
: Prof H.A.C [email protected]
42190899
To make the students aware of the history & dynamics of Industrial
To make students aware of the statutes governing I.RTo make students aware of the employer’s obligations under the various
To study the impact of globalization and technology on I.R & the emerging
Topics & Session Plans
Main Topics & Sub Topics Compulsory Reading (Author /
Chapter No)
Supplementary Reading(Author
Chapter No)BACKGROUND & EVOLUTION OF
SINGH ( EP) 5 (302-316),MAM (21)(529-564,SINGH (LL) (6) (210-230)
Concept of Employee WelfareHistorical Development of Employee
ILO & its role in labour welfare & development of labour standardsTypes of Employee welfare in open, regulated & controlled economies
PURPOSE, STRUCTURES,RECOGNITION, ROLES &
MAM (5)SINHA (8,9) BHATIA (6,7)
RATNAM (6&7)BHATIA (6,7,8,9,11)SINGH (LL)(3,7)
Functions & Roles of Trade UnionMultiplicity of unions & Problems
Responsibility of Trade Unions in I.R &
Code on Discipline in Industry
Bangalore
To make the students aware of the history & dynamics of Industrial
To make students aware of the employer’s obligations under the various
To study the impact of globalization and technology on I.R & the emerging
Supplementary Reading(Author /
Chapter No)
Learning Methodology
Assignment &
Presentation by Students
RATNAM (6&7)
(6,7,8,9,11)Assignment
& Presentation by Students
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
3
INDUSTRIAL DISPUTES RESOLUTIONS & CONCERNED LABOUR a. Trade Union Act 1926 & its role in
conflict resolutionb. Industrial employment standing orders
Act & its role in promotion of peace
c. Industrial Disputes Act 1948 & its role in :
1. Resolutions of disputes2. Prohibiting unfair labour practices3. Regulating introduction of change4. Regulating strikes & lock outs5. Regulating retrenchment, layoff &
closures6. Implementation of settlements &
awards7. Review of Disciplinary Actions
4
LEGISLATION FOR THE REGULATION & PROMOTION OF HEALTH ,WELFARE, SOCIAL SECURITY & WORKERSa. Salient Features of the Factories Act
1948b. Salient Features of the ESI Act 1948c. Salient Features of the EPF Act 1952d. Salient Features of the Maternity
Benefits Act 1961e. Salient Features of the Employee
Compensation Act 1923f. Salient Features of the Gratuity Act
1972g. Authorities & Implementation Agencies
of the above Acts
5
LEGISLATIONS REGULATING WAGE PAYMENTSa. Payment of Wages Act 1936
b. Payment of Bonus Act 1965c. Equal Remuneration Act 1976
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 31 of 35
INDUSTRIAL DISPUTES RESOLUTIONS & CONCERNED LABOUR ENACTMENTS
MAM (6,19, 20)
SINGH (LL)BHATIA(36 -42)MAM (16-KUMAR (37
Trade Union Act 1926 & its role in
Industrial employment standing orders Act & its role in promotion of industrial
Industrial Disputes Act 1948 & its role
Resolutions of disputesProhibiting unfair labour practicesRegulating introduction of changeRegulating strikes & lock outsRegulating retrenchment, layoff &
settlements &
Review of Disciplinary Actions
LEGISLATION FOR THE REGULATION & PROMOTION OF HEALTH ,WELFARE, SOCIAL SECURITY & WORKERS
MAM (27) /KUMAR37-BSINGH (LL) (8,10) Prof. HACPNOTES
SINHA (24,26, 27, 28)PADHI (12,13,14)
Salient Features of the Factories Act
Salient Features of the ESI Act 1948Salient Features of the EPF Act 1952Salient Features of the Maternity
Employee Compensation Act 1923Salient Features of the Gratuity Act
Authorities & Implementation Agencies
LEGISLATIONS REGULATING WAGE
MAM (25,26)SINGH (LL)(9) Prof. HACP NOTES
SINHA (17,18,19)
Payment of Wages Act 1936
Payment of Bonus Act 1965Equal Remuneration Act 1976
Bangalore
SINGH (LL) (7)
-18)KUMAR (37-A)
Lecture & Presentation by Faculty
SINHA (24, 25,28)
(12,13,14)
Lecture & Presentation by Faculty
(17,18,19)Lecture &
Presentation by Faculty
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
6
LEGISLATIONS FOR THE PROTECTION OF UNORGANISED WORKMEN & CONNECTED ISSUESa. Salient features of the contract Labour
Act 1970b. Salient features of the Interstate
Migrant Workers Act 1979c. State Legislations for Welfare of
unorganized workersd. Supreme court judgement on
absorption of contract labour
7
GRIEVANCE SETTLEMENTS & MAINTENANCE OF DISCIPLINEa. Grievance & grievance settlement
procedureb. Discipline & Disciplinary action
Procedure
8
EMERGING GLOBAL ECONOMIES & ITS IMPACT ON LABOUR & TRADE UNIONSa. Globalization & its impactb. Emerging trends in Employee relations
in knowledge based industries
IV. Suggested Reference Books & Readings
No Book Name1 Industrial Relations-Emerging
Paradigms2 Industrial Relations & Labour Laws3 Dynamics of I.R
4 Industrial Relations & Trade Unions & Labour Legislations
5 Legal Aspects of Business
6 Industrial Relations & Collective Bargaining
7 Industrial Relations
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 32 of 35
LEGISLATIONS FOR THE PROTECTION OF UNORGANISED WORKMEN &
MAM (28)SINGH (11) Prof. HACP NOTES
Salient features of the contract Labour
Salient features of the Interstate Migrant Workers Act 1979State Legislations for Welfare of
Supreme court judgement on contract labour
GRIEVANCE SETTLEMENTS & MAINTENANCE OF DISCIPLINE
MAM (13)BHATIA (11)
RATNAM(19)Grievance & grievance settlement
Discipline & Disciplinary action
GLOBAL ECONOMIES & ITS IMPACT ON LABOUR & TRADE UNIONS BHATIA
(14 -16)MAM (30-34)
RATNAM (21,22)SINGH (E.P)(6)
Globalization & its impactEmerging trends in Employee relations in knowledge based industries
eference Books & Readings
Author Abbreviation UsedEmerging B.D Singh SINGH (E.P)
Industrial Relations & Labour Laws B.D Singh SINGH (LL)Mamoria &Gankar
MAM
Industrial Relations & Trade Unions P.R.N SINHA SINHA
Legal Aspects of Business Ravinder Kumar
KUMAR
Industrial Relations & Collective Nirmal Singh & S.K Bhatia
BHATIA
C.S Venkata Ratnam
RATNAM
Bangalore
Lecture & Presentation by Faculty
RATNAM(19)Lecture &
Presentation by Faculty
RATNAM
SINGH (E.P)(6)
Assignment &
Presentation by Students
Abbreviation Used PublisherSINGH (E.P) Excel
SINGH (LL) ExcelHimalya
Pearson
CENGAGE
DEEP
OXFORD
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 1Job Analysis in HR
Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, Job description, Job specification, need for job
Unit 2Introduction to Recruitment
Definition, nature of hiring, sources of recruitment disadvantages, system of recruitment, public & private recruitment, Job ads as a means to recruitment, public sector & private sector job ads, international job ads.
Unit 3Introduction to Selection
Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selectiopublic & private sector, strategies for selection decision making, use of application blank & CV as preliminary selection tools
Unit 4Selection Interview & Tests
Interview and its types, Use of interview in R&S, interviewer decision makvalidity of interview, recommendations for using interview.Tests: meaning, purpose, advantages & disadvantages, types of tests.
Unit 5Reference Check & Appointment Letter
Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for joining, characteristics of selection criteria measures.
Reference BooksHuman Resource Selection by Employee Selection by Lilly Berry
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 33 of 35
Recruitment & Selection
Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, Job description, Job specification, need for job analysis in recruitment & selection
Introduction to Recruitment
Definition, nature of hiring, sources of recruitment – meaning, advantages & disadvantages, system of recruitment, public & private recruitment, Job ads as a
ent, public sector & private sector job ads, international job
Introduction to Selection
Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selectiopublic & private sector, strategies for selection decision making, use of application blank & CV as preliminary selection tools
Selection Interview & Tests
Interview and its types, Use of interview in R&S, interviewer decision makvalidity of interview, recommendations for using interview.Tests: meaning, purpose, advantages & disadvantages, types of tests.
Reference Check & Appointment Letter
Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for joining, characteristics of selection criteria measures.
Human Resource Selection by Robert GatewoodEmployee Selection by Lilly Berry
Bangalore
Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, analysis in recruitment & selection
meaning, advantages & disadvantages, system of recruitment, public & private recruitment, Job ads as a
ent, public sector & private sector job ads, international job
Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selection between public & private sector, strategies for selection decision making, use of
Interview and its types, Use of interview in R&S, interviewer decision making,
Tests: meaning, purpose, advantages & disadvantages, types of tests.
Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Part A - Organization Design
Unit 1Organization: Nature & Scope structure, Evolution of Organization theory, OrganizationalOrganization. Organizational Effectivenessapproaches to organizational Effectiveness system approach – the strategic approachUnderstanding of the concepts and design
Unit 2Structural Dimensions of Organization designComponents of Organization Design division of labour, standardization, horizontal Differentiation, Advantages
disadvantages of Departmentalization; Vertical Differentiation,Control, Centralization, Formalization, Implication of High Formalization, Flexibility.
Unit 3Contextual Dimensions & Structural Optionsstructure, Influence of: Environment, Strategy, Size & Technology and Power & Politics on Structure, Flat structure
Reference Books:1. Understanding Organizations, Madhukar Shukla, PHI , 20052. Organization theory3. Organization Structure, Design and applications: Stephen Robbins
Pearson, PHI, 3/e4. Organization Theory & Design, Richard L Daft,
Edition5. Organizational theory, Design, and Change
5th Edition, Pearson Education6. Organization theory
Part B - Organization Development
Unit 4Foundations of Organizational Development:History of OD, First order and second order Change,Study ofculture Values, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning structures, A normative-rescience, Action research.
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 34 of 35
Organization Development
Organization Design
Nature & Scope – Definitions – overview of various components & structure, Evolution of Organization theory, Organizational Theories
Organizational Effectiveness – Definition – importance & approaches to organizational Effectiveness – the goal attainment approach
the strategic approach - Performance Management Systemding of the concepts and design
Structural Dimensions of Organization design: Organization Design Organization Design – Organization structure, dimension
, standardization, horizontal Differentiation, Advantagesdisadvantages of Departmentalization; Vertical Differentiation,
, Formalization, Implication of High Formalization,
Contextual Dimensions & Structural Options: Contextual Factors, types of Influence of: Environment, Strategy, Size & Technology and Power &
Politics on Structure, Flat structure
Understanding Organizations, Madhukar Shukla, PHI , 2005Organization theory-David Jaffee, McGraw-Hill International
Structure, Design and applications: Stephen Robbins
Organization Theory & Design, Richard L Daft, Cengage Learning
Organizational theory, Design, and Change-Gareth R. Jones, Pearson Education
y-Mary Jo Hatch, 2nd Edition, Oxford University Press
Organization Development
Foundations of Organizational Development: Conceptual frame work of OD, History of OD, First order and second order Change,Study of Organizational
ues, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning
re-educative strategy of changing, Applied behavioral
Bangalore
overview of various components & Theories – images of
importance & the goal attainment approach – the
Performance Management System -
: Organization Design -structure, dimension -
, standardization, horizontal Differentiation, Advantages & disadvantages of Departmentalization; Vertical Differentiation, Span of
, Formalization, Implication of High Formalization,
: Contextual Factors, types of Influence of: Environment, Strategy, Size & Technology and Power &
Structure, Design and applications: Stephen Robbins –
Cengage Learning, 8th
Mary Jo Hatch, 2nd Edition, Oxford University Press
Conceptual frame work of OD, Organizational
ues, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning
educative strategy of changing, Applied behavioral
Entrepreneurship Development Institute of India,
SBM Jain Centre For Management And Entrepreneurship
Unit 5Managing the OD Process:Program Management; Diagnosis: Diagnosing the System, its subunits and Processes, Model for managing change
Unit 6OD interventions: Definition, factors to be intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups.Human process interventions (individual, group and interrelations): Individual based: coaching, counseling, training, behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc.,Group based: conflict managementself-directed work teams, large scale interventionteams.Inter-group based: Organization mirroring, third party peaceinterventions, partneringTechno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural:reengineering; downsizing and outsourcing
Unit 7Organizational excellenceproblem solving capability
Unit 8The Future and OD: The changing environment,data management. Fundamental strengths of OD, Implications of OD for the client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in consultant-client relationship, Power, Politics & OD,
Reference Books:1. Organization Development, behavioral science interventions for
Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI.
2. Organizational Design and DevelopmentDr.Bhupen Srivastava, Biztantra
3. Organizational designs for4. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th
Edition.5. Organization Development, & Transformation, Managing Effective
Change, Wendell L.French, Cecil H.Bell, Jr, TMH6. Organizational, Design,
Pearson Education
Entrepreneurship Development Institute of India, Ahmedabad&
SBM Jain Centre For Management And Entrepreneurship, Bangalore
Page 35 of 35
Process: Components of OD Process, Diagnosis,; Diagnosis: Diagnosing the System, its subunits and
managing change, creating parallel learning structures.
Definition, factors to be considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups.Human process interventions (individual, group and inter-group human
sed: coaching, counseling, training, behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc.,
conflict management, dialoging, group facilitation, group learning, directed work teams, large scale interventions, team building, and
group based: Organization mirroring, third party peace
Techno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural: Balanced scorecard; business process reengineering; downsizing and outsourcing
Organizational excellence: Creating a learning organization, creativity and
The changing environment, Dominance of Internet and Fundamental strengths of OD, Implications of OD for the
client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in client relationship, Power, Politics & OD, Research on OD
Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr,
Organizational Design and Development-Concepts and ApplicationsDr.Bhupen Srivastava, BiztantraOrganizational designs for excellence, Pradip N. Khadwalla, TMH, 2005Organization Theory & Design, Richard L Daft, Cengage Learning, 8th
Organization Development, & Transformation, Managing Effective Change, Wendell L.French, Cecil H.Bell, Jr, TMHOrganizational, Design, and Change-Gareth R. Jones, 5th Edition,
Bangalore
Components of OD Process, Diagnosis, Action & ; Diagnosis: Diagnosing the System, its subunits and
, creating parallel learning structures.
considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology
group human sed: coaching, counseling, training, behavioral modeling,
, dialoging, group facilitation, group learning, s, team building, and virtual
group based: Organization mirroring, third party peace making
Techno structural (Structures, technologies, positions etc.,) & Strategic ; business process
: Creating a learning organization, creativity and
Dominance of Internet and Fundamental strengths of OD, Implications of OD for the
client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in
Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr,
Concepts and Applications-
excellence, Pradip N. Khadwalla, TMH, 2005Organization Theory & Design, Richard L Daft, Cengage Learning, 8th
Organization Development, & Transformation, Managing Effective
Gareth R. Jones, 5th Edition,