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ITM-UNIVERSITY SCHOOL OF MANAGEMENT &

RESEARCH

Syllabus for

Two Year Full Time MBA Program

Specialization - Human Resource

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PREFACE

The Syllabus Book presents the broad objectives, structure, and

contents of our two-year Masters of Business Administration (MBA)

Program. The syllabus is directional in scope and permits the much

desirable flexibility to keep pace with the ever-growing body of

knowledge, experiments and explorations in management education

with special emphasis towards the human side of enterprise.

July 2014

ITM-University Raipur

PROGRAM DESIGN AND REQUIREMENTS

The two-year Masters of Business Administration (MBA) prepares a student for a career in

industry and services. The M.B.A. course aims at providing inputs to the students relevant to the

business, industry and trade so that they can function in different organizations and face the

challenges arising there from. The course not only aims at providing knowledge and skills in

different areas of management, but also provides inputs necessary for the overall development

of the personality of the students. The program facilitates learning in theory and practice of

different functional areas of Management and to equip the students with an integrated approach

to management function and managerial skills. The focus is on providing relevant inputs

through case discussion/ analysis, simulation games, note plays etc. keeping in mind the current

business scenario.

The MBA program is designed to develop:

The analytical, problem solving and decision making abilities,

The awareness of the socio-economic environment, and

The personality with socially desirable values and attitudes.

Broadly, the course is of two years divided into four semesters, each semester is having

compulsory papers of full credit(100 marks) 40 sessions and half credit(50 marks) 20 sessions,

each of one-hour duration. The structure of the Course is designed in a way that students have to

study the core courses from different functional areas of management that are made compulsory.

Later on, specializations are offered in functional areas where the students can opt for single

specialization out of the three offered: Marketing, Finance and HR.

ASSESSMENT/EVALUATION OF THE COURSE

Candidates will be continuously evaluated/ assessed on the basis of their performance both

internally and externally. The weightage of internal marks would be 30% and for term-end is

70%. The external marks will be evaluated on the basis of end-term examination and internal

marks will be evaluated on the basis of class participation/tests/assignments/presentations etc.

Candidates must note that it is mandatory to pass separately in both internal and external exams.

Course Structure of MBA 2014 - 2016

Human Resource

S No Subjects Code Marks Hours

SEMESTER I

1 Perspective Management MBA – C101 100 40

2 Quantitative Techniques in Management MBA – C102 100 40

3 Marketing Management MBA – C103 100 40

4 Financial Accounting & Statement Analysis MBA – C104 100 40

5 Communication Skills MBA – C105 100 40

6 Managerial Economics MBA – C106 100 40

7 Organisational Behaviour MBA – C107 100 40

8 Management Information System MBA – C108 50 20

Total 750 300

SEMESTER II

1 Research Methodology MBA – C201 100 40

2 Operation Management & Research MBA – C202 100 40

3 Macro Economics & Legal Aspects MBA – C203 100 40

4 Human Resource Management MBA – C204 100 40

5 Financial Management MBA – C205 100 40

6 Brand & Product Management MBA – C206 50 20

7 Retail Management MBA – C207 50 20

8 Selling & Negotiation Skills MBA – C208 50 20

9 Financial Markets & Institutions MBA – C209 50 20

10 Cost & Management Accounting MBA – C210 50 20

Total 750 300

SEMESTER III

1 International Business MBA – C301 100 40

2 Strategic Management MBA – C302 100 40

3 Industrial Relations and Labor Law MBA – H303 100 40

4 Organizational Development and Change Management MBA – H304 100 40

5 Human Resource Planning MBA – H305 50 20

6 Training and Development MBA – H306 50 20

7 Talent Management MBA – H307 50 20

8 Competency Management MBA – H308 50 20

9 HRIS and HR Audit MBA – H309 50 20

10 Power and Politics Management MBA – H310 50 20

11 Summer Internship Project (SIP) MBA – C311 200

Total 900 280

SEMESTER IV

1 Business Ethics and Corporate Governance MBA – C401 100 40

2 Entrepreneurship Management MBA – C402 100 40

3 International Human Resource Management MBA – H403 100 40

4 Compensation Management MBA – H404 100 40

5 Performance Management Systems MBA – H405 100 40

6 Emotional Intelligence at Work MBA – H406 50 20

7 Collective Bargaining MBA – H407 50 20

8 Employer Branding MBA – H408 50 20

9 Stress Management MBA – H409 50 20

10 NGO Project MBA – C410 100

Total 800 280

Grand Total 3200 1160

INDEX

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FIRST YEAR

SEMESTER I

Syllabus for MBA in Marketing

Name of the Program/Semester: MBA-I Branch: Management

Name of the Subject: Perspective Management Subject Code: MBA – C101

Total Marks for Evaluation: 100 (Full Credit) No. of Contact Hours: 40

Course Objectives

This course presents a thorough and systematic coverage of management theory and practice. The course

aims at providing fundamental knowledge and exposure of the concepts, theories and practices in the field

of management. It focuses on the basic roles, skills and functions of management, with special attention to

managerial responsibility for effective and efficient achievement of goals.

Unit-I (Contact Hours:7) Introduction: Definition, nature, scope, importance, framework of management Functions of management

and manager, Managerial roles and skills, Management environment Evolution of management thought and

Management thinkers. Scientific Management, General administrative theories, Quantitative approach,

Behavioral approach, Systems approach, Contingency approach.

Unit-II (Contact Hours:7) Planning: Importance, types of plans, and process of planning, business forecasting. Concept, importance,

benefits, limitations and process of Managing by Objectives. Strategic management: Nature, importance,

purpose, types, process and major kinds of strategies. Decision-Making: Importance, types, steps and

approaches, Decision Making in various conditions.

Unit-III (Contact Hours:7)

Organizing: Concept, types, structure and process of organization, Bases of departmentation, Line & Staff

concept; problems of use of staff & ways to avoid line-staff conflict. Authority & power: concept,

responsibility and accountability. Delegation: concept, importance, factors affecting delegation, Reasons for

failure and ways to make delegation effective, Span of Management. Decentralization v/s centralization:

concept, reasons types and advantage v/s disadvantages of decentralization. Coordination: Concept,

importance, difficulties and techniques to ensure effective coordination.

Unit-IV (Contact Hours:7)

Strategies and Policies: Concept of Corporate Strategy, Formulation of Strategy, Types of Strategies. The

Strategic Planning Process, The TOWS Matrix, The Portfolio Matrix, Three Generic Competitive, Strategies

by Porter, Effective Implementation of Strategies, Types of Policies, Principles of Formulation of Policies,

Decision Making Process, Individual Decision Making Models.

Unit-V (Contact Hours:7)

Control: Concept, importance, characteristics, planning-control relationship, process of control –setting

objectives, establishing standards, measuring performance, correcting deviations, types, process and

techniques of control, Modern management techniques: an overview of various latest techniques: Business

process Re engineering, TQM, lean management and Kaizen business outsourcing.

Unit-VI (Contact Hours:5)

Indian Ethos in Management, Trends of management in global scenario.

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Name of the Subject: Perspective Management Subject Code: MBA – C101


Text Books/Reference Books

1. Harold Koontz & Heinz Weihrich Essentials of Management Tata McGraw Hill

2. Stoner, Freeman, Gilbert Jr. Management Prentice Hall

3. Bhatt & Kumar Principles of Management Oxford Publications

4. Daft The New Era of Management Thomson Learning

5. L.M. Prasad – Principles & Practices of Management (Sultan Chand & Sons , New Delhi).

6. Parag Diwan – Management Principles and Practices (Excel Books, New Delhi)

7. Stoner, Freeman, Gilbert. Jr. – Management (Prentice Hall of India, 6th Edition)

8. Heinz Weihrich & Harold Koontz Management (A Global Perspective) Tata McGraw Hill

9. Kreitner Management AITBS

10. Stephen Robbins & Coulter Mary Management Prentice Hall India

11. Richy W. Griffin Management AITBS

12. Terry & Franklin Fundamentals of Management Pear son Education Asia

13. Robins Principles of Management AITBS

14. Tripathi History of Indian Business Oxford Publications.

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Name of the Subject: Quantitative Techniques in Management Subject Code: MBA – C102


Course Objectives

The objective of the course is to make the students familiar with some basis statistical techniques which are

required in making business decisions.

Unit-I (Contact Hours:8)

Introduction to Statistics; Scope of Statistics in Economics & Management; Types, Source, Collection of

Data, data condensation; Frequency Distribution, Cumulative Frequency Distributions; Presentation of Data;

Graphs- Histogram, Frequency Polygon; Diagrams- Multiple bar, Pie, Subdivided Bar; Basic concepts of

Differential Calculus & its application to business. Case Study.

Unit-II (Contact Hours:7)

Measures of Central Tendency Concepts; Criteria for good Measures of Central Tendency; Arithmetic

Mean, Median and Mode for Grouped and Ungrouped Data. Measures of Dispersion Concepts; Range,

Quartile Deviation, Mean Deviation, Standard Deviation for Grouped and Ungrouped Data; Case Study.


Correlation Concepts; Positive & Negative Correlation, Karl Pearson’s Coefficient of Correlation, Spearman

Rank Correlation. Regression Analysis & its concept; Regression Equations; Method of Least Squares;

Regression Coefficients; Case Study..


Theory of Probability; Terminology related to Probability, Mathematical definition of Probability, Addition

and multiplication theorems(Dependent & Independent); Bayes’ Theorem; Problems on Probability

Theoretical Distributions: Binomial, Poisson and Normal; Case Study.


Time Series & Forecasting concepts; Additive and Multiplicative models; Components of time series, Trend

analysis (Free Hand Method, Semi average method and Moving Average Method, Method of Least Square);

Case Study..


Testing of Hypothesis : Meaning and definition of Null & Alternative hypothesis, Degrees of freedom,

Level of significance, critical region, Types of errors, Testing of Hypothesis for Large Samples-Z test for

means, Small samples test : t-test for means. Chi-Square test and its application.

Text Books/Reference Books:

1. Anderson Sweeny William, Statistics for Business & Economics, Cengage Learning, India, 2011.

2. T.N.Srivastava, Statistics for Management, TMH, 2008.

3. S.P. Gupta, Statistical Methods, Sultan Chand and Sons, 2007.

4. S.C. Gupta, Business Statistics, Himalaya Pub House, 2008.

5. J.K. Sharma, Business Statistics, Pearson Eductaion, 2nd Edition, 2010.

6. Naval Bajpai, Business Statistics, Pearson Education, 2010.

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Name of the Subject: Marketing Management Subject Code: MBA – C103


Course Objectives

To develop an introductory understanding of marketing and its role in modern organization, economy and

society at large.

To introduce the main concepts, principles and terminology of marketing.

To study environmental forces influencing marketing decisions, consumer behaviour and familiarize

students with the main elements of effective marketing strategy.


Understanding marketing management: Core marketing concepts, the new marketing realities, company

orientation toward the marketplace, updating the four Ps, assessing market opportunities and customer

value, Marketing and customer value, corporate and division strategic planning, product planning: The

nature and contents of a marketing plan, Case study.


Assessing market opportunities and customer value, Building customer value, satisfaction and loyalty,

maximizing customer lifetime value, cultivating customer relationships, Analyzing consumer markets,

factors influencing consumer behaviour, Key psychological processes, The buying decision process,

Behavioral decision theory, Analyzing business markets, Identifying market segments and targets, bases for

segmenting consumer markets, market targeting. Case Study.


Product life-cycle marketing strategies, marketing in an economic downturn, crafting the brand positioning,

developing and establishing a brand positioning, determining a competitive frame of reference, identifying

optimal points-of-difference and points-of-parity, differentiation strategies, creating brand equity,

understanding brand equity, building brand equity, managing brand equity, devising a branding strategy.

Case Study.


Setting product strategy, product characteristics and classifications, product and service differentiation,

product and brand relationships, product mix pricing, packaging, labeling, warranties and guarantees, the

nature of services, the new services realities, excellence in services marketing. Case Study.


Understanding pricing, setting the price, adapting the price, responding to price changes, designing

integrated marketing channels, managing retailing, wholesaling and logistics, Integrated marketing

communications, role of marketing communications, developing effective communications, marketing

communications mix, mass communications, personal communications. Case Study.


New product options, challenges in new product development, managing the development process, the

consumer-adoption process, tapping into global markets. Case Study.

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Name of the Subject: Marketing Management Subject Code: MBA – C103



1. Marketing Management by Kotler, Keller, Koshy and Jha – Pearson Education.

2. Marketing Management by Tapan Kr. Panda – Excel books.

3. Marketing Management by Cant, Strydom, Jooste, Plessis – Juta & Co.

4. Marketing Management by Rajan Saxena – Tata McGraw Hill.

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Name of the Subject: Financial Accounting & Statement Analysis Subject Code: MBA – C104


Course Objectives

This course aims to convey sufficient knowledge for an adequate interpretation, analysis and use the

information provided by financial accounting. Following an investigation of the accounting information

system and accounting cycle, the course will deepen knowledge on all the components of the balance sheet,

using a double entry bookkeeping perspective. By the end of the course, students are expected be able to

analyze a company’s financial statements and come to a reasoned conclusion about the financial situation of

the company.

Unit-I: Fundamentals of Accounting (Contact Hours:7)

Introduction to Accounting, GAAP. Meaning of Accounting, Accountancy, Book keeping; Relationship

between Accounting, Accountancy & Book keeping; Distinction between Book keeping & Accounting;

Accounting Cycle, Users of Accounting Information; Objectives of Accounting, Types of Accounting

information, Advantages & Limitations of Accounting, Qualitative Characteristics of Financial Statements;

Branches of Accounting, Case study.

Unit-II: Terminology & Accounting Standards (Contact Hours:6)

Basic Accounting Terminology; Double Entry System of Book Keeping; Relationship of Accounting with

other Discipline; Accrual & Cash Basis of Accounting. Meaning of Generally Accepted Accounting

Principles (GAAP); Basic Assumptions, Basic Principles & Modifying Principles of Accounting.

Accounting Standards; Its Meaning, Objectives & Significance; Advantages & Arguments for Setting

Accounting Standards; Development of Accounting Standards and Accounting Standards Board of India.

Case Study.

Unit-III: Double Entry & Trial Balance (Contact Hours:6)

Double Entry System and Recording of Transactions into the Journals. Posting Transactions into Ledger.

Sub-division of Journals, Preparations of Trial Balance, Case Study.

Unit-IV: Final Accounts (Contact Hours:7)

Preparation of Annual Accounts - Profit and Loss Account and Balance Sheet. Adjustment Entries. Form of

Company Annual Accounts as per Companies Act. Segment Reporting. International Financial Reporting

Standards, Case Study.

Unit-V: Accounting for Depreciation (Contact Hours:7)

Capital, Revenue & deferred Revenue Expenditure, Capital Profit and revenue profit, Depreciation:

Meaning of Depreciation and Depreciation Accounting; Causes of Depreciation; Need for Charging

Depreciation; Factors Affecting the Amount of Depreciation; Depreciation on Additions to Fixed Assets;

Methods of Recording Depreciation; Methods of Allocating Depreciation- SLM and WDV Method. Case

Study.

Unit-VI: Financial Statement Analysis (Contact Hours:7)

Techniques of Financial Analysis: Accounting Ratios - Meaning Significance and Limitations.

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Name of the Subject: Financial Accounting & Statement Analysis Subject Code: MBA – C104


Classification of Accounting Ratio. Computation and interpretation of Liquidity Ratios. Leverage Ratios.

Activity/ turnover Ratios and Profitability Ratios. Du-point Analysis, Trend percentages and Common size

statement. Funds Flow Statement - Meaning and Need. Preparation and Interpretation of schedule of

working capital changes and Funds Flow Statement. Cash Flow Statement - Meaning, Need, Preparation

and Interpretation. Case Study.


1. H.G.Guthman :Financial Statements Analysis, PHI.

2. Myer :Financial Statements Analysis PHI.

3. Robert Anthony & Reece :Management Accounting - Text & Cases, Richard D. Irwin,

4. Morton Backer :Modern Accounting Theory, PHI.

5. Roy, A.Foulke :Financial Statement Analysis, McGraw-Hill.

6. Shukla & Grewal : Advanced Accounts , S. Chand & Company Limited.

7. Mukherjee & Roy : Studies in Accounting Theory, World Press Pvt. Ltd. Calcutta.

8. Jain & Narang :Advanced Accountancy, Kalyani Publishers.

9. Khan & Jain : Management Accounting, Tata McGrawHill Education.

10. Bhandari & Kulshrestha :Essays in Accounting, Sahitya Bhawan.

11. Roy G.D. : A Survey of Accounting Ideas , Alpha Pub. Concern.

12. Sehgal A., Sehgal D. :Taxman’s Financial Accounting.

13. Bhattacharya S.K. & Dearden : John :Accounting for Management, Vikas Pub House.

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Name of the Subject: Communication skills Subject Code: MBA – C105


Course Objectives

By the end of the course, one should be able to:

Understand the fundamental principles of effective business communication;

Apply the critical and creative thinking abilities necessary for effective communication in today's business

world;

Organize and express ideas in writing and speaking to produce messages suitably tailored for the topic,

objective, audience, communication medium and context; and

Demonstrate clarity, precision, conciseness and coherence in your use of language.


Communication fundamentals: Steps in communication process, Communication networks, Informal

communication, Miscommunication, Effectiveness in managerial communication, Vocabulary in practice –

word based activities, Figures of speech.


Non-verbal communication: Forms of non-verbal communication, Interpreting non-verbal messages, Tips

for effective non-verbal communication, Case study. Listening: Types of listening, Barriers to effective

listening, Leadership and the role of listening in leadership styles, Case study.


Business presentation and Public speaking: Controlling nervousness and stage fright, Business presentations

(sample outlines), Case study.


Activities based simulation sessions: Group discussions, Personal interview, extempore speech, Team

presentations.


Business Correspondence: Seven Cs of business letter writing, common components of business letters,

kinds of business letters, writing effective memos, Sentence structure, Punctuation, paragraphs,

Compositions, Steps in essay writing (business and advanced essays).


Meetings and conferences: Strategic issues related to meeting, planning a conference, Web conferencing,

Cross cultural communication.


1. Business Communication by Meenakshi Raman and Prakash Singh - Oxford University Press

2. Business Communication by Asha Kaul.

3. Business Communication by Thomas L Means.

4. Business Communication by M K Sehgal and Vandana Khetarpal.

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Name of the Subject: Managerial Economics Subject Code: MBA – C106


Course Objectives

To understand the scope and subject matter of managerial economics and its relationship with various

Quantitative and behavioral sciences.

To know the application of the principles of managerial economics can aid in the achievement of business

objectives.

To understand various concepts, tools and techniques of economics with a view to use them while

examining decision making process of a firm in terms of price and output determination under different

market conditions.

Unit-I: Introduction to Managerial Economics (Contact Hours:9)

Definition, Nature and Scope of Managerial Economics, Microeconomic and Macroeconomics. Managerial

Economics and Decision-Making, Demand and Supply Function-Law of Demand, Determinants of

Demand, Demand Curve, Demand Elasticity and Forecasting. Law of Supply, Determinants of Supply,

Elasticity of Supply, Demand and Supply Interaction.

Unit-II: Production Analysis (Contact Hours:8)

The Concept of Production Function, Cobb-Douglas Production Function, Laws of Production, The Law of

Diminishing Marginal Returns, The Law of Returns to Scale.

Unit-III: Cost Analysis (Contact Hours:7)

Real Cost, Money Cost, Opportunity cost and Marginal cost, Types of Production Costs, Short and Long

Run Costs Function, Break Even Analysis.

Unit-IV: Market Structure and Pricing Practices (Contact Hours:6)

Perfect Competition, Monopolistic Competition, Oligopoly, Price Discrimination, Cost Plus Pricing, Peak

Loading Pricing, Product Bundling, Transfer Pricing, Penetration Pricing, Cost Leadership Pricing, Price

Skimming, Product Life Cycle Pricing.

Unit-V: Profit Maximization (Contact Hours:5)

Firm and Industry, Meaning of Profit maximization, The Marginal Cost- Marginal Revenue Equality

Approach.

Unit-VI: Business Cycles (Contact Hours:5)

Concept of Business Cycle, Features of Business Cycle, Economic forecasting for business: Concept of

GNP, GDP, Inflation & Deflation.


1. Dr. D.M. Mithani, Managerial Economics, Theory and Applications, Himalaya Publishing House Pvt.

Ltd., Mumbai, 2011

2. Rajesh Srivastava & Dominick Salvatore, Managerial Economics, 6th Edition Oxford University

Press.2009.

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Name of the Subject: Managerial Economics Subject Code: MBA – C106



3. Samuelson & Nordhaus, Economics, 17th Edition, Tata Mc graw-Hill Publishing Com. Ltd.

4. K.K.Dewet, Modern Economic Theory, S. Chand & Co. Ltd, 2005.

5. Paul G. Keat & Philip. Young, Managerial Economics, Pearson Publication Education, 2008.

6. N. Gregory Mankiw, Principles of Economics, Thomson South-Western College Publishing 2007.

7. G S. Gupta, Managerial Economics, Tata Mc Graw Hill Education Pvt. Ltd. 2011

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Name of the Subject: Organisational Behaviour Subject Code: MBA – C107


Course Objectives

To provide a basic knowledge and understanding of individual & group behaviour in an organization.

To indicate elementary skills of managing and changing organizational behavior.

Unit-I: Focus and Purpose (Contact Hours:5)

Definition, need and importance of organizational behaviour – Nature and scope – Frame work –

Organizational behaviour models.

Unit-II: Organizational Design and Climate (Contact Hours:7)

Various organizational structures and their effects on human behaviour. Organizational Climate - Factors

affecting organizational climate – Importance. organizational Culture – Creating and sustaining organization

culture, creating positive organizational culture, Organizational Effectiveness.

Unit-III: Individual Behaviour (Contact Hours:7)

Personality – types – Factors influencing personality – Theories – Learning – Types of learners – The

learning process – Learning theories – Organizational behaviour modification. Misbehaviour – Types –

Management Intervention. Emotions - Emotional Labour – Emotional Intelligence – Theories. Attitudes –

Characteristics – Components – Formation – Measurement- Values. Perceptions – Importance – Factors

influencing perception – Interpersonal perception- Impression Management. Motivation – importance –

Types – Effects on work behavior.

Unit-IV: Group Behaviour & Dynamics Of Organizational Behaviour (Contact Hours:7)

Theories of Group Formation - Formal Organization and Informal Groups and their interaction - Group

dynamics – Emergence of informal leaders and working norms – Group decision making techniques – Team

building - Interpersonal relations – Communication – Control.

Unit-V: Organizational Change and Conflict Management (Contact Hours:7)

Management of Change - Importance - Forces responsible for change - Resistance to change - Overcoming

resistance to change - Introduction of change in the organization - Organizational Development as a tool for

introduction of change. Conflict Management - Traditional vis-a-vis Modern view of conflict - Constructive

and Destructive conflict - Conflict Process - Strategies for encouraging constructive conflict - Strategies for

resolving destructive conflict.

Unit-VI: Emerging Aspects of Organizational Behaviour (Contact Hours:7)

Organizational behaviour across cultures - Conditions affecting multinational operations, Managing

International Workforce, Productivity and cultural contingencies, Cross cultural Communication.


1. Stephen P. Robins, Organisational Behavior, PHI Learning / Pearson Education, 11th edition, 2008.

2. Fred Luthans, Organisational Behavior, McGraw Hill, 11th Edition, 2001.

3. Schermerhorn, Hunt and Osborn, Organisational behavior, John Wiley, 9th Edition, 2008.

4. Udai Pareek, Understanding Organisational Behaviour, 2nd Edition, Oxford Higher Education, 2004.

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Name of the Subject: Management Information System Subject Code: MBA – C108

Total Marks for Evaluation: 50 (Half Credit) No. of Contact Hours: 20

Course Objectives

To explain students about information systems and their importance in today’s business and management

To evaluate the role of the major types of information systems in a business environment and their

relationship to each other

To assess the impact of the Internet and Internet technology on business electronic commerce and

electronic business.

To understand the major management challenges in building and using information systems.

Learn the core activities in the systems development process.

Cultivate skills and experience in the development and implementation of information systems projects.

Unit-I: Introduction to MIS & Organisational Systems (Contact Hours:8)

Definition of Management Information Systems, Importance of MIS, Computers and MIS, Typical

Management Information Systems (Operational Decisions, Tactical Decisions, Strategic Decisions), Future

of MIS. Information System, Organisational and Informational System structure, Data and Information,

Management and Decision Making (Programmed and Non-Programmed Decisions), Classification of

Information System (office automation systems, TPS, DSS, ESS), Information Support for Functional Ares

of Management, Impact of Business on Information System, Absorption of MIS in Organizations, Case

Study.

Unit-II: Applications of Management Information System in various areas of Management

(Contact Hours:7)

Application of MIS in : Finance, Human Resource Management, Finance, and Manufacturing .Case Study.

Unit-III: Knowledge Management and Data Base Management System (Contact Hours:5)

The knowledge management landscape, Enterprise wide Knowledge Management Systems, Knowledge

Work Systems, Intelligent Techniques, Data Base Management System- Data Warehousing, Data Mining,

ERP, Case Study.


1. Management Information Systems –S. Sadagopan, PHI Learning Private Limited, Latest Edition.

2. Management Information Systems(Managing the digital firm)- Kenneth C. Laudon and Jane P. Laudon.

Pearson Education, Latest Edition.

3. Management Information Systems-James AO’ Brien, George M Marakas, Ramesh Behl, Tata Mc Graw

Hill Latest Edition.

4. Computer Fundamentals - Pradeep K. Sinha & Priti Sinha, BPB Publications.

5. Fundamentals of Computer- V. Rajaraman, Tata Mc-Graw Hill Publications.

6. Information Technology for Management - B. Muthukumarn, Oxford University Press.

7. MIS: Managing IT in the Business Enterprise - O’Brien J. A. (2004), PHI.

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FIRST YEAR

SEMESTER II


Name of the Program/Semester: MBA-II Branch: Management

Name of the Subject: Research Methodology Subject Code: MBA – C201


Course Objectives

Research Methodology forms one of the most important subjects in the study of MBA as it investigates the

scope of improvement in the domain of marketing, HR, Finance and Psychology through well defined

research objective in area of investigation. Research Methodology forms a key area of decision science

which needs appropriate selection of methods and methodology. The research should always be an original

work and should not be plagiarized. The key objective of this course lies in understanding various tools and

techniques of research which can be applied in domain of management and social science.

Unit-I: Foundations of Research (Contact Hours:6) Meaning, Objectives, Motivation, Utility.. Characteristics of scientific method - Understanding the language

of research - Concept, Construct, Definition, Variable. Research Process, Characteristics of good research,

Concept of . Problem Identification & Formulation.

Unit-II: Research Design (Contact Hours:6) Concept and Importance in Research - Features of a good research design – Exploratory Research Design –

concept, types and uses, Descriptive Research Designs - concept, types and uses. Experimental Design:

Causal relationships.

Unit-III: Types of Data & Methods of Data Collection (Contact Hours:6)

Secondary Data - Definition, Sources, Characteristics. Primary Data - Definition, Advantages and

disadvantages over secondary data, Survey and Observation methods; Motivation Research and Projective

Technique..

Unit-IV: Sampling Design (Contact Hours:6)

Concepts of Statistical Population, Sample, Sampling Frame, Sampling Error, Sample Size, Non Response.

Characteristics of a good sample. Probability Sample – Simple Random Sample, Systematic Sample,

Stratified Random Sample & Multi-stage sampling. Non Probability Sample – Judgment, Convenience,

Quota & Snowballing methods. Determining size of the sample -Practical considerations in sampling and

sample size.

Unit-V: Questionnaire Design, Measurement and Attitude Scaling Technique (Contact Hours:6)

Questionnaire Design- Techniques & Precautions, Concept of measurement- Validity and Reliability. Levels

of measurement - Nominal, Ordinal, Interval, Ratio. Attitude Scaling Techniques: Concept of Scale – Rating

Scales viz. Likert Scales, Semantic Differential Scales, Constant Sum Scales, Graphic Rating Scales –

Ranking Scales – Paired Comparison & Forced Ranking.

Unit-VI: Data analysis and Report Writing (Contact Hours:10)

Editing, Coding, transformation of data, Basic data analysis, Setting of hypothesis, hypothesis testing,

Hypothesis : Null hypothesis and alternative hypothesis, Univariate & Bivariate Analysis- Chi Square &

ANOVA. Report Writing - Steps in Writing Report, Generic layout of a Research Report.

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Name of the Subject: Research Methodology Subject Code: MBA – C201



1. Business Research Methods - Donald Cooper & Pamela Schindler, TMGH, 9th edition.

2. Business Research Methods – Alan Bryman & Emma Bell, Oxford University Press.

3. Research Methodology - C. R.Kothari.

4. Business Research Method-Naval Bajpai, Pearson.

5. Business Research Methodology N Srivastava,Shailja Rego,Mcgraw Hill.

6. Research Methodology for Management with SPSS, Majhi & Khatua, HPH.

7. Management Research Methodology, Krishnaswamy, Sirakumar, Pearson.

8. Research Methodology, Zeikmund, Cengage.

9. Research Methodology, Paneer Selvam, PHI.

10. Research Methodology, Prasanta Sarangi, Taxmann.

11. A Text Book of Research Methodology, AKPC Swain, Kalyani.

12. Research Methodology, Das, Vrinda.

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Name of the Subject: Operation Management & Research Subject Code: MBA – C202


Course Objectives

The objective of this course is to acquaint students with decision making in: Planning, scheduling and

control of production and operation functions in manufacturing and services; productivity improvement in

operations through layout engineering and Operations Planning & Control etc.; effective and efficient flow,

replenishment and control of materials with reference to both manufacturing and services organizations.

Unit-I (Contact Hours:4) Operation Management: Introduction, Manufacturing System & Types, Environment of Operations.

Facilities Location & Layout: Strategic importance of facilities Location, Factors in Location Analysis,

Location Analysis Techniques, Planning the building, Strategic importance of Facilities Layout, Principles

& Types of Layout, Case Study.

Unit-II (Contact Hours:4) Operations Planning & Control: Aggregate Planning, Master Production Schedule, Material Requirement

Planning, Capacity Planning. Material Management: Concept, Purchasing Function, Selection of Suppliers,

Vender Rating, JIT, Stores Management, Case Study.


Queuing Theory - Queuing model, Static and Dynamic Arrivals, Single Server and Multiple Server Queues.

Transition-rate diagrams. Role of the exponential distribution in queuing models. Introduction to Simulation

Process, Monte Carlo Simulation, Generation of Random Numbers, Case Study.


PERT/CPM - Rules of Network Construction, Network Analysis (Forward Pass, Backward Pass, Critical

Paths and Floats). Resource Analysis and Allocation (Crashing), Probability in PERT, PERT vs. CPM.

Limitations and Difficulties in Network Methods, Case Study.


Game Theory - Terminology, Game Models, Two Person Zero Sum Games and their Solutions, Graphical

Method, Algebraic Method, Arithmetic Methods, Methods of Matrices, Case Studying.


Linear Programming Problem: Meaning of Linear programming, General Mathematical Formulation of

LPP. Feasible and Optimal Solutions: Graphical Analysis. LPP – Transportation & Assignment –

Transportation: Formulation and Solution by North West Corner Rule (NWC), Least Cost Method (LCM)

and Vogel‘s Approximation Method (VAM); Optimization by Modified Distribution Method (MODI).

Assignment: Formulation and Solution, Case Study.


1. Operation Management, Norman Gaither, Greg Frazier, Cengage Learning, 2011.

2. Production & Operations Management, Everette, Adam Ronald J. Ebert, PHI Learning, 2010.

3. Operations Research – Hira and Gupta – S. Chand & Co.

PAGE 15



Name of the Subject: Operation Management & Research Subject Code: MBA – C202



4. Operations Management, William J Stevenson, Tata Mc Graw Hill Education, 2013.

5. Production & Operations Management, S N Chary, Tata Mc Graw Hill Education, 2011.

6. Operations Management: Theory & practice, B. Mahadevan, Pearson Education, 2010.

7. Production & operations Management, S Anil Kumar N. Suresh, New Age International Publishers,

2012.

8. Operations Research - Paneersevam – Prentice Hall of India.

PAGE 16


Name of the Subject: Macro Economics and Legal Aspects Subject Code: MBA – C20\3


Course Objectives

To understand about macroeconomic events that affect many households, firms, and markets

simultaneously.

To provide an overview of legal matters that student will deal with in their personal and/or professional

life.

Unit-I: Introduction to Macro Economics (Contact Hours:7) Meaning, Scope, Importance and Limitations, National Income- Concept, GNP,NNP,GDP, Circular flow of

Income – Two sectors Model, Index Number- Meaning, Construction, Importance and Limitations.

Unit-II: Determination of Output and Employment (Contact Hours:7) Classical Approach- Concept, Classical Aggregate Demand Function, Classical Aggregate Supply Function,

Keynesian Approach,Theory of Consumption and Saving-Consumption Function- Meaning, Determinants

of Consumption, Average Propensity to Consume, Marginal Propensity to Consume, Consumption Function

Equation, Saving Function.

Unit-III: Theory of Investment (Contact Hours:7)

Introduction, Decision to Invest, Types of Investment, Marginal Efficiency of Investment, Marginal

Efficiency of Capital, Theory of Multiplier, Principle of Acceleration.

Unit-IV: Monetary Policy (Contact Hours:7)

Introduction, Definition, Objectives, Instrument of Monetary Policy, Effectiveness of Monetary Policy,

Limitations of Monetary Policy in Underdeveloped Countries, Monetary Policy in India.

Unit-V: Fiscal Policy (Contact Hours:7)

Introduction, Relative Merits, Objectives of Fiscal Policy, Major Fiscal Functions of A Modern

Government, Limitations of Fiscal Policy, Role of Fiscal Policy in Developing Countries, Fiscal Policy in

India.

Unit-VI: Legal Aspects (Contact Hours:5)

Legal Frame Work for Business in India, Introduction to Securities and Exchange Board of India (SEBI),

Foreign Exchange Management Act (FEMA), Reserve Bank of India, Competition Act, 2002.


1. Suman Kalyan Chakraborty, Macro Economics, Himalaya Publishing House.

2. N.D. Kapoor, Elements of Mercantile Law, Sultan Chand and Sons.

3. Ahuja H. L. (2002) Macroeconomics Theory and Policy, Chand and Co. Ltd New Delhi.

4. D’souza Errol (2008) Macroeconomics: Person Publication, New Delhi.

5. Buchandani, Business Law for Management, Himalaya Publishing.

6. Chandra Bose, Business Laws, PHI, 2008.

7. Kumar, Legal Aspect of Business (1st edition), Cengage Learning, 2009.

PAGE 17


Name of the Subject: Human Resource Management Subject Code: MBA – C204


Course Objectives

This introductory course on Human Resource Management is designed to introduce the basic concepts,

functions and processes of human resource management as well as to create an awareness of the role,

functions and functioning of human resource department of the organizations.

Unit-I (Contact Hours:7) Human Resource Management – Introduction, Importance and Evolution. Difference between personal

Management and HRM, Organization Structure and human resource management, Duties and

responsibilities of a HR Manager.

Unit-II (Contact Hours:7) Human Resource Planning: Meaning and objectives, HRP Process, Manpower Estimation, Job analysis, Job

Description, Job Specification, Recruitment, Sources of Recruitment - Selection Process, Placement and

Socialization (Induction and orientation).


Career Management – Objective, Importance and Process. Performance Appraisal Management –

Definition, Ethics and Concept. Process and different methods of Performance Appraisal, Rating Errors,

Competency Management.


Introduction to training and development: Training and development Process, Need and objectives; learning

transfer, Understanding training methods (Off-the-Job Training Methods, On-the-Job Training Methods.

Compensation: Introduction to Compensation Management – Nature, Significance, Objectives & functions,

Elements of compensation, Principles & factors influencing compensation.


Industrial Relations:-Meaning and Objectives, Importance and approaches to Industrial Relations,

Developing sound industrial Relations. Grievance: Definition, and Grievance Handling, Disciplinary

procedures- Meaning, Need and Procedure. Collective Bargaining- Principles and features; Forms of

collective bargaining; negotiation process; implementation of collective bargaining agreements; collective

bargaining in India. Worker participation in Management: Meaning, objectives, Essential Conditions, forms,

Reasons for limited success and suggestions for improvement, WPM in India.


Quality Circle : Meaning, objective and Process. Quality of work life; Work life balance; Work Stress &

Counseling; Mentoring; Employee Welfare.


1. Gary Dessler, Human Resource Management, Pearson Education.

PAGE 18


Name of the Subject: Human Resource Management Subject Code: MBA – C204



2. Gerard V McMohan, Recruitment and Selection, Prentice Hall of India.

3. C.R. Greer, Strategic Human Resource Management, Pearson Education.

4. Haldar, Human Resource Development, Oxford University Press.

5. Aswathppa, Human Resource Management: Text and Cases, 2008

6. Fisher, Schoenfeldt and Shaw; Human Resource Management, 4th Edition, Houghton Mifflin, Boston,

1999.

7. Leap, Terry L., and Micheal D. Crino; Personnel/ Human Resource Management, MacMillan, New

York, 1990.

8. Teboul, James; Managing Quality Dynamics, Prentice Hall, New Jersey, 1991.

9. De Cenzo, D. A. and Robbins, S. P., Human Resource Management, 5th ed., John Wiley, 1994.

10. Monappa, A. and Saiyadain, M., Personnel Management, Tata McGraw-Hill, New Deihi.

PAGE 19


Name of the Subject: Financial management Subject Code: MBA – C205


Course Objectives

Imparting learning to the students regarding the financial environment of business, especially the financial

markets

Imparting learning to the students regarding the decisions and decision variables involved in building the

liability side of balance sheet of the firm

Developing the analytical skills by associating the tools and techniques with the situation

Developing skills for interpretation business information and application of financial theory in financing

related decisions.

Unit-I: Introduction to Financial Management (Contact Hours:6) Nature, Scope and Environment of Financial Management, agency problem, financial goals, Financial and

Profit planning – Value and Return – Valuation of Bonds and Shares.

Unit-II: Time Value of Money (Contact Hours:6) Capital Budgeting – Nature and Significance – Time Value of Money – Discounting and Compounding,

annuity and perpetuity – Methods for evaluating capital expenditure proposals, Computation of Cost of

Capital.

Unit-III: Portfolio Analysis (Contact Hours:7)

Risk and return: portfolio theory and asset pricing models.(CAPM & APT). Beta estimation and cost of

equity Analysis and interpretation of Financial Statements using the techniques of Ratio Analysis and Funds

Flow Analysis, DU-PONT Analysis.

Unit-IV: Working Capital Management (Contact Hours:7)

Working Capital Management – Nature of working capital – Need for working capital estimation of

working capital requirement, Financing working capital requirement, Commercial Papers Management of

Cash and Receivables – Factoring.

Unit-V: Leverage Analysis & Capital Structure (Contact Hours:7)

Leverage analysis, financial leverage, operating leverage, compound leverage. Significance of leverage, its

effect on profit, its impact on cost of capital and firms ability to raise capital. Capital structure: theory and

practice. Relevance of capital structure NOI and MM hypothesis.

Unit-VI: Long Term Sources of Funds & International Financial management (Contact Hours:7)

Raising the Long Term and Medium Term funds – Own Vs. Borrowed Funds, Public Deposits Leasing and

Hire Purchase – ADR , GDR - Capital Structure – Credit Rating Management of Profits – Dividend Policy

– Procedural and Legal formalities involved in the payment of dividend – Bonus Shares. International

financial management – foreign exchange market, international parity relationships foreign exchange risk

and hedging.


1. I.M.Pandey, Financial Management, Vikas Publising House Pvt Ltd., New Delhi.

PAGE 20


Name of the Subject: Financial management Subject Code: MBA – C205



2. M Y Khan and P. K. Jain, Financial Management, Tata Mc Graw- hill Publishing Co. ltd., new Delhi.

3. James C. Van Horne, Financial Management and Policy, Prentice Hall of India, New Delhi.

PAGE 21


Name of the Subject: Brand & Product Management Subject Code: MBA – C206


Course Objectives

The prime objective of this subject is to make the students aware about the significance of a brand and the

creative ways in which it is built. Brand management happens to be one of the most painstaking yet

rewarding parts of marketing strategy. This subject deals with the ins and outs of the same.

Unit-I: Introduction to a Brand (Contact Hours:6) Knowing brand, branding decisions, branding today, brand management, brand essence, brand promise,

brand positioning, brand personality, brand equity, brand image, brand consumerisation spectrum,

importance of a brand name, characteristics of a good brand name, brand names as information chunks,

evolution of naming methods.

Unit-II: Brand Planning (Contact Hours:7) Objectives, factors affecting brand potential, brand strategy, managing brands over life cycles, brand

cohorting, brand’s life script, brand values, core values, business system, value proposition, added values,

value and personality, porter’s value chain, Levitt’s four level model, brand proposition.

Unit-III: Managing brand system and brand roles (Contact Hours:7)

Brand system, brand roles, branding benefits, brand slogans, brand systems, bond with the customer,

coherent brand portfolio, sub-brands, concept of commoditization, five factors for the decline of a brand,

anti-brand thinking; influence of culture on brands and vice versa, brand equity, brand building, service

brands, experiential brands; product and brand failures, marketing organization, reality environment of

brands.


1. Compendium of Brand Management – S A Chunawalla, Himalaya Publishing House.

2. Brand Management text and cases – Harsh V Verma.

3. Advanced brand management, managing brand in a changing world – Paul Temporal.

4. Brand Management, A theoretical and practical approach – Saurabh Agarwal.

5. Strategic Brand Management- Kevin Keller, M G Parameswaran and Issac Jacob.

PAGE 22


Name of the Subject: Retail Management Subject Code: MBA – C207


Course Objectives

To provide conceptual understanding of Retailing with special reference to Global and Indian context

and develop skills required for the success in retail business.

To introduce to the framework of Retail Management and each of its elements.

Unit-I: Introduction to Retail (Contact Hours:7) Definition and Importance of Retailing, Functions of Retailers, The Global Retail Market- Issues and

Challenges, Indian Retail Scenario and its future perspective, Retail as career, Theories of Retail

Development and Business Models in Retail.

Unit-II: Understanding the Retail Consumer (Contact Hours:6) Factors Influencing the Retail Shopper, Consumer Decision Making Process, Retail Strategy, Store Site

Selection, Store Layout, Retail Franchising-Concept of Franchising, Advantages and disadvantages of

Franchising.

Unit-III: Basics of Retail Merchandising (Contact Hours:7)

The Process of Merchandise Planning, The Methods of Merchandise Procurement, Retail Pricing and

Evaluating Merchandise Performance, Private Labels, Category Management, Store Operations and

Profitability, Retail Marketing and Branding.


1. Berman, Barry and Joel Evans, Retail Management, Pearson Education India.

2. Swapna Pradhan, Retailing Management, McGraw Hill Education Pvt. Ltd., New Delhi.

3. Cox Roger, Retail Management, Prentice Hall, 2000.

4. Kotler, Marketing Management, Pearson Education India.

5. Levy, Michael, Retail Management, Lightning Source Incorporated.

PAGE 23


Name of the Subject: Selling & Negotiation Skills Subject Code: MBA – C208


Course Objectives

To describe the role of a salesperson and the specific value he or she adds to an organization.

To understand the basic steps in a typical sales process and their application to real business situations.

To analyze a salesperson's techniques.

To define the role that sales plays in a marketing campaign.

To understand and discuss the ethical issues faced by sales professionals.

To understand and conduct a successful sales call, including the role of verbal and non-verbal

communication.

Unit-I: Nature and Role of Selling (Contact Hours:7) Importance of selling, role in the context of organization survival and growth, types of selling, different

selling situations, new business versus service selling, Selling to superiors, peer groups, team mates and

subordinates, Customer indirect selling, Industrial selling, Missionary, Sales team/group selling,

merchandising, telesales, franchising. (To be supplemented by live exercises on Personal Selling).

Unit-II: Attributes of a Good Sales person (Contact Hours:6) Personality and physical characteristics of a sales person,Enthusiasm,confidence,intelligence,Self-

worth,Knowledgeproduct, Competition ,Organization, Market, Customer, Territory, Communication Skills,

Persuasive Skills. (To be supplemented by live exercises on Personal Selling).

Unit-III: Personal Selling and Negotiation Skills (Contact Hours:7)

Personal selling skills-Need and problem identification, the presentation and demonstration, dealing with

objections, Negotiations, closing the sale, follow up. Negotiation Skills-Collaborative/Win-Win not

compromise, Pyramid of success: power, time and information. Opponent: Visceral or ideal (To be

supplemented by live exercises on Personal Selling.


1. Selling and sales management by Geoffery Lancaster and David Jobber, McMillan India Ltd.

2. Negotiation: Communication of diverse settings by Michael L Spangle and Myra Isenhart, Sage South

Asia Edition.

3. The Sales Bible: The Ultimate Sales resource by Jeffery Gitomer ,Wiley India.

4. Organisational Behaviour by Fred Luthans (9th edition).

5. The Essentials of Negotiation – Harvard Business School Press.

6. Getting to Yes by Roger Fisher & William Ury.

7. Negotiation Selling by Sameer A Kulkarni.

PAGE 24


Name of the Subject: Financial Markets & Institutions Subject Code: MBA – C209


Course Objectives

The course intends to facilitate the student with a detailed knowledge of the structure of financial markets,

and institutions. Also enriching them with the knowledge of the various roles and responsibilities of the

institutions. The students will also learn the whole financial ecosystem.

Unit-I: Introduction to Financial Markets (Contact Hours:7) Role of Financial Markets and Institutions, Overview of Financial Markets, Securities Traded in Financial

Markets, Valuation of Securities in Financial Markets, Financial Market Regulation, Financial Market

Globalization, Role of Financial Institutions in Financial Markets, Overview of Financial Institutions,

Global Expansion by Financial Institutions.

Unit-II: The Financial Institutions & Instruments (Contact Hours:7) Regulatory institutions, Detailed look into all major financial institutions like bank, regulatory bodies, NBFI,

etc. Introduction, stock exchange, stock trading, products in the secondary, equity investment, debt

investment. Derivatives – types, options, commodity derivatives and financial derivatives. Debt Funds -

Salient features, debt mutual fund schemes, fixed maturity plans. Capital protection funds, gilt funds etc.

Liquid Funds – Salient features, portfolio churning etc. Analysis and Regulation in Financial Markets

Introduction to regulations governing equity market, and other markets.

Unit-III: Markets (Contact Hours:6)

Capital market: primary & Secondary Market. Money Markets Money Market Securities, Institutional Use

of Money Markets, Risk of Money Market Securities, Interaction Among Money Market Yields,

Globalization of Money Markets, Bond Markets Background on Bonds, Treasury and Federal Agency

Bonds, Municipal Bonds, Corporate Bonds.


1. Financial Institutions and Markets, Kohn, Oxford Publication.

2. Financial Markets and Institutions (with Stock Trak Coupon), Madura, Cengage Learning.

3. Financial Institutions and Markets , Bhole, TMH Publication.

PAGE 25


Name of the Subject: Cost & Management Accounting Subject Code: MBA – C210


Course Objectives

The objective of this course is to ensure that student should understand the concepts of cost and

management accounting and how management accounting helps in the decision making. Also they must

learn how the various systems of management account must be used for proper decision making.

Unit-I: Introduction to Cost and Management Accounting & Marginal Costing (Contact Hours:7) Difference between cost, financial and management accounting, Concept of cost –its classification, Cost

sheet – analysis, Role and scope of management accounting, Marginal costing: Meaning, advantage,

Limitation and application, Break even analysis, CVP analysis, P/V ratio and its significance, Margin of

safety.

Unit-II: Absorption Costing & Standard Costing (Contact Hours:7) Absorption costing, Difference between marginal and absorption costing, Income treatment under marginal

and absorption costing, Standard Costing : Meaning, Advantage, Limitation and application, Various types

of standards, Installation of standard costing for material, labor and overheads, Variance analysis,

Benchmarking for setting standards, Variance reporting to management.

Unit-III: Budgeting, Budgetary Control & Cost Audit (Contact Hours:6)

Budget concept, Types of budget- fixed and flexible, Preparation and monitoring of various budgets,

Budgetary control system- advantages, limitations & installations, Zero base budgeting, Program and

performance budgeting, Nature and scope of cost audit, Purpose, scope and advantage of cost audit,

Implementing authorities of cost audit, Cost audit techniques and audit programs, Cost audit report, Cost

auditor – appointment, rights and responsibilities.


1. Advanced Management Accounting By Ravi M. Kishore – Taxman Publication.

2. Kaplan & Atkinson, Advanced Management Accounting, Prentice Hall of India – 1999.

3. S. N. Maheswari – Management Accounting, Sultan Chand, New Delhi – 1998.

4. V. K. Saxana & C. D. Vashist, Advanced Cost of Management Accounting, Sultan Chand & Sons, New

Delhi, 1998.

5. Dr. Manmohan & S. N. Goyal, Principles of Management Accounting Shakithabhavan Publication,

Agra.

PAGE 26

Info

rmatio

n

Is

Life

Second YEAR

SEMESTER III


Name of the Program/Semester: MBA-III Branch: Management

Name of the Subject: International Business Subject Code: MBA – C301


Course Objectives

By the end of this course students should be able to:

Apply theories, tools, and insights found in the field of international management to common real world

scenarios.

Demonstrate the understanding of the similarities and differences among the peoples of the world and how

they affect business management.

Discuss how various legal, political, economic, and cultural systems affect business attitudes and behavior.

Discuss the managerial issues related to strategic planning, human resource management, financial

management, motivation, and leadership, which arise in an international context.

Unit-I (Contact Hours:5) Theories of international trade, International Economic Institutions (WTO, GATT, World Bank, UNCTAD,

IMF), Regional Agreements.

Unit-II (Contact Hours:10) Role of multinationals, Trade Policies, Balance of Payment, Trade Deficits, Regulatory framework of

international trade, tariffs and quota.


Foreign investments in India, problems and prospects of Indian businesses abroad.


Overseas business options, India’s export policy, Institutional infrastructure for exports, EPCs, ECGC,

EXIM Bank, FIEO, etc., Export pricing, export incentives, export finance, role of banks, methods of

payments, Export procedures and documentation.


Global monetary system, fundamentals of foreign exchange, currency convertibility, Analysis of

international marketing environment, international marketing research.


International marketing strategy, International policies for products, pricing, and distribution, International

advertising, promotion, and communication, Organizing for foreign markets. Current Scenario in IB.


1. Rakesh Mohan Joshi, International Business, Oxford Higher Education, 2009.

2. John D. Daniels & Lee h. Radebaugh, International Business, Environment & Operations, Prentice Hall,

2007, 11th edition.

3. Joshi, International Marketing, ISBN: 9780195671230, Oxford University Press.

4. Subhash C. Jain, International Marketing, Asian Books Private Limited, 2001, 6th edition.

5. Charles W. L. Hill, International Business, Tata McGraw Hill Limited, 2005, 5th edition.

6. Rugman, Lecraw&Booth, International Business: Firm & Environment, Tata McGraw Hill Ltd.

PAGE 27


Name of the Subject: Strategic Management Subject Code: MBA – C302


Course Objectives

The objective of this course is to develop a holistic perspective of enterprise, critical from the point of view

of the top executives.

Unit-I (Contact Hours:6) Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of

strategists. General vocabulary of SM: Vision, Mission, Objectives and Purpose. Case Study.

Unit-II (Contact Hours:8) Environmental scanning techniques- ETOP, QUEST and SWOT (TOWS), Internal Appraisal – The internal

environment, organizational capabilities in various functional areas and Strategic Advantage Profile,

Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial

analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor

rating). Identification of Critical Success Factors (CSF). Strategic step application: Drucker’s theory of

business, Blue ocean strategy, resource based view and dynamic view. Case Study.


Corporate level strategies- Stability, Expansion, Retrenchment and Combination strategies, Corporate

restructuring, Concept of Synergy, Mergers & Acquisitions, Corporate Restructuring Business level

strategies— Porter’s framework of competitive strategies, Conditions, risks and benefits of Cost leadership,

Differentiation and Focus strategies. Case Study.


Strategic Analysis and choice—Corporate level analysis (BCG, GE Ninecell, Hofer’s product market

evolution and Shell Directional policy Matrix) Industry level analysis; Porter’s five forces model,

Qualitative factors in strategic choice. Case Study.


Strategy implementation: Resource allocation, Projects and Procedural issues. Organization structure and

systems in strategy implementation. Operational and derived functional plans to implement strategy,

Integration of functional plans. Case Study.


Strategic control and operational Control, Organizational systems and Techniques of strategic evaluation.

Case Study.


1. Thompson & Arthur A and Others, Crafting and Executing Strategy, Tata McGraw Hill, 14th ed. 2006.

2. Pankaj Ghemawat: Strategy & The Business Landscape, Pearson Education Asia.

3. T. Wheelen and K. Rangarajan,” Concepts in Strategic Management and Business Policy”, Pearson

Education.

4. Johnson & Scholes : Exploring Corporate Strategy 4th Prentice Hall India.

PAGE 28


Name of the Subject: Strategic Management Subject Code: MBA – C302



5. Grant, Contemporary Strategic Management Case Studies, 6ed, Wiley Publications.

6. F.R. David,”Strategic Management”, Pearson Education.

7. Kazmi, Business Policy & Strategic Management 2nd Tata McGraw Hill.

8. Budhiraja S D, Athreya M B , Cases In Strategic management , Tata McGraw Hill

PAGE 29


Name of the Subject: Industrial Relations and Labor Law Subject Code: MBA – H303


Course Objectives

The objective of this paper is to enable students appreciate the conceptual and practical aspects of industrial

relations and labour law at the macro and micro levels.

Unit-I: Introduction to Industrial Relations (Contact Hours:7) Meaning and Objectives, Importance and Approaches to Industrial Relations, Developing Sound Industrial

Relations, Ethical Approaches to Industrial Relations.

Unit-II: Workers Participation in Management and Collective Bargaining (Contact Hours:7) Workers Participation in Management: Meaning, objectives, Essential Conditions, Forms, Reasons for

Limited Success and Suggestions for Improvement, WPM in India, Collective Bargaining: Meaning,

Functions, Process and Prerequisites.

Unit-III: Grievances (Contact Hours:7)

Grievance: Definition, Employee Grievances, Grievance Handling, Disciplinary Procedures- Meaning, Need

and Procedure, Employee Discipline, Industrial Conflict.

Unit-IV: Protective and Employment Legislation (Contact Hours:7)

The Industrial Employment (Standing Orders) Act , 1946. The Contract Labour Act 1970. Payment of

Bonus Act 1965

Unit-V: Regulatory Legislation (Contact Hours:7)

The Trade Union Act 1926 , The Industrial Dispute Act, 1947, The Factories Act, 1948

Unit-VI: Social Security Legislation and the Indian Judiciary (Contact Hours:5)

The Employee Provident Funds & Mics. Provisions Act, 1932, The Employee State Insurance Act, 1948,

The Maternity Benefit Act, 1961


1. ND Kapoor. Industrial Relations

2. Dynamics of Industrial Relations, Mamoria and Mamoria, Himalaya Publishing House.

3. P.R.N. Sinha & Indu Bala Sinha,”Industrial Relations, Trade Unions, and Labor Legislation”, Pearson

Education.

4. M.Y. Pylee and George Simon, “Industrial Relations and Personne Management”, New Delhi, Vikas

Publishing House.

5. Industrial Relations, Venkatratnam, Oxford Books.

PAGE 30


Name of the Subject: Organizational Development & Change Management Subject Code: MBA – H304


Course Objectives

The objective of this course is to familiarize with basic organizational processes to bring about

organizational development.

To understand the dynamics and appreciate the difficulties of change as applied to organizational culture

and human behavior.

Unit-I: Introduction to Organizational Development (Contact Hours:7) The organization and its environment: An overview of Organizational structure, Behavioral implication of

organizational structure, factors influencing design/designing of organizational structure. Organizational

effectiveness: approaches, need and significance.

Unit-II: Concepts of Organizational Development (Contact Hours:7) Definition, Assumptions, goals, process, objectives; Strategies: Diagnostics Activities, Team Building,

Survey Feedback, Process Consultation, Planning & Goal setting, OD interventions.

Unit-III: Organizational Change (Contact Hours:7)

Basic Concept and definition; Nature of Organizational Change :- Need, factors influencing change; Types

of Change; Process of change, Models, Change agent :-Roles and responsibilities, Resistance to change;

Overcoming Resistance -Strategies & Techniques, Planned Change.

Unit-IV: Organizational Conflicts (Contact Hours:7)

Causes, nature, measures to resolve organizational conflicts; Inter Group behavior and collaboration;

Laboratory learning techniques; Managerial Grid; Sensitivity training; Transactional analysis; Inter-group

and Team Building Interventions.

Unit-V: Organizational Culture and Climate (Contact Hours:7)

Organizational learning, Power and Politics in the Organization, Cross Culture Dynamics. The process of

Empowerment, Management of Gender Issues, Creativity in Organization.

Unit-VI: Strategic Change Interventions (Contact Hours:5)

Characteristics of Transformational Change, Integrated Strategic Change, Culture Change.


1. French and Bell, Organisational Development, Pearson Education.

2. D.R. Brown, An Experimental Approach to Organization Behavior, Pearson Education.

3. Carol P Harvey and M.June Allard, Understanding and managing diversity, PHI India.

4. F.Luthans , Organisational Behaviour TMH, New Delhi.

5. S.P.Robbins, “Organisational Behaviour”, Pearson Education.

6. Prasad, Organisation Development for Excellence, McMillan, India.

7. Madhukar Shukla, Understanding Organization : Organization Theort and Practices in IndiaPHI.

PAGE 31


Name of the Subject: Human Resource Planning Subject Code: MBA – H305


Course Objectives

The aim of this paper is to develop a conceptual as well as practical understanding of Human Resources

Planning in organizations.

Unit-I: Introduction to Human Resources Planning (Contact Hours:7) Human Resource Management: Meaning, Benefits, Strategic planning and HR Planning. Manpower

Planning: Definition Objectives, benefits, limitations and problems.

Unit-II: Human Resources Planning With Other Functions of HR (Contact Hours:7) Linkage of HR planning with other HR function; Factors Influencing Human Resource Planning. Work

Measurement, Method, Work Study. Human Resource Planning: Tools, Methods and Techniques,

Qualitative and Quantitative aspects of HR Planning

Unit-III: HR Supply & Demand Forecasting (Contact Hours:6)

Job Analysis: Meaning, Purpose, Process, Distinction between Job Description and Job Specification.

Recruitment: Meaning, Sources of Recruitment with merits and demerits. Process of Recruitment


1. Gary Dessler, “Human Resource Management”, Pearson Education.

2. Gerard V Mc Mohan, “Recruitment and Selection”, Prentice Hall of India.

3. C.R. Greer, “Strategic Human Resource Management”, Pearson Education.

4. S. S. Khanka, “Human Resource Management”. S. Chand & Company Ltd.

PAGE 32


Name of the Subject: Training & Development Subject Code: MBA – H306


Course Objectives

The aim of this paper is to provide an in-depth understanding of the role of Training in the HRD, and to

enable the course participants to manage the Training & Development Systems and Processes.

Unit-I: Introduction to Training & Learning (Contact Hours:6) Definition of Training and Learning; Pedagogy; Awareness of Best Practice and Current Trends;

Understanding Training Methods On-the-Job and Off-the-Job Training Methods with merits and demerits,

Understanding the Key Elements of Learning and Learning Transfer.

Unit-II: Training Management (Contact Hours:6) Developing Training Objectives:-Tying training objectives to corporate objectives; Writing a company

training policy; Developing a continuously learning organization; Developing a Training Plan :-Conducting

a needs analysis, Preparing training and development plans, Preparing the overall training budget, Designing

and costing training courses; Trainers:-The learning process and the trainer’s role, Internal trainers versus

external consultants.

Unit-III: Training Course Development & Evaluation (Contact Hours:8)

Identification of Training Needs :-Objectives, Methods, Knowledge, attitudes and aptitudes; Behaviour

Analysis; Development of Course Content and Teaching Methods :-Competency-based needs assessment

approach; Task analysis process; Development of behavioural objectives components; Training Course Test

and Distribution :-Control group participant selection and preliminary course evaluation, Pre and post

training test preparation, Establishment of participant lists per session, Classroom setup, Development of

theoretical content and visual teaching aids, Techniques and teaching methods, Evaluation of Training

Program, Financial Analysis of Training : Return on Investment, Utility Analysis.


1. Saks, A.M. & Haccoun, R.R. (2007). Managing Performance through Training and Development (4th

ed.). Scarborough, ON: Nelson Canada.

2. Thacker, J.W. and Blanchard, P.N. (2006). Effective training, 4th Edition. Toronto: Pearson Education

Canada Inc. ISBN-10:013607832X

3. Management Development: A Guide for the Profession Edited by Joseph Prokopenko, ISBN:

9221091961

4. Handbook of Training and Development edited by Steve Truelove - (Blackwell Publication).

PAGE 33


Name of the Subject: Talent Management Subject Code: MBA – H307


Course Objectives

The aim of this paper is to focus on the principles of Talent Management and to determine relationship

between performance management and talent management.

Unit-I: Introduction to Talent Management (Contact Hours:7) Talent Management Philosophy; Relationship between Global Marketplace and Managing Talent, Linkage

between Talent Management and Performance Management, Difference between Performance Appraisal

and Performance Management, Issues, a Performance Management System can create for Employees and

Employer.

Unit-II: Performance Management Cycle (Contact Hours:6) Steps in the Performance Management Cycle, Organizations Strategic Plan in Setting Performance Goals,

Process to Develop Performance Management Goals, Elements of a 360-degree Feedback System, Methods

to chose Raters for 360-degree Feedback System.

Unit-III: Compensation & Talent Management (Contact Hours:7)

Compensation in Employee Retention, Financial and non financial benefits beyond Compensation for

Employee Retention, Emerging Reward Trends, Talent Planning, Coaching and Training the Super keeper”.


1. Lance A. Berger & Dorothy R. Berger. The Talent Management Handbook, McGraw Hill. New York.

2. Herman Aguinis. Performance Management 3rd Edition, Prentice Hall, ISBN: 9780132556385.

PAGE 34


Name of the Subject: Competency Management Subject Code: MBA – H308


Course Objectives

The objective of this paper is to enable students appreciate the conceptual and practical aspects of Personal

Competence & Capability Building Systems.

Unit-I: Introduction to Personal Competencies (Contact Hours:6) Competency Management: Self Analysis, Self Reflection, Core Qualities, Values & Motives, Active

learning attitude and learning style, Individual Development Plan.

Unit-II: Support Strategies to Individual Competence (Contact Hours:7) Giving Feedback, Receiving Feedback, Active Listening, Time Management, Curriculum Vitae,

Networking, Group assessment, Communication Styles, Behaviour in Team.

Unit-III: Capability Building Systems (Contact Hours:7)

Personal Empowerment, Conceptual, Analytical and Research Skills, Knowledge and information, Self

Management, Empathy, Working in Partnership.


1. Roel Grit, Roelie Guit, Nico van der Sijde. Managing your Competencies, Noordhoff Uitgevers

Groningen.

2. Alexander Murdock, Carol Scutt. Personal Effectiveness 3rd Edition, ISBN: 9780750656221.

PAGE 35


Name of the Subject: HRIS & HR Audit Subject Code: MBA – H309


Course Objectives

To understand the basic concepts and principles of training HRIS and to demonstrate the ability to apply

learned knowledge to the real world.

Demonstrate a thorough understanding of the strategic value of HRIS and how it contributes to

organizational success.

Review and identify the leading HRIS software available in the field.

Unit-I: HRIS –An Overall view (Contact Hours:8) Pre implementation stage of HRIS: HRIS Planning, HRIS Expectation, Productivity through HRIS,

Limitations of Computerization of HRIS. Implementation of HRIS: Tools in HRIS Development Human

Resources Information Systems in large and small organizations.

Unit-II: Human Resource Accounting (Contact Hours:4) Human Resource Accounting: Design, preparation and Implementation, Methods of Human Resource

Accounting, Models of Human Resource Accounting.

Unit-III: Human Resource Audit (Contact Hours:8)

Audits of Business Goals and Plans, Audits of Business Assumptions, Audits of Business Personnel

Practices, Audit of Business Human Resource Utilization, Audit of Business Productivity norms, Audits of

Business Personnel Budgeting, Audit of executive Turnover.


1. Personnel & Human Resource Management – P. Subba Rao.

2. Human Resource and Audit – T. V. Rao

3. Human Resource System – T. V. Rao & Udai Pareek.

PAGE 36


Name of the Subject: Power and Politics Management Subject Code: MBA – H310


Course Objectives

The course is offered to enable students to learn management concepts and to better understand themselves

as individuals in order to carefully manage and obtain the desired outcomes from their teams and

organization’s dynamics.

Unit-I: Power Management (Contact Hours:7) The concept of power, Sources of power, Interdepartmental power, Illusion of power, Political strategies and

tactics, Ethics, power and politics, Using power to manage effectively.

Unit-II: Power and Politics (Contact Hours:7) Power & politics: Forms and sources , power analysis , causes and consequences of political behaviours,

Women leaders ,cultural differences in leadership.

Unit-III: Individual Behaviour (Contact Hours:6)

Emotional Intelligence , Learning and its process , implications, Attitudes and Values, Personality concepts,

theories , Perception and Impression Management.


1. Harold Koontz and Heinz Weihrich (2008), Essentials of Management (7th edn.) TataMcGraw Hill.

2. Robbins S.P., Judge, T.A., Sanghi, S. (2009), Organizational Behaviour. (13th edn,). NewDelhi:

Pearson Education

3. Nelson, D.L., and Quick, J. C. (2008). OrganisationalBehaviour: Foundations, realities &Challenges

(5th edn,). India: Cengage Learning.

4. Slocum, J.W., &Hellriegel, D. (2008). Fundamentals of OrganisationalBehaviour. (2ndedn,). India:

Cengage Learning.

5. Umasekaran, (2004). Organizational Behaviour, (2nd edn.), New Delhi: Tata McGraw Hill.

PAGE 37


Name of the Subject: Summer Internship Project (SIP) Subject Code: MBA – C311

Total Marks for Evaluation: 200

Course Objectives

The aim of incorporating the SIP project to MBA student is to expose them with tools and techniques of

research with appropriate understanding of methods and methodology and will come to know the

importance of research and its process. They will also be able to understand the application of research in

the specified domain of organization .This is being carried out to support the organization in terms of

enhancing the decision through empirical investigation of collected data which upon further treatment with

any standard statistical package will generate result which in turn will help in gaining sustainability in

market. The secondary objective is to bridge the theoretical learning with practical and real world and to

carry out this student need to do field survey/design questionnaire in their respective domain and identify the

respondents from the population. The project will be assisted by the faculty members of the school

appointed/nominated by head of the school .Further the student need to prepare their research report in

presentable format and are required to submit to the school for the award of credits/marks. The tenure of the

project will be based on the availability of duration with the organization and the total marks for this will be

200 including viva voce. Student can select any area of research in consultation with the organization and

appointed faculty members of the school.

Content The Student can choose any researchable topic from the following

4ps of marketing

Branding

Promotional Mix

Sub domain of advertising

Consumer behavior and psychology

Communication and its effectiveness

Production and operations management

Sub domain of HR

Organizational behavior

Economics

Finance and its sub domains

NGO

Self help group

Further the student can choose any sector

Financial Sector

Automobile Sector

Production and Manufacturing sector

Service Sector

FMCG Sector

MSME

Family business

Apparel Sector

Agriculture and Rural Sector

PAGE 38

Info

rmatio

n

Is

Life

Second YEAR

SEMESTER IV


Name of the Program/Semester: MBA-IV Branch: Management

Name of the Subject: Business Ethics and Corporate Governance Subject Code: MBA – C401


Course Objectives

To examine the role and purpose of ethics in business.

To present methods of moral reasoning, case analysis, and of resolving ethical dilemmas.

To present the ethical values considered especially relevant to business activity—respect for human

dignity, honesty, fairness, and the development of trust.

To present the concept of Corporate Social Responsibility, and explore its relevance to ethical business

activity.

To investigate the ethical obligations and ethical ideals present in the relationship between employers and

employees.

To investigate whether ethics sets any boundaries on competition, marketing, sales, and advertising.

To consider any moral obligations of businesses to the environment and to people in other countries.

Unit-I: Business Ethics – An Overview (Contact Hours:7) Relationship between ethics and business, stages of ethical consciousness in Business, need for business

ethics, Ethical theories, metaethics, impact of unethical behavior in the market system, trust and ethics.

Unit-II: The Ethical Organization and its Corporate Code (Contact Hours:7) Corporate moral excellence, definition, development and implementation of corporate code, relationship

between law and moral standards, rule of law as the basis of moral choice.

Unit-III: Ethical Issues in Strategic Management (Contact Hours:7)

Ethical issues in strategic management, ethical issues in marketing management, ethical issues in operations

and purchase management.

Unit-IV: Ethical Issues in HRM (Contact Hours:7)

Ethical issues in Human Resource Management, finance and global business, ethical dilemma at work place:

power, authority, trust, secrecy, confidentiality and loyalty.

Unit-V: Corporate Governance-An Overview (Contact Hours:7)

Difference between corporate governance and corporate management, theories of corporate governance,

Models of corporate governance.

Unit-VI: Board Structures (Contact Hours:5)

Board structures and styles, roles and responsibility of Board of Directors, corporate governance – codes

and laws.


1. Business Ethics and Corporate Governance – ICFAI Center for Management Research.

2. Business Ethics and Corporate Governance – B N Ghosh.

3. Business Ethics and Corporate Governance – S K Bhatia, published by Deep and Deep Publications

private limited.

4. Business Ethics and Corporate Governance – A C Fernando, Pearson.

PAGE 39


Name of the Subject: Entrepreneurship Management Subject Code: MBA – C402


Course Objectives

The course intends to equip knowledge about the process of becoming an entrepreneur and prepare students

for becoming an entrepreneur.

Unit-I (Contact Hours:6) The Entrepreneurial Development Perspective: Concept of Entrepreneurship and Development, Conceptual

models of entrepreneurship; Entrepreneur v/s Intrapreneurs, Entrepreneur v/s Entrepreneurship,

Entrepreneurial leaders – Managers – Entrepreneur v/s Manager: Role of Entrepreneur in Indian economy

and developing economies with reference to Self-employment Development, Entrepreneurial Culture.

Unit-II (Contact Hours:8) Entrepreneurial characteristics – Attributes and Characteristics of successful Entrepreneur, attitudes –motivation . Small business and corporate entrepreneurship –culture and competence- Building

entrepreneurial organization. Entrepreneurial team – matching human resources needs and skills.


Identifying business opportunities and planning for business service & production. Business promotion –process – stages – facilities and incentives; Creating Entrepreneurial Venture, Business Planning Process,

Environmental Analysis – Search and Scanning; Identifying Problems Opportunities; Defining Business

Idea- Product, Location & ownership; Stages in starting the new venture.


Project Management a) Meaning, Objectives and How to choose a project b) Technical, Financial,

Marketing, Personnel Feasibility c) Estimating and Financing Funds requirement, Significance and

determinants of Working Capital, Venture Capital Funding, Schemes offered by various commercial banks

and financial institutions.


Role of Central Govt. and State Govt. in Promoting Entrepreneurship, Introduction to various incentives,

subsidies and grants, Promotion of Export oriented units, Fiscal and Tax concessions Role of Govt. other

Institutions in the Entrepreneurship Development – District Industries (DIC) and its functioning.


Problems of Entrepreneurs- Marketing, Finance, Human Resource, Production, Research and External

Problems, beginning and growth as a entrepreneur, Lessons from Successful Entrepreneurs.


1. Poornima M. Charantimath, “Entrepreneurship Development and Small Business Enterprise”, Pearson

Education.

2. Bukowitz, Wendi R., and Ruth Williams, “The Knowledge Management Field book”, Prentice-Hall,

New York, 1999.

3. Zimmerer and Searbourough, Essentials of entrepreneurship and small business management”, Pearson

Education.

PAGE 40



Name of the Subject: International Human Resource Management Subject Code: MBA – H403


Course Objectives

To understand the various concepts and techniques related with handling the Human resource function in an

international context .

Unit-I: Introduction To International Human Resource Management (Contact Hours:7) An introduction to International Human Resource management and cross-cultural management, Importance

of international human resource management for employers, Understanding the various cultural factors that

affect International HRM.

Unit-II: Aspects of International Human Resource Management (Contact Hours:7) Approaches to the study of comparative employment, Convergence Theory. Differentiation of companies in

terms of location, work force and policies, The Cultural Approach.

Unit-III: Functions of International HRM (Contact Hours:7)

Understanding the various functions of IHRM and its implementation in international context, International

HRM strategies adopted by various MNCs . Managing Global, Diverse Workforce.

Unit-IV: International Recruitment , Selection and Training (Contact Hours:7)

An introduction to the management of expatriates with an emphasis on recruitment, training and

development, Reward and Performance and a critical evaluation of the effectiveness of international

deployment.

Unit-V: International Compensation & Performance Management (Contact Hours:7)

International Compensation, Performance Management for International Staff, Repatriation and Knowledge

Management, Transfer of Employment Practice across Borders.

Unit-VI: Industrial Relations, Trends & Challenges (Contact Hours:5)

Industrial Relations, Ethical Approaches to Industrial Relations in International Context, IHRM Trends and

Future Challenges, Grievance Handling.


1. Evans, Pucik, Barsoux: ‘The Global Challenge – International HRM’; Tata McGraw Hill; Latest Edition

2. P. SubbaRao: ‘International HRM’; Himalaya Publishing House; Latest Edition.

3. Peter Dowling &Dennice Welch &Randall Schuler: ‘International HRM’; Thomson, Excel Books;

Latest Edition.

4. Harzing, A. W. & Ruysseveldt, J. (2004). International human resource management (2th Ed.). Sage

Publication: London.

PAGE 41


Name of the Subject: Compensation Management Subject Code: MBA – H404


Course Objectives

This course is designed to promote understanding of issues related to the compensation or rewarding

human resources in the corporate sector, public services and other forms or organizations.

To impart skills in designing, analyzing and restructuring reward management systems, policies and

strategies.

Unit-I: Introduction to Compensation Management (Contact Hours:8) Overview of compensation: Meaning, Importance of compensation, Elements of compensation, Factors

influencing Effective compensation, Compensation process, Designing Compensation System, Strategic

Compensation System. Wage concepts: Minimum, Fair and Living wage; understanding of various

economic theories.

Unit-II: Performance Management Framework (Contact Hours:8) Definition, reason for undertaking Performance Management, Performance Management Process, Diagnosis

and Bench marking, Setting Performance standards, Performance measurement, Review of performance,

Rewarding Performance through Financial and Non-Financial aspects.

Unit-III: Laws Relating to Workmen Compensation (Contact Hours:7)

The Workmen’s compensation Act, 1823, The Minimum Wages Act 1947, The Equal Remuneration Act

1976.

Unit-IV: Institution/Machineries Related to Compensation System (Contact Hours:7)

Understanding about various machineries: Wage Boards, Pay Commission. Government and Market

Policies.

Unit-V: Benefits and Services (Contact Hours:5)

Classification of Employee Benefits, Understanding different components of compensation packages like

fringe benefits, perks, incentives and retirement plans.

Unit-VI: Employee Satisfaction and Motivational Issues (Contact Hours:5)

Executive Compensation; Differentials; Internal and External Equity in Compensation system.


1. Milton: Compensation Management, Handerson.

2. Brucer: The complete guide to Executive compensation, (McGraw).

3. Richard: Compensation Management in Knowledge Based world, Handerson (Pearson).

4. Bhattacharya, Compensation Management, ISBN: 9780195698374, Oxford University Press.

PAGE 42


Name of the Subject: Performance Management System Subject Code: MBA – H405


Course Objectives

This course is designed to introduce students to performance management. Students will become familiar

with theory in the area, and obtain some applied performance management skills. Topics including

performance appraisal and feedback, individual assessment, sources of performance information,

development and training, criterion theory and development, and job analysis will be covered.

Unit-I: Introduction (Contact Hours:7) System-Definition, Concepts and Ethics-Different methods of Performance Appraisal- Rating Errors-

Competency management.

Unit-II: Strategic Planning and Control (Contact Hours:7) Introduction to strategic management accounting, Performance management and control of the organisation,

Changes in business structure and management accounting, Effect of Information Technology (IT) on

strategic management accounting, Other environmental and ethical issues.

Unit-III: External Influences on Organizational Performance (Contact Hours:7)

Changing business environment, Impact of external factors on strategy and performance.

Unit-IV: Performance Measurement Systems and Design (Contact Hours:7)

Performance management information systems, Sources of management information, Recording and

processing methods, Management reports.

Unit-V: Strategic Performance Measurement (Contact Hours:7)

Performance hierarchy, Strategic performance measures in private sector, Divisional performance and

transfer pricing issues, Strategic performance measures in not-for profit organisations, Non- financial

performance indictors, The role of quality in management information and performance measurement

systems, Performance measurement and strategic human resource management issues, Performance

measurement and the reward systems, Other behavioural aspects of performance measurement.

Unit-VI: Performance Evaluation and Corporate Failure (Contact Hours:5)

Alternative views of performance measurement and management, Strategic performance issues in complex

business structures, Predicting and preventing corporate failure.


1. Human Resource Development: Theory & Practice, Ane Books, New Delhi, 2006

2. Training & Development: Concepts & Applications, Ane Books, New Delhi, 2006

3. Performance Management (with Prof. A.S. Kohli), Oxford University Press, New Delhi, 2008

4. Performance Appraisal and Management: Concepts, Antecedents & Implications, Excel Books, New

Delhi,2008

5. Performance Management System, Global Vision Publishing House, New Delhi, 2008.

PAGE 43


Name of the Subject: Emotional Intelligence at Work Subject Code: MBA – H406


Course Objectives

The aim of this paper is to focus on the core competencies of emotional intelligence: and to enable the

course participants to develop and implement these competencies to enhance their relationships in work and

life by increasing their understanding of social and emotional behaviours.

Unit-I: Introduction to Emotional Intelligence (Contact Hours:6) Definition of Emotional Intelligence; Understand the difference between Trait EI and Ability EI, Benefits of

Emotional Intelligence, Core Skills Required to Practice Emotional Intelligence, Determination of

Emotional Quotient.

Unit-II: Dimensions of Trait EI Model (Contact Hours:8) Self Awareness, Self-Regulation/Managing Emotions (The science of emotions, Understanding Emotions),

Self Motivation (Optimism, Pessimism, The balance between Optimism and Pessimism), Empathy (Barriers

to Empathy, Developing your Empathy), Social skills (Creating a Powerful First Impression, Traits of a

Person with High Social Skills).

Unit-III: Interpretation and Management of Emotions (Contact Hours:6)

Emotional Meanings, Management of Emotions, Understanding Emotions and How to Manage Them in the

Workplace, Role of Emotional Intelligence at Work, Articulating Emotions Using Language, Disagreeing

Constructively.


1. Daniel Goleman (2009). Emotional Intelligence, Bloomsbury Publishing.

2. Marcia Hughes, L. Bonita Patterson, James Bradford Terrell, Reuven Bar-On (2011). Emotional

Intelligence In Action: Training and Coaching Activities for Leaders and Managers, Pfeiffer/Wiley.

ISBN: 978-1-118-04681-4.

PAGE 44



Name of the Subject: Collective Bargaining Subject Code: MBA – H407


Course Objectives

This course is designed to develop an understanding collective bargaining , negotiation and conflict

resolution in organizational set-up.

Unit-I (Contact Hours:7) Collecting Bargaining: Concept, historical introduction, meaning and purpose, features of Collective

Bargaining. Approaches, techniques and strategies of Collective Bargaining. Issues in collective bargaining,

Breakdown of Collective Bargaining. Determination of bargaining unit, the bargaining agent, the process of

negotiation, preparation for bargaining : procedure & tactics .

Unit-II (Contact Hours:7) Workers complaints and grievances - Strikes - Lock - outs - Prevention of strikes and lockouts Conflict

Resolution- Co-operation and conflict - implications of industrial unrest - Employees dissatisfaction - - -

Settlement of dispute.


Negotiation: Nature, Characteristics, Strategy and Tactics of Distributive Bargaining, Strategy and Tactics

of Integrative Negotiation; Strategy and Planning for Negotiation. Negotiation Sub processes: Perception,

Cognition and Emotion. Communication: What is communicated during negotiation and how people

communicate in Negotiation.


1. Cohen S - Negotiation Skills for Managers (Tata McGraw Hill, 1st Ed.).

2. Rao S.L. - Negotiation Made Simple (Excel Books, 1st Ed.).

3. The new community rules: Marketing on the Social web,” Tamar Weinberg.

4. Tara Hunt, “The Wuffle factor: Using the power of social networks to build your business.” ISBN-10:

0470614153.

5. Michael, V. : Industrial Relations in India and Workers involvement in Management.

6. Bhagoliwal : Economics of Labor in Industry.

7. AnantharamanV : Human Relations in Industry.

PAGE 45


Name of the Subject: Employer Branding Subject Code: MBA – H408


Course Objectives

The objective of this paper is to enable students appreciate the conceptual and practical aspects of Employer

Branding.

Unit-I: Introduction to Employer Branding (Contact Hours:7) Meaning of Employer Branding, Understanding Business Plan and Talent need of an Organization;

Importance of Employer Branding in Modern Scenario, Brand Positioning & Differentiation, Brand Vision

& Brand Reality, Benefits of Employer Branding .

Unit-II: Employer Brand Insights (Contact Hours:7) Employee Engagement and Commitment, Benchmarking, Culture Mapping, Brand Roots, Projective and

Enabling Techniques, Employer Brand Image.

Unit-III: Employer Brand Positioning & Management (Contact Hours:6)

Brand Identity, Employer Brand Proposition, Employee Valu Proposition, Employer Brand Management

(External Reputation, Internal Communication, Internal Measurement Systems, Team Management,

Performance Appraisal, Learning and Development, Reward and Recognition).


1. Simon Barrow & Richard Mosley. Employer Brand: Bringing the Best of Brand Management to People

at Work, Wiley Publication, ISBN: 9780470012734.

2. Rosethorn, H (2009) The employer brand: Keeping faith with the deal, Gover Publishing.

PAGE 46


Name of the Subject: Stress Management Subject Code: MBA – H409


Course Objectives

To improve one's personal knowledge of the holistic management of stress.

To Increase awareness about the impact of mental and physical well being.

To motivate students to assume a greater sense of personal responsibility.

To work in groups and understand basic human relationships.

To promote problem solving skills.

Unit-I: Introduction to Stress Management (Contact Hours:7) Nature of stress, Approaches to stress, Good Stress Vs Bad Stress, The individual and work. Occupational

Stress, Role Stress, Source of managerial stress ,Stress& thought process learning. Manifestations of Stress -

Stages of Stress, Signs of Stress at work, Personal types and Stress .

Unit-II: Various linkages and Assessment of Stress (Contact Hours:7) Stress & personality, Stress & motivation, Verbal & non-verbal indications of stress, Assessment of stress,

General sources of Stress - Stress and Health - Physiological and psychological illness. Stress Management -

Stress Diary, Becoming change skilled, Adopting a healthy life style, Right attitude, Thought Awareness,

Imaginary (Auto-genic Therapy), Learning to relax, Correct breathing, Value and goal planning.

Unit-III: Stress and Leadership Styles (Contact Hours:6)

Stress & management of change, Stress & conflict, Leadership styles in stressful & non-stressful situations,

Organization and Stress Management - Recognize the signs, Approaches to the problem, Providers

Assistance. Time Management, General advice - The individual’s Ten Commandments for effective Stress

management .


1. I’M ok-You’re ok – Thomas Harris.M.D.

2. You Can Win – Shiv Khera.

3. Ann Edworthy, Managing Stress, Open University Press, Buckingham, Phildephia.

4. K. Hari Gopal, Organizational Stress, University Press.

5. Dr. Rakesh Chopra Santosh Sharma, The stress Cyclone Suffer or Emerge out: The choice of yours,

Institute of corporate Management, Excel Books.

PAGE 47


Name of the Subject: NGO Project Subject Code: MBA – C410

Total Marks for Evaluation: 100

Course Objectives

The primary objective of this course is to enhance the Analytical Skills and nurture Critical Thinking in the

students based on theoretical learning applied to Real and Practical World .This course is to be compulsorily

taken by the students of first semester and need to present in presentable and acceptable format to gain

credits/marks which will be setting their eligibility to next higher semester of the program. For this students

are required to select a relevant business topic/issue, carryout a detailed literature review followed by a

Critical Analysis. The conclusions drawn from the analysis must also be brought out in the paper. The topic

is not restricted and student can select/adopt any theme of their interest in consultation with

appointed/nominated faculty of ITMURSMR by Head of School and must be related to Management

Studies.

This course paper/case study shall be evaluated both by an Internal Supervisor as well as an External

Examiner to which student will be exposed to Viva Voce.

The Total End Semester Evaluation for this course has been kept as 100 and needs to separately clear the

course.

The progress of work shall be assessed by the Internal Supervisor on a periodic basis through presentations,

discussions and other means to arrive at a Final Assessment. The students are also required to submit their

work on the date decided by the School of Management and Research.

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