FT-302C

MBA (FT) Semester III

PROJECT MANAGEMENT

Course Objective

To acquaint students with project management method and to develop skills on project planning analysis implementation and control

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Course Contents

Project Planning and Phases Need and Importance Phases of Capital Budgeting Project Analysis Facts Resource Allocation Framework (Investment Strategies Portfolio Planning Tools and Interface between Strategic Planning and Capital Budgeting) Generation and Screening of Project Ideas

Project Analysis Market and Demand Analysis (Including Demand Forecasting) Location Analysis Technical Analysis and Financial Analysis (Cost of Project Working Capital Requirement amp Its Financing)Social Cost Benefit Analysis

Project Selection Project Cash Flows Time Value of Money Cost of Capital Appraisal Criteria and Analysis of Risk Preparing Project Report Financial Projections Estimating Costs Project Financing Project Appraisal by Financial Institutions Project Management and Control Project Organizations Planning and Control of Projectamp Human Aspects of Project Management Project Control Tools (Gantt Charts Line Off Balance) Network Techniques for Project Management Basic Concepts of Networks Line Estimation and Determination of Critical Path (For Both PERT and CPM Models) Network Cost Systems and Activity Crashing

Project Review Need for Reviews Initial Review Performance Evaluation Abandonment Analysis Evaluating the Capital Budgeting Systems Public and Private Sector Projects Other Issues Tax Implications Environmental Health and Safety

Text Reading

1 Prasanna Chandra ldquoProject Planning Analysis Selection Implementation and Reviewrdquo New Delhi Tata McGraw Hill Publications Latest Edition

2 P Gopalkrishnan and E Rama MoorthyldquoText book of Project Managementrdquo NewDelhiMcGraw Hill Publications Latest Edition

3 Harold Kerzner ldquoProject Management A Systems Approach to Planning Scheduling and Controllingrdquo New Delhi CBS Publications Latest Edition

4 Rajive Anand ldquoProject Profiles with Model Franchise Agency and Joint Venture Agreementrdquo New Delhi Bharat Publications Latest Edition

FT-306H

MBA (FT) Sem III

PERFORMANCE MANAGEMENT

Course Objective

The objective of this course is to equip students with comprehensive knowledge and practical skills to improve their ability for performance appraisal in their organisations It is particularly intended for future managers and supervisors who will conduct the performance appraisal of their subordinates

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Course Contents

Unit I Performance Management Conceptual Frame Work Introduction to Performance Management nature scope importance process of Performance Management link between Performance Management and Performance Appraisal Benefits of Performance Management Performance Planning Role Analysis and Evaluating Performance Management

Unit II Performance Appraisal SystemndashMeaning Features and Objectives of Performance Appraisalndash Factors affecting Performance Appraisalndash Benefits of Performance Appraisalndash Problems with Performance Appraisalndash Essentials of a Good Appraisal Systemndash Evaluation of a Performance Appraisal System

Unit III Appraisal Methods on the basis of approaches ndash RankingndashForced DistributionndashPaired ComparisonndashCheck Listndash Critical IncidentndashGraphic Rating Scalendash BARSndashMBOndashHuman Resource Accounting - 360 degree Feedbackndash Definition amp Uses of 360 degree feedbackndash Rationale for 360 degree feedbackmdashScope of application in various industries ndash Advantage and disadvantage of 360 degree feedback- Concept of Potential Appraisal ndashRequirements for an Effective Potential Appraisal system-Performance Appraisal and Potential Appraisal

Unit IV Model and Process of Performance ManagementndashPerformance Management Cyclendash Role DefinitionndashPersonal Development PlanndashPerformance Agreementndash performance ReviewmdashBalance Scorecard approach to PMS Benchmarking process industry best practice

Unit V Performance Management Application amp Improvement Performance Management for Teams

Performance Management in practice Analyzing Performance problems Performance counselling‐ Concept Principles and Skills competency based Performance Management Performance Management linked Reward Systems Types of pay for Performance Plans ndash Individual based Team Based Plant Wide Plans and Corporate Wide Plans

SUGGESTED READINGS

Michael Armstrong Performance Management- Key Strategies and Practical Guide Kogan Page Murphy and Cleaveland Performance Appraisal Sage Publication Chadha Performance management Excel Books

Hartle Transforming Performance Management Process Kogan page

Srinivas R Khandula Performance Management Strategies Interventions and Drivers Prentice

Hall of India

Herman Aguinis Performance Management Pearson Education

AS Kohli and Tapomoy Deb Performance Management OXFORD University Press

MBA (HR)

Sem IV

HUMAN RESOURCE INFORMATION SYSTEM

Course Objective

The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Introduction ndash Data and Information needs for HR Manager Sources of Data Role of ITES in HRM IT for HR Managers Concept Structure and Mechanics of HRIS Programming Dimensions and HR Manager with no technology background Survey of Software Packages for Human Resource Information System including ERP Software such as SAP

Data Management for HRIS - Data Formats Entry Procedure and Process Data Storage and Retrieval Transaction Processing Office Automation and information Processing and Control Functions Design of HRIS Relevance of Decision Making Concepts for Information System

Design HRM Needs Analysis - Concept and Mechanics Standard Software and Customized Software HRIS - An Investment

HR Management Process and HRIS-Modules on MPP Recruitment Selection Placement Module on PA System T and D Module Module on Pay A and Related Dimensions Planning and Control Information Systemrsquos support for Planning and Control

HR Management Process II and HRIS - Organization Structure amp Related Management Processes including authority and Responsibility Flows and Communication Process

Organization Culture and Power - Data Capturing for Monitoring and Review Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making Security Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules Common Problems during IT adoption efforts and Processes to overcome Orientation and Training Modules for HR amp Other Functionaries Place and Substance of HRIS and SMEs - Detailed Analytical Framework Opportunities for combination of HRM amp ITES Personnel HRIS and Employee Legislation An Integrated View of HRIS Why and How of Winners and Losers of HRIS Orientation

References

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

4 Rajive Anand ldquoProject Profiles with Model Franchise Agency and Joint Venture Agreementrdquo New Delhi Bharat Publications Latest Edition

FT-306H

MBA (FT) Sem III

PERFORMANCE MANAGEMENT

Course Objective

The objective of this course is to equip students with comprehensive knowledge and practical skills to improve their ability for performance appraisal in their organisations It is particularly intended for future managers and supervisors who will conduct the performance appraisal of their subordinates

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Course Contents

Unit I Performance Management Conceptual Frame Work Introduction to Performance Management nature scope importance process of Performance Management link between Performance Management and Performance Appraisal Benefits of Performance Management Performance Planning Role Analysis and Evaluating Performance Management

Unit II Performance Appraisal SystemndashMeaning Features and Objectives of Performance Appraisalndash Factors affecting Performance Appraisalndash Benefits of Performance Appraisalndash Problems with Performance Appraisalndash Essentials of a Good Appraisal Systemndash Evaluation of a Performance Appraisal System

Unit III Appraisal Methods on the basis of approaches ndash RankingndashForced DistributionndashPaired ComparisonndashCheck Listndash Critical IncidentndashGraphic Rating Scalendash BARSndashMBOndashHuman Resource Accounting - 360 degree Feedbackndash Definition amp Uses of 360 degree feedbackndash Rationale for 360 degree feedbackmdashScope of application in various industries ndash Advantage and disadvantage of 360 degree feedback- Concept of Potential Appraisal ndashRequirements for an Effective Potential Appraisal system-Performance Appraisal and Potential Appraisal

Unit IV Model and Process of Performance ManagementndashPerformance Management Cyclendash Role DefinitionndashPersonal Development PlanndashPerformance Agreementndash performance ReviewmdashBalance Scorecard approach to PMS Benchmarking process industry best practice

Unit V Performance Management Application amp Improvement Performance Management for Teams

Performance Management in practice Analyzing Performance problems Performance counselling‐ Concept Principles and Skills competency based Performance Management Performance Management linked Reward Systems Types of pay for Performance Plans ndash Individual based Team Based Plant Wide Plans and Corporate Wide Plans

SUGGESTED READINGS

Michael Armstrong Performance Management- Key Strategies and Practical Guide Kogan Page Murphy and Cleaveland Performance Appraisal Sage Publication Chadha Performance management Excel Books

Hartle Transforming Performance Management Process Kogan page

Srinivas R Khandula Performance Management Strategies Interventions and Drivers Prentice

Hall of India

Herman Aguinis Performance Management Pearson Education

AS Kohli and Tapomoy Deb Performance Management OXFORD University Press

MBA (HR)

Sem IV

HUMAN RESOURCE INFORMATION SYSTEM

Course Objective

The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Introduction ndash Data and Information needs for HR Manager Sources of Data Role of ITES in HRM IT for HR Managers Concept Structure and Mechanics of HRIS Programming Dimensions and HR Manager with no technology background Survey of Software Packages for Human Resource Information System including ERP Software such as SAP

Data Management for HRIS - Data Formats Entry Procedure and Process Data Storage and Retrieval Transaction Processing Office Automation and information Processing and Control Functions Design of HRIS Relevance of Decision Making Concepts for Information System

Design HRM Needs Analysis - Concept and Mechanics Standard Software and Customized Software HRIS - An Investment

HR Management Process and HRIS-Modules on MPP Recruitment Selection Placement Module on PA System T and D Module Module on Pay A and Related Dimensions Planning and Control Information Systemrsquos support for Planning and Control

HR Management Process II and HRIS - Organization Structure amp Related Management Processes including authority and Responsibility Flows and Communication Process

Organization Culture and Power - Data Capturing for Monitoring and Review Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making Security Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules Common Problems during IT adoption efforts and Processes to overcome Orientation and Training Modules for HR amp Other Functionaries Place and Substance of HRIS and SMEs - Detailed Analytical Framework Opportunities for combination of HRM amp ITES Personnel HRIS and Employee Legislation An Integrated View of HRIS Why and How of Winners and Losers of HRIS Orientation

References

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

FT-306H

MBA (FT) Sem III

PERFORMANCE MANAGEMENT

Course Objective

The objective of this course is to equip students with comprehensive knowledge and practical skills to improve their ability for performance appraisal in their organisations It is particularly intended for future managers and supervisors who will conduct the performance appraisal of their subordinates

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Course Contents

Unit I Performance Management Conceptual Frame Work Introduction to Performance Management nature scope importance process of Performance Management link between Performance Management and Performance Appraisal Benefits of Performance Management Performance Planning Role Analysis and Evaluating Performance Management

Unit II Performance Appraisal SystemndashMeaning Features and Objectives of Performance Appraisalndash Factors affecting Performance Appraisalndash Benefits of Performance Appraisalndash Problems with Performance Appraisalndash Essentials of a Good Appraisal Systemndash Evaluation of a Performance Appraisal System

Unit III Appraisal Methods on the basis of approaches ndash RankingndashForced DistributionndashPaired ComparisonndashCheck Listndash Critical IncidentndashGraphic Rating Scalendash BARSndashMBOndashHuman Resource Accounting - 360 degree Feedbackndash Definition amp Uses of 360 degree feedbackndash Rationale for 360 degree feedbackmdashScope of application in various industries ndash Advantage and disadvantage of 360 degree feedback- Concept of Potential Appraisal ndashRequirements for an Effective Potential Appraisal system-Performance Appraisal and Potential Appraisal

Unit IV Model and Process of Performance ManagementndashPerformance Management Cyclendash Role DefinitionndashPersonal Development PlanndashPerformance Agreementndash performance ReviewmdashBalance Scorecard approach to PMS Benchmarking process industry best practice

Unit V Performance Management Application amp Improvement Performance Management for Teams

Performance Management in practice Analyzing Performance problems Performance counselling‐ Concept Principles and Skills competency based Performance Management Performance Management linked Reward Systems Types of pay for Performance Plans ndash Individual based Team Based Plant Wide Plans and Corporate Wide Plans

SUGGESTED READINGS

Michael Armstrong Performance Management- Key Strategies and Practical Guide Kogan Page Murphy and Cleaveland Performance Appraisal Sage Publication Chadha Performance management Excel Books

Hartle Transforming Performance Management Process Kogan page

Srinivas R Khandula Performance Management Strategies Interventions and Drivers Prentice

Hall of India

Herman Aguinis Performance Management Pearson Education

AS Kohli and Tapomoy Deb Performance Management OXFORD University Press

MBA (HR)

Sem IV

HUMAN RESOURCE INFORMATION SYSTEM

Course Objective

The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Introduction ndash Data and Information needs for HR Manager Sources of Data Role of ITES in HRM IT for HR Managers Concept Structure and Mechanics of HRIS Programming Dimensions and HR Manager with no technology background Survey of Software Packages for Human Resource Information System including ERP Software such as SAP

Data Management for HRIS - Data Formats Entry Procedure and Process Data Storage and Retrieval Transaction Processing Office Automation and information Processing and Control Functions Design of HRIS Relevance of Decision Making Concepts for Information System

Design HRM Needs Analysis - Concept and Mechanics Standard Software and Customized Software HRIS - An Investment

HR Management Process and HRIS-Modules on MPP Recruitment Selection Placement Module on PA System T and D Module Module on Pay A and Related Dimensions Planning and Control Information Systemrsquos support for Planning and Control

HR Management Process II and HRIS - Organization Structure amp Related Management Processes including authority and Responsibility Flows and Communication Process

Organization Culture and Power - Data Capturing for Monitoring and Review Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making Security Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules Common Problems during IT adoption efforts and Processes to overcome Orientation and Training Modules for HR amp Other Functionaries Place and Substance of HRIS and SMEs - Detailed Analytical Framework Opportunities for combination of HRM amp ITES Personnel HRIS and Employee Legislation An Integrated View of HRIS Why and How of Winners and Losers of HRIS Orientation

References

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

Michael Armstrong Performance Management- Key Strategies and Practical Guide Kogan Page Murphy and Cleaveland Performance Appraisal Sage Publication Chadha Performance management Excel Books

Hartle Transforming Performance Management Process Kogan page

Srinivas R Khandula Performance Management Strategies Interventions and Drivers Prentice

Hall of India

Herman Aguinis Performance Management Pearson Education

AS Kohli and Tapomoy Deb Performance Management OXFORD University Press

MBA (HR)

Sem IV

HUMAN RESOURCE INFORMATION SYSTEM

Course Objective

The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Introduction ndash Data and Information needs for HR Manager Sources of Data Role of ITES in HRM IT for HR Managers Concept Structure and Mechanics of HRIS Programming Dimensions and HR Manager with no technology background Survey of Software Packages for Human Resource Information System including ERP Software such as SAP

Data Management for HRIS - Data Formats Entry Procedure and Process Data Storage and Retrieval Transaction Processing Office Automation and information Processing and Control Functions Design of HRIS Relevance of Decision Making Concepts for Information System

Design HRM Needs Analysis - Concept and Mechanics Standard Software and Customized Software HRIS - An Investment

HR Management Process and HRIS-Modules on MPP Recruitment Selection Placement Module on PA System T and D Module Module on Pay A and Related Dimensions Planning and Control Information Systemrsquos support for Planning and Control

HR Management Process II and HRIS - Organization Structure amp Related Management Processes including authority and Responsibility Flows and Communication Process

Organization Culture and Power - Data Capturing for Monitoring and Review Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making Security Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules Common Problems during IT adoption efforts and Processes to overcome Orientation and Training Modules for HR amp Other Functionaries Place and Substance of HRIS and SMEs - Detailed Analytical Framework Opportunities for combination of HRM amp ITES Personnel HRIS and Employee Legislation An Integrated View of HRIS Why and How of Winners and Losers of HRIS Orientation

References

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

MBA (HR)

Sem IV

HUMAN RESOURCE INFORMATION SYSTEM

Course Objective

The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Introduction ndash Data and Information needs for HR Manager Sources of Data Role of ITES in HRM IT for HR Managers Concept Structure and Mechanics of HRIS Programming Dimensions and HR Manager with no technology background Survey of Software Packages for Human Resource Information System including ERP Software such as SAP

Data Management for HRIS - Data Formats Entry Procedure and Process Data Storage and Retrieval Transaction Processing Office Automation and information Processing and Control Functions Design of HRIS Relevance of Decision Making Concepts for Information System

Design HRM Needs Analysis - Concept and Mechanics Standard Software and Customized Software HRIS - An Investment

HR Management Process and HRIS-Modules on MPP Recruitment Selection Placement Module on PA System T and D Module Module on Pay A and Related Dimensions Planning and Control Information Systemrsquos support for Planning and Control

HR Management Process II and HRIS - Organization Structure amp Related Management Processes including authority and Responsibility Flows and Communication Process

Organization Culture and Power - Data Capturing for Monitoring and Review Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making Security Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules Common Problems during IT adoption efforts and Processes to overcome Orientation and Training Modules for HR amp Other Functionaries Place and Substance of HRIS and SMEs - Detailed Analytical Framework Opportunities for combination of HRM amp ITES Personnel HRIS and Employee Legislation An Integrated View of HRIS Why and How of Winners and Losers of HRIS Orientation

References

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

1 ldquoThe Agenda What Every Business Must Do to Dominate the Decaderdquo ldquoDrMichael Hammer Hammer and Company One Cambridge Center Cambridge MA 02142

2 A Handbook of Human Resource Management Practice ldquoMichael Armstrongrdquo Kogan page

3 Managing and Measuring Employee Performance - Understanding Practice ldquoElizabeth HOULDSWORTH Dilum JIRASINGHErdquo Kogan Page

4 Accountability in Human Resource Management ldquoJack J Phillipsrdquo Gulf Professional Publishing

5 Hcas M Awad Wf Casico Human Resource Management An Information Systems Approach Reston Publishing Company

6 Tony Ivey Personnel Computer System Mc Graw Hill International

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

MBA(HR)Sem IV

DECISION MAKING

Cource Objectives

Real life problems often present situations which are multi-dimensional often nonquantifiable and inter-related These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner The course is oriented towards developing participantsrsquo decision making in a holistic way stressing significantly on improving participantsrsquo skills in gathering processing and presenting relevant data in support of their decisions

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics1 Critical Incident Method1048698 Introduction to Critical Incident Method in Management ndash a post-facto investigative method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Identifying gaps in explanation and need for further data1048698 Presenting the findings of the study

2 Situational Analysis1048698 Understanding and appreciating the situational nature of management1048698 The contingency model of management1048698 Situational Management and political implications of stakeholdersrsquo coalitions

3 Soft System Analysis1048698 Introduction to Soft System Analysis in Management ndash differences and similarities with Critical Incident Method1048698 Data requirements1048698 Recording and presentation of data1048698 Concerns about reliability of data1048698 Data triangulation1048698 Methods of analysis1048698 Drawing conclusions ndash testing for validity of conclusions1048698 Triangulation of explanations

4 Industry Policy Analysis

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

1048698 Industry Analysis and deriving implications for an organization1048698 Policy analysis and deriving implications for an industry organization

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

MBA(HR)IV Sem

CONFLICT AND NEGOTIATION PROCESS Coerce ObjectivesTo promote understanding of the concept and theories of conflict To build awareness of certain important and critical issues in conflict and negotiationTo provide exposure to the required skills in negotiating a contract

Examination Scheme

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered The end semester examination will be worth 60 marks having theory and casespractical problems

Topics

Negotiation Negotiating a Contract Pre-negotiation Preparing the Charter of Demand(s) Creating the Bargaining Team Submission of COD Costing of Labour Contracts

The Negotiation Process What is Negotiation Effective Negotiation Preparing for Negotiation Communication Style Breaking Deadlocks Strategy and TacticsGames Negotiators Play Closing Successfully Negotiating Integrative Agreements Reviewing

Negotiation and Conflict Approaches and Phases in negotiation and conflict Post Negotiation Administration of the Agreement Grievance Management Binding up the Wounds

Institute of Management Studies Devi Ahilya Vishwavidyalaya Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE The objective of the course is to make participants aware of using information that creates value and knowledge EXAMINATION SCHEME The semester examination is worth 60 marks and 40 marks for internal assessment Students will have to answer five questions out of 78 questionsMarking scheme if internal assessment will include class tests and regular class participation

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

IV28 ROLE OF HR IN KNOWLEDGE MANAGEMENT[15 Credits]ObjectivesThe objective of the course is to prepare HR managers to participate in the organizationalknowledge management efforts and facilitate management of knowledge The course usingcase studies of many organizations shows the various aspects of KM and how the threeaspects Strategy technology and HRM need to be aligned together to manage knowledgemanagementTopics1 Introduction to knowledge managementbull Understanding the significance of KM through a discussion on theories of the firmbull Understanding the history and the close relationship of KM with other conceptsbull Understanding the three major inputs viz strategy people and IT for a successfulKM system2 Understanding knowledgebull Understanding the difference between data information and knowledgebull Understanding the various types of knowledge viz tacit and explicitbull The consequences of knowledge types on managing knowledge3 Knowledge management and organization designbull Emphasis on people vs emphasis on technology in managing knowledge and itsimpact on organization designbull Understanding how organization structure can affect knowledge management4 Knowledge management and culturebull Why and how culture affects knowledgebull Why should an individual ldquosharerdquo knowledge and how organizational culture canhelp mitigate individualrsquos fears5 Knowledge management strategy and HRMbull Understanding the need to align individual needs with organizationbull How HRM can design reward systems to facilitate KMbull Using ldquoorganizational routinesrdquo for managing knowledge6 Communities of Practice and KMbull Why CoP is important (and more significantly what is it)bull Designing CoP with people in mind and not technologybull Making CoP work Need for customizing KM within organizationbull Pitfalls of a global KM system and problems of cross-border issues in Knowledgemanagement7 KM the Indian experience

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

bull Discussion of the case of Infosys Tata Steel and other organizations that areexperimenting with KMbull The problems Indian organization face with respect to KM

VII9 INDIAN PHILOSOPHY ANDLEADERSHIP EXCELLENCE[3 Credits]Objectives1048698 Understanding how the Indian worldview will affect your effectiveness as a manager1048698 Enhancing self-awareness by delving deeper into what constitutes your true self andhence making your life richer and less stressful1048698 Developing greater insights regarding your life goals and the means to achieve thosegoals1048698 Being able to transform others by taking them closer to their real ldquorootsrdquo and therebyenhance effectivenessTopics1 The Vedas General aspects Life Goals mdash Dharma Artha Kama and Moksha2 Samhitas Brahmanas Aranyakas3 Upanisads Brahman Atman Gross Subtle and Causal bodies Panca Kosa (fivesheaths) Waking Dream Deep Sleep and Turiya (fourth) States Identity of Brahmanand Atman Realisation of Brahman The Path to Realisation Sravana (hearing)Manana (thinking) Nidhidhyasana (meditating) Karma and Reincarnation ImmortalitySamskara (impression) and Law of Reincarnation4 The Auxiliary Scriptures The Ramayana The Mahabharata5 The Bhagavad-Gita Jnana (knowledge) and Karma Samnyasa (renunciation) Work andits Secret6 The Smrtis the Puranas the Tantras7 Jainism and Buddhism8 The Six Systems of Thought Nyaya Vaisesika The Samkhya System mdash Three Gunas(constituents) The Yoga System of Patanjali mdash The Powers of the Mind Dhyana(meditation) The Purva Mimamsa The Uttara Mimamsa or the Vedanta Sutras mdashMaya and Illusion Maya and Freedom Practical Vedanta9 Saints and Thinkers Gaudapada Samkara Bhaskara Yamuna Ramanuja NimbarkaMadhwa Vallabha Chaitanya Ramakrishna

VII10 LEADERSHIP INFLUENCE AND POWER[3 Credits]ObjectivesThis course provides an in-depth look at transformational leadership mdash the mutuallystimulating relationship between leader and follower that raises both of them to higherlevels of human conduct and ethical aspiration It will help as a leader to enhance andeffectively use power not only in achieving goals but also in enabling followers to liftthemselves into their better selves The course1048698 Will give an understanding of how leadership influence and power are related variousfacets of organisational life at the individual group and macro levels1048698 Be able to enhance power in organisations tap different sources of power andeffectively use power to achieve objectives and to help elevate followers to high levels ofmotivation and morality1048698 Will develop the capacity to perceive clearly the various tactics that others use toinfluence in order to achieve their objectivesTopics1 Decisions and Implementation2 The Structure of Moral Leadership3 Diagonising Power and Dependence4 Where does Power come from5 Resources Allies and the New Golden Rule6 Location in the Communication Network7 Formal Authority Reputation and Performance

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

8 The Importance of being in the Right Unit9 Individual Attributes as Sources of Power10 Framing How we look at things affects how they look11 Interpersonal Influence12 Timing is (almost) Everything13 The Politics of Information and Analysis14 Changing the Structure to Consolidate Power15 Symbolic Action Language Ceremonies and Settings16 Even the Mighty Fall how Power is Lost17 Managing Political Dynamics Productively18 Toward a General Theory19 Managing with Power

FT-306HMAJ PT-405HMAJ ORGANISATION DEVELOPMENT

COURSE OBJECTIVE

The objective of this course is to acquaint the students with the importance of Organization Development and to offer insights into design

development and delivery of OD Programmes

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester examination

will be worth 60 marks It will have two sections A and B Section A worth 45 marks will consist of five theory questions out of which students

will be required to attempt any three questions and Section B will comprise of one case worth 15 marks

COURSE CONTENTS

1 Introduction Definition History Assumptions Values and Beliefs in Organization Development (OD) and Transformation Role of

change agent

2 Theory and Management of OD Foundations of OD OD Process Action Research and OD

3 OD interventions Overview Types Team interventions inter- Group interventions Comprehensive and Structural interventions

Choosing the Depth of Organizational Intervention

4 Issues and Considerations in OD Consultant-Client Relationships System Ramifications and Power- Politics

5 Emerging Trends in OD with special emphasis on Future Organizations

TEXT READINGS

1 Wendell L French and Cecil N Bell Jr Organization Development New Delhi Prentice Hall 5th Edition 1999

SUGGESTED READINGS

1 Don Harvey and Donald R Brown An Experiential Approach to Organizational Development New Jersey Prentice Hall Inc 1996

2 Wendell L French Cecil H Bell Jr and Robert A Zawaski (Edts) Organizational Development and Transformation Managing

Effective Change Illinois Irwin Inc 1994

FT-307HMAJ PT-406HMAJ MANAGING KNOWLEDGE WORKERS

COURSE OBJECTIVE

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization It gives in-depth

knowledge how to develop knowledge workers It helps in understanding management functions and focuses on the future of knowledge

organizations

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students The semester

examination carrying 60 marks will have two sections A and B Section A worth 45 will consist of five theory questions out of which

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

students will be required to attempt three questions Section B will comprise one of more case(s) worth 15 marks

COURSE CONTENTS

1 Introduction of Knowledge Management concept of knowledge worker Indian knowledge worker knowledge worker culture

knowledge organization

2 Learning strategies for knowledge workers- Training learning and behaviour modification in knowledge management making

knowledge work a pleasure Becoming an effective knowledge worker Professional development models Knowledge mapping

reducing the knowledge gap knowledge management assessment knowledge based problem solving

3 Knowledge work and organizations- Teaming and grouping strategies knowledge corridor establishing knowledge corridor

promoting the knowledge corridor Roles of knowledge worker Value proposition for knowledge management enabling

knowledge management transition modes of transformational leadership

4 Knowledge worker productivity and organizational knowledge The short falls of knowledge management to improve knowledge

workersrsquo productivity uniqueness of invisibility of knowledge work knowledge work processes inter relatedness of knowledge

work processes and social context types of knowledge transfer

5 Future of knowledge organization Knowledge organization in 21st century future projections

TEXT READINGS

1 The Essential guide to Knowledge Management by Amrit Tiwana Pearson Education Asia

2 Managing Knowledge Workers by Conor Hanaway etal Blackhall Publishing

3 Managing Knowledge Workers by Sue Newell Palgrave Macmillan

SUGGESTED READINGS

1 New Challenges for Managers by Ichijo Kazuo Nonaka Ikujiro Published by Oxford University Press 2006

2 Human Resources in 21st Century Edited by Marc Effron Robert Gandossy Hewitt Associates and Marshal Goldsmith

Published by John Wiley amp Sons Inc

FT-404HMAJ PT- 505HMAJ STRATEGIC HRM

COURSE OBJECTIVE

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

associated with HRM in a changing environment

EXAMINATION SCHEME

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student The semester

examination will be worth 60 marks It will have two sections A and B Section A worth 30 marks will consist of five theory questions out

of which students will be required to attempt any two questions and Section B will comprise of one case worth 30 marks

COURSE CONTENTS

1 Strategic Approach to HRM Integrating HR Strategies with Corporate and Functional Strategies Integrating Human Resources

in Strategic Decisions

2 Strategies for Maximizing HR Productivity Organizational Restructuring Turnaround Management Mergers Acquisitions and

Joint Ventures

3 SHRM in Global Context International Human Resource Strategies

Note 50 percent of classes will be devoted to theory and 50 percent to discussion of cases

TEXT READINGS

1 WD Anthony PL Perrewe KM Kacmar Strategic Human Resource Management Forthworth Dryden 1993

2 C Mabey G Salman and J Storey Human Resource Management A Strategic Approach Cambridge Blackwell 1998

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999

3 Linda Gratton Strategic Human Resource Management New York Oxford University Press 1999

SUGGESTED READINGS

1 John Leopold Lynette Harris and Tony Waton Strategic Human Resourcing Principles Perspectives and Practices London

Financial Times Pitman Publishers 1999