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Scheme of Studies: Master of Science in Management Sciences

(MSMS)

Noon Business School, University of

Sargodha

(Revised Uniform Codes Applicable w.e.f Fall 2019

Scheme of Studies: Master of Science in Management Sciences (MSMS)

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Master of Science in Management Sciences (MSMS)

1. Introduction

The MS Program in Management Sciences is designed primarily for candidates who have a background

in business-related fields and are interested in pursuing research based management studies at a level

beyond 16 years of education. The overall objective of the MS program is to develop management

researchers with the vision, knowledge, creativity and research skills necessary for thorough

understanding of the main features of organizational management and current comprehensive analysis of

management theories and practices. The courses designed for MS program will enhanceresearchers’

understanding of applied innovative learning and teaching practices also. The ability to think beyond the

boundaries underpins the structure and content of our MS program. Moreover, it is a multidimensional

program which intends to prepare graduates not only for academic positions but also for managerial and

administrative roles in business, industry and government institutions on the national and international

levels.

2. Need of New Program

Faculty of Management and Administrative Sciences, University of Sargodha is leader in spreading

quality education in the area of Business and Commerce. The faculty has successfully launched BBA and

MBA programs which has received great appreciation from job market. However, to cater the research

needs of country, to promote research culture andfurther improve the research ranking of faculty

ofManagement and Administration sciences, the former Department of Business Administration planned

to launch Master of Science (MS) program in “Management Sciences”. Universities are light houses of

research to promote innovation and new physical and virtual products via research. The research based

MS program will not only help in enhancing the research culture in the region but will also play role in

exploring new ideas and technique in managing financial and non financial affairs of modern economic

and business sector.

3. Eligibility/Admission criteria

a) At least Sixteen years of relevant education (BBA-Hons/B.Com-Hons/M.Com-16 years/BBS 16

years) with graduation in Business/Commerce with CGPA of at least 2.00/4.00.


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b) Department will conduct test (Passing % is 50%) of weightage 30% while remaining 70% would

be taken form CGPA of terminal degree to constitute merit. (Subject to revision as per university

admission regulations)

4. Duration of the Program

Minimum 2 Years

Maximum 3 Years

5. Degree Awarding Requirements

a) For award of M.S candidates will need to complete 27 credit hours of course work along with

a minimum of 6 credit hours for research work/thesis.

b) After completion of 24 credit hour course work the Post Graduate Committee (PGC)

committee, comprising at least 5 members will allocate supervisor. PGC will submit name of

supervisors, external examiners and title of research thesis of students for approval of

Advanced Studies and Research Board (AS&RB).

c) Under the supervision each candidate will complete 6 credit hour research thesis.

d) After successfully defending research thesis candidate will be awarded with the degree of MS

in Management Sciences.


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Noon Business school

University of Sargodha

MSMS (2Years) After 16-Years Business/Commerce Education

Description of the Master of Sciences in Management Sciences Program

Semester Wise Course Breakup

33 Credit Hours

Semester 1st

Course Code Course Title Credit

Hours

BUSM-540 Advanced Statistics and Econometrics 3 (3-0)

BUSM-541 Management Theory and Practice 3 (3-0)

Elective - I 3 (3-0)

Elective-I I 3 (3-0)

12 1

Semester 2nd


Hours

BUSM-542 Advanced Research Methods and Designs 3 (3-0)

MSDA-543 Applied Data Analysis 3 (3-0)

Elective-III 3 (3-0)

Elective-IV 3 (3-0)

12

Semester 3rd


Hours

Elective -V 3 (3-0)

3

Semester 4th


Hours

Research Thesis 6 (6-0)

6

Research Thesis 6 Credit Hours after 2nd Semester: Evaluated by External Examiner


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Specializations:

Human Resource Management

Course Code Course Title Credit Hours BUSM544 Advance Studies in Organization Theory and Behavior 3 (3-0) BUSM 545 Career Planning and Management 3 (3-0) BUSM 546 Leadership and Change Management 3 (3-0) BUSM 547 International Human Resource Management 3 (3-0) BUSM 548 Advances in Performance& Appraisal Management 3 (3-0) BUSM 549 Scale Development and Validation 3 (3-0) BUSM 550 Strategic Business Management 3 (3-0)

Finance

Course Code Course Title Credit Hours BUSM 551 Advance Financial Management and Policy 3 (3-0) BUSM 552 Advance Financial Instruments & Markets 3 (3-0) BUSM 553 Portfolio Theories and Investment Analysis 3 (3-0) BUSM 554 Advance Risk Management 3 (3-0) BUSM 556 Seminar in Finance 3 (3-0) BUSM 557 International Finance 3 (3-0) BUSM 558 Financial Modeling and Forecasting 3 (3-0) BUSM 559 Strategic Financial Management 3 (3-0)

Marketing

Course Code Course Title Credit Hours BUSM 560 Seminar in Marketing 3 (3-0) BUSM 561 Services Marketing 3 (3-0) BUSM 562 Product & Brand Management 3 (3-0) BUSM 563 Consumer Behavior 3 (3-0) BUSM 564 International and Export Marketing 3 (3-0)

BUSM 565 Integrated Marketing Communications 3 (3-0)

BUSM 566 Industrial and Agricultural Marketing 3 (3-0) BUSM 567 Strategic Marketing 3 (3-0)


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Detail Course Outline

1ST SEMESTER

Advance Statistics and Econometrics

Course Objectives

The objective of this course is to prepare the first year graduate students for the study of

econometrics, by providing a rigorous introduction to mathematical statistics, and the classical

multivariate linear regression model. Each week a number of exercises from the text books will

be assigned as homework

Course Contents

1. Introduction to probability

The concept of Probability, Events as Sets, The axioms of Probability, Objective and

Subjective Interpretation of Probability, Counting Rule, Relationship Involving Binomial

Coefficients, Conditional Probability, Ration of Probability as Strength of Evidence,

Bayes Theorem, Independence of events, How to plot frequency vector and Probability

Vector.

2. Random Variables and Distributions

Notation, Definition and Characterization of Random Variable, Independence of random

variables, Binomial Distribution, The hyper geometric Probability Distribution, The

Poisson Distribution, The exponential distribution, Gamma Distribution, Uniform

Distribution, Normal Distribution, chi square distribution, log normal distribution, t-

distribution.

3. Multivariate Distributions

Definition of multivariate normal, special case bivariate normal, multivariate standard

normal in higher dimensions.

4. Hypothesis testing

Statistical inference, Sampling and Sampling distribution, Estimation using normal

distribution, Testing Hypothesis about population mean, Analysis of Variance (ANOVA),

5. Classical Linear regression model: Assumptions and Applications

6. Multiple regression model

Sample mean as estimator of the location parameter, Intuition of least square estimation,

The likelihood principle, Intuition of maximum likelihood estimation, Variance

estimation and degrees of freedom.

7. Estimation Principles and Classifications of Estimators


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Asymptotic or large sample properties of estimators, small sample properties, comparison

unbiasedness consistency, BLUE and the Gauss Markov Theorem, Method of Moments

estimators.

8. Hypothesis testing with multiple regression

Duality between significance test and confidence region, Likelihood ration test, The runs

test, Pearson’s goodness of fit test, Permutation tests, the wald, likelihood ratio test.

9. General Principles of Econometric Modeling

Mean Variance Analysis in Linear Model, Correlation coefficient and associated least

square problems

10. Simultaneous Equations and Time Series Econometric

Simultaneous equation modeling, identification, indirect least squre, two stage least

square, ARMA process, identification of ARMA, testing stationary and unit root test, co

integration and error correction, Causality.

Recommended Text:

W. Greene, Econometric Analysis (Latest Edition), Macmillan

Prem S. Mann, Introductory Statistics, 5th Edition

DamodarGujrati, Fundamentals of Ecnometrics (5th Edition)

Management Theory and Practice

Course Objectives

This course will serve as an introduction to Management Theory, Science and Practice. Weshall

attempt to organize and present, in a practical way, the fundamental knowledge underlyingthe art

and science of management. What is said in this course is intended to apply to managers at

every level in every kind of organization or enterprise. The students will study management by

examiningthe basic functions of a manager - planning, organizing, controlling and leading - from

a formal ortechnical point of view but using practical examples.

Course Contents

The organizational and managerial environment

Organizations and Organizational Effectiveness. Stakeholders, Managers, and Ethics. Managing

in a Changing Global Environment.

Organizational design in management

Basic Challenges of Organizational Design, Designing Organizational Structure:

Authority and Control. Designing Organizational Structure: Specialization and

Coordination. Creating and Managing Organizational Culture. Organizational Design


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and Strategy in a Changing Global Environment. Organizational Design, Competences

and Technology.

Organizational change management

Types and forms of Organizational Change. Organizational Transformation: Birth

Growth, Decline, and Death. Decision Making, Learning, Knowledge Management, and

Information Technology. Innovation, Intrapreneurship and Creativity. Managing

conflict, Power and Politics

Recommended Text

The module will draw from a diverse range of sources and as such no individual text will suffice.

However, the following text will provide a useful nucleus for the module:

Johnson, G., K. Scholes and R. Whittington (2011). Exploring Corporate Strategy: Text

and Cases. 8th edn. Prentice Hall.

Williams, C., Kondra, A., and Vibert, C. Management, 1stCanadiain Edition, Thomson

Publishing, 2004.

ELECTIVE – I

ELECTIVE – II

2ND SEMESTER

Advanced Research Methods and Designs

Objectives

After studying the course, the students will be able to:

Conduct research in Management Sciences and other interdisciplinary topics.

Think scientifically towards the solutions of research problems in Management Sciences.

Respect the ethics of research in Management Sciences.

Differentiate the concepts and use of qualitative and quantitative research methodologies in

Management Sciences.

Understand, distinguish and apply various types of research methods and designs in

‘Management Sciences Research’.

Understand and conduct mixed-methods research in Management Sciences.

Understand and apply different types of sampling designs.

Develop different kinds of research instruments addressing practical problems in Management

Sciences.


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Develop quality research proposals in the areas of their interests.

Write a good research report and evaluate those of others.

Course Contents

Introduction to Nature Research in Management Sciences Why should we study research?

The need and importance of research in management sciences (Examples of management

concerns, problems and issues that need research)

Epistemology of Management Research (Ways of Knowing or Sources of Knowledge):

Ontology of research in management sciences --- Its Nature and Types:

An Overview of the Research Process

Main activities involved in Research Process

Sequence of general activities performed while conducting research:

Axiology (Values and Ethics) of Research in Management Sciences:

Identifying, Developing and Stating Research Problems and Questions

Selecting Variables, Formation of Hypotheses and Developing Research Model

Types of Variables:

Classification based on nature measurement:

Classification based on level of measurement:

Classification based on Association/Inter-relationships of variables:

Research Hypotheses

Stating a Research Hypothesis

Types of research hypotheses:

Relationship of hypotheses with Statement of Research Problem

Developing Research Hypotheses with Rationale (Appropriate Support from the

Literature)

Building Theoretical/Conceptual Framework of the Study through Literature

Review

Sampling Theory and Designs

Instrumentation --- Measurement and Data Collection

Internal Validity, Generalizability and Reliability of Research

Quantitative Research Methods and Designs

I. Research Design in Quantitative Research:

II. Survey (or Ex-Post-Facto) Research:

III. Correlational Research:

IV. Causal Comparative Research:

V. Single-Subject (or Case Study ) Research:

VI. Experimental Research:

Qualitative Research Methods and Designs

I. Research Design in Qualitative Research:

II. Historical Research:

III. Ethnographic Research:


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IV. Content Analysis:

Action Research – Research by Management Practitioners

Mixed, Modeling and Delphi Methods of Research

I. Mixed methods of research:

II. Modeling-based methods of research

III. Delphi methods of Research

Preparing and Evaluating Research Proposals and Reports

Research Proposal: Meaning and Concept

Research Report: Meaning and Concept

Evaluating research proposals and reports

Recommended Text Books: Creswell, J.W. (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches.

London: Sage Publications.

Eriksson, P. and Kovalainen, A. (2008).Qualitative Methods in Business Research. London: SAGE

Publications Ltd.

Field, A. and Hole G. (2007). How to design and report experiments. London: Sage Publications.

Fowler, Jr. F.J. (2008).Survey Research Methods.London: Sage Publications, Inc.

Groves, R.M. et al (2009). Survey Methodology (Wiley Series in Survey Methodology), NY: Wiley Int.

Inc.

Kerlinger, F.N. and Lee, H.B. (2008).Foundations of Behavioral Research. NY: Wadsworth Publishing.

Malhotra, N. K. (2002). Basic Marketing Research: Application to Contemporary Issues with SPSS

10.0. NY: Prentice-Hall, Inc.

Malhotra, N. K. Birks, D. and Wills, P. (2012).Marketing Research: An Applied Orientation. NY:

Prentice-Hall, Inc.

Wiersma, W. et al (2009). Research methods in education: An introduction. Boston: Allyn and Bacon.

Zikmund, W.G. (2008). Business research methods. NY: Thomson/South-Western.

Applied Data Analysis

(Bring Data to Life)

Introduction:

Important decisions and products we use every day are often based on Univariate analysis that does not

necessarily tell the full story or might not even be accurate. Most people have heard of the mean, median,

standard deviation, normal distribution etc. These are univariate or classical statistics which can be useful,

but are limited by only looking at one variable at a time. In reality, there’s often more than one variable

involved, so univariate analysis can lead to the wrong conclusions. It is often necessary to sample,

observe, study or measure more than one variable simultaneously to understand a process or any set of

samples with numerous measurements. So because most of the problems in the world are multivariate in


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nature - meaning that there are many variables that contribute to them. Hence we need multivariate

approach to study such phenomena in the real world. The Multivariate Analysis is a tool to find patterns

and relationships between several variables simultaneously.

This course entitled “Applied Multivariate Data Analysis” is designed to provide the students an

introduction to the principles of multivariate analysis, some broad applications for this technology, how it

differs from classical (univariate and bivariate) statistics and an overview of various applications of

common multivariate models in management sciences.

Course Content

Introduction to Univariate, Bivariate and Multivariate Statistics:

Univariate statistics e.g., z-tests/z-score

Bivariate Statistics:

Multivariate Statistics: Why?

Research Questions and Associated Techniques

Some Further Comparisons

A Decision Tree

Preliminary Check of the Data Hypothesis Testing

Data Cleaning --- Pre-processing, Screening and Testing Assumptions:

Important Issues in Data Screening.

Accuracy of Data File.

Missing Data: Missing Value Analysis (MVA)

Testing Assumptions of Multivariate Statistics

A Checklist and Some Practical Recommendation.

Complete Examples of Data Screening.

Screening Ungrouped Data.

Screening Grouped Data.

Complete Practical Data Case No. 1 for Students

Data Reduction through Factor/Principal Component Analysis:

General Purpose and Description.

Kinds of Research Questions.

Limitations of factor analysis.

Theoretical Issues in factor analysis.

Practical Issues in factor analysis.

Fundamental Equations for Factor Analysis.

Major Types of Factor Analysis.

Factor Extraction Techniques.

Factor Rotation: Rotations Methods.

Some Important Issues.

Complete Example of FA.


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Multiple Linear Regression Analysis:

General Purpose and Description

Kinds of Research Questions

Limitations of Regression Analyses

Fundamental Equations for Multiple Regression

Major Types of Multiple Regression

Some Important Issues.

Complete Examples of Regression Analysis

Moderation through Multiple Regression

Mediation through Multiple Regression


Introduction to Time Series Analysis:


Kinds of Research Questions Addressed

Assumptions of Time-Series Analysis

Fundamental Equations for Time-Series ARIMA Models

Types of Time-Series Analyses

Adding Continuous Variables

Some Important Issues in time series analysis

Complete Example of a Time-Series Analysis

Evaluation of Assumptions

Baseline Model Identification and Estimation

Checklist for ARIMA Intervention Analysis


Multilevel Linear Modeling (MLM) or Hierarchical Linear Modeling (HLM):


Kinds of Research Questions

Limitations to Multilevel Linear Modelling

Fundamental Equations

Types of MLM

Some Important Issues

Complete Example of MLM

Comparison of Programs


Multiple Discriminant Analysis and Logistic Regression:

Discriminant Analysis

Logistic Regression

Multivariate Analysis Variance (MANOVA) and Covariance (MANCOVA):

Analysis of Covariance

Multivariate Analysis of Variance and Covariance

Cluster Analysis in Business Research:

Multidimensional Scaling (MDS) in Business Research:


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Canonical Correlation Analysis

Introduction to Structural Equation Modeling (SEM) _ I – Path Models:

Structural Equation Modeling_ II – Structural Regression Models:

Data Analysis in Qualitative Research:

Analysis of data in the field:

Analysis after data collection:

Data displays etc

Mechanics of working with data

Using a computer for analysis

Recommended Text Books

Aiken, L. S. and West, S. G. (1991). Multiple Regression: Testing and Interpreting Interactions. Newbury

Park: Sage.

Field, A. (2010). Discovering Statistics Using SPSS. 3rd Ed. London: Sage Publications Ltd.

Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (2009).Multivariate Data Analysis. New

Jersey: Prentice-Hall.

Kline, R. B. (2011). Principles and practice of structural equation modeling. NY: The Guilford Press.

Tabachnick, B. G., &Fidell, L. S. (2012).Using multivariate statistics. Boston: Allyn& Bacon.

ELECTIVE – III

ELECTIVE - IV


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SPECIALIZATIONS

HUMAN RESOURCE MANAGEMENT (HRM)

Advance Studies in Organization Theory and Behavior

Objectives:

o Understand advance concepts in organization theory and behaviour

o Apply advance concepts in organization theory and behaviourin real settings

o Know and comprehend the latest research in the field of organization theory and behaviour

o Design and conduct practical research in the field of organization theory and behaviour

o Comprehend the psychological underpinnings of the organization theory and behaviour

Course Content

Unit 1: Introduction to Organizations and OT

Unit 2: Designing organizations for the international environment

Unit 3: Fundamentals of Organization Structure

Unit 4: Organizational Culture and Ethical Values

Unit 5: Manufacturing and Service Technologies

Unit 6: Decision-making process

Unit 7: Conflict, Power and Politics

Unit 8: Organization Size, Life cycle and decline

Unit 9: Innovation and Change

Unit 10: Managing Diversity: Releasing Every Employee's Potential

Unit 11: Organizational Culture, Socialization, and Mentoring Unit 12: International OB: Managing across Cultures

Unit 13:Individual Behavior in Organizations

Unit 14:Group and Social Processes in the organization – Group Dynamics, Teamwork, and conflicts

Unit 15:Organizational Processes: leadership, change, communication and politics


Daft, R.L.; Murphy, J. and Willmott, H. (2010).Organization theory and design. NY: Cengage

Publishing EMEA.

Kreitner, R. and Kinicki, A. (2009).Organizational behavior. NY: McGraw-Hill, Inc.


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Career Planning and Management

Career Development is a process where employees strategically explore, plan, and create their future at

work by designing a personal learning plan to achieve their potential and fulfil the organization's learning,

seeking opportunities, taking risks, and finding ways to contribute to the organization in a productive and

motivated fashion. This course is designed to help employees take responsibility for their careers by

offering courses in career Planning (CP) and management and. It will serve the employees in conducting

individual assessments and establishing a professional career development plan that helps them reach

their full potential and fulfil the organization's mission.

Course Content

Unit 1: Career: Concept, meaning and importance

Unit 2: Career Theories and Models

Unit 3: Fundamentals of career planning

Unit 4: Career management

Unit 5: Individual-based career planning and management

Unit 6: Organization-based career planning and management

Unit 7: Career planning and management strategies

Unit 8: Career anchor theory

Unit 9: Protean career theory

Unit 10: Boundaryless careers


Baruch, Y. (2004). Managing careers theory and practice. London: Prentice Hall.

Arthur, M. B., & Rousseau, D. M. (1996). A career lexicon for the 21st century. Academy of

Management Executive, 10(4), 28-39.

Arthur, M. B., Inkson, K., & Pringle, J. K. (1999).The new careers; Individual action and economic

change. London: Sage.

Arthur, M. B., Hall, D. T., & Lawrence, B. S. (1989).Generating new directions in career theory: the case

for a transdisciplinary approach.In M. B. Arthur, D. T. Hall & B. S. Lawrence (Eds.), Handbook

of career theory (pp. 7-25). Cambridge: Cambridge University Press.

Arnold, J. (1997). Managing careers into the 21st century: Paul Chapman Publishing.

Derr, C. B. (1986). Managing the new careerists. San Francisco: Jossey Bass.

Hall, D. T. (1996). Protean careers of the 21st century. Academy of Management Executive, 10(4), 8-16.

Hall, D. T., &Mirvis, P. H. (1995). The new career contract: Developing the whole person at midlife and

beyond. Journal of Vocational Behavior, 47, 269-289.

Hall, D. T., & Moss, J. E. (1998). The new protean career contract: Helping organizations and employees

adapt. Organizational Dynamics, Winter, 22-37.


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Leadership and Change Management

Leadership and change are two hot topics in the business studies and any MS program in management

sciences cannot ignore the importance and relevance of these topics. This course, therefore, is designed to

address the role of leadership in managing a successful business. It also addresses the issues related to

how leaders can manage change in modern enterprises present in a highly turbulent environment where

change is regarded as the only constant factor.

Objectives:

I. After studying this course the students would be able to:

II. Know and understand the key concepts of leadership.

III. Comprehend various roles, functions and characteristics of leadership in the modern enterprises.

IV. Appreciate the role of leadership in making a business successful by formulating and executing

the strategies.

V. Understand the basic concepts and dynamics of bringing and managing change in the

organization.

VI. Appreciate the role of leadership in managing the organizational change.

Course Content

In this course, the following articles published in Harvard Business Review (HBR) will be discussed

along with some case studies related to Leadership and Change Management. The authors of each article

are given next to the title of each article below.

1. What Makes a Leader?

Daniel Goleman

2. What Makes an Effective Executive?

Peter F. Drucker

3. What Leaders Really Do?

John P. Kotter

4. The Work of Leadership

Ronald A. Heifetz and Donald L. Laurie

5. Why Should Anyone Be Led by You?

Robert Goffee and Gareth Jones

6. Crucibles of Leadership

Warren G. Bennis and Robert J. Thomas

7. Level 5 Leadership

Jim Collins

8. Seven Transformations of Leadership

David Rooke and William R. Torbert

9. Discovering Your Authentic Leadership


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Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer

10. In Praise of the Incomplete Leader

Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge

11. Leadership That Gets Results

Daniel Goleman

12. Leading Change: Why Transformation Efforts Fail?

John P. Kotter

13. Change through Persuasion

J. David A. Garvin and Michael A. Roberto

14. Leading Change When Business Is Good: An Interview with Samuel J. Palmisano

Paul Hemp and Thomas A. Stewart

15. Radical Change: The Quiet Way

Debra E. Meyerson

16. Tipping Point Leadership

W. Chan Kim and Renée Mauborgne

17. A Survival Guide for Leaders

Ronald A. Heifetz and Marty Linsky

18. The Real Reason People Won’t Change

Robert Kegan and Lisa LaskowLahey

19. Cracking the Code of Change

Michael Beer and NitinNohria

20. The Hard Side of Change Management

Harold L. Sirkin, Perry Keenan, and Alan Jackson

21. Why Change Programs Don’t Produce Change?

Michael Beer, Russell A. Eisenstat, and Bert Spector

Recommended Textbooks and References

Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Leadership. Boston: Harvard

Business School Publishing.

Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Change Management. Boston:

Harvard Business School Publishing.

Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads: The Essentials. Boston: Harvard


Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Managing Yourself. Boston: Harvard


Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Managing People. Boston: Harvard


Harvard Business School, (Ed.) (2011). HBR’s 10 Must Reads on Strategy. Boston: Harvard Business

School Publishing.


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International Human Resource Management

The world of organizations is no longer defined by national boundaries and, hence, HRM isno

longer involved with employees within only one national boundary.Globalization, growing

presence of multinationals with expatriate managers, cross bordermergers and acquisitions and

increasing diversity of workforce demands human resource tobe more sensitive to cross-cultural

issues and understanding of international approaches todealing with people in organizations. The

course seeks to look at HRM in a broader,comparative and international perspective to deal with

complex issues and manifold risks.

Research in international human resource management (IHRM) can be grouped into three

broad approaches:

1. Cross-cultural management approach: Every nation has its own unique sets ofdeep-lying

values and beliefs, and these are reflected in the ways that the societyand the economy operate,

and in the ways that people work and are managed atwork. Human behaviorwithin organizations

is examined from an internationalperspective.

2. HRM in multinational companies: This second approach examines the wayorganizations

manage their human resources across these different nationalcontexts. The implications of the

internationalization process for the HRMactivities, practices and policies of MNCs are analyzed,

especially expatriatemanagement. A key task for organizations which operate across

internationalboundaries is to manage the different stresses of the drive for integration (being

coherent across the world) and differentiation (being adaptive to localenvironments).

3. Comparative human resource management: It is assumed that HRM operatesdifferently in

different institutional environments and, hence, varies from countryto country. In contrast to the

cross-cultural approach, comparative HRM focusesmore on institutional than cultural

differences. HRM systems in various countriesare described, compared and analysed and

patterns of convergence and divergencebetween countries discussed.

Each approach takes a somewhat different view of IHRM, as we will see during the course.

One aim of this course is to let researcher explore the meaning and implications of these three

approaches.

To investigate the following questions:

How can different attitudes, cultures, religions and habits be managed to achieve best


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business results?

Which activities undertaken by organizations to effectively utilise its human resources

(e. g. HR planning, staffing, performance management, training & development,

compensation& benefits, labour relations) change when HRM goes international and

how?

How do institutional, social and market contexts in advanced industrial countries shape

organizations’ HR strategies and policies?

Topics

UNIT I: Introduction and Overview to Human Resource Management

International HRM – An Introduction; Differences between Domestic and International Human

Resource Management; Expanding the Role of HRM in International Firms; Organizational

Context – International HRM Approaches; The Path to Global Status; Mode of Operation; HR

and Expansion Strategies.

UNIT II: International HRM as a Perspective

International Recruitment and Selection; Performance Management; Training & Development;

Compensation

UNIT III: International HRM- Issues and Strategies

Repatriation; Career Anxiety; Devaluing International Experience; Coping with New Role

Demands; Labour Relations

UNIT IV: International HRM- Moving Beyond Models, Challenges and Implications

Managing People in International Context; Human Resource Issues in Multinational

Corporations, HR outsourcing, Diversity management

UNIT V: International HRM- The Paradigm of Cross-Cultural Management

Fundamentals of Culture; Cross-Cultural Perspectives; Cultural Paradox; Concept of National

Culture, Cultural Sensitivity etc.

Suggested Books

West, M.A. (2012) Effective teamwork: practical lessons from organizational research. 3rd

Edition. Chichester: The British Psychological Society/Blackwell.

Brewster, C., Sparrow, P.R., Vernon, C. and Houldsworth, L. (2011) International human

resource management.3rd Edition. London: Chartered Institute of Personnel and Development.

ISBN: 978-1-84398-266-1. 429pp


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Fleetwood, S. &Hesketh, A. (2009) Understanding the Performance of Human Resources,

Cambridge: Cambridge University Press. 270pp.

Budhwar, P. S., Schuler R. S. and Sparrow P.R. (eds.) (2009). Major works in international

human resource management. Volumes 1, 2,3and 4. International HRM: the MNE

perspective. London: Sage Publications. ISBN 978-1-84787-493-1.

Dickmann, M., Brewster, C. and Sparrow, P.R. (eds.) (2008). International human resource

management: a European perspective. London: Routledge. ISBN: 978-0-415-42393-9 322p

Advances in Performance & Appraisal Management

On completion of the course, students will be more able to:

1. Understand the role of Performance Appraisal as part of the performance management

cycle

2. Collect evidence to objectively support performance evaluations

3. Prepare themselves and their team member for the appraisal

4. Confidently conduct a structured and positive performance evaluation which increases

performance

5. Address poor performance with confidence in a constructive way

6. Avoid common errors in evaluation

7. Create an effective and workable plan that aligns work with company objectives

Conceptual Framework of Performance Management & Appraisal System

Understanding the components of Performance Management Framework and

related Metrics

Strategic Management- Strategic assessment, Business environment analysis,competitive

intelligence, communication of strategy, result analysis

Operational Management- operational planning, resource allocation, setting targets,

monitor measures.

Financial Management- budgeting, financial performance analysis.

Risk Management- risk mapping and key risk indicators

Process Management - process identification, measurement/analytics, continuous

improvement

Information Management- Identification of KPIs, modeling and data acquisition

Customer Relationship Management- customer profitability analysis, customer

intelligence etc.

Performance Management Techniques

Understanding of the techniques and their importance in Enterprise Performance


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Management:

Benchmarking- comparative analysis of business practices and resulting outcomes

Balance Score Card- setting up objectives and measurement through metrics

Value Chain- understanding of all chain of activities and the value gained at each

activity

Target Costing- profit planning and cost management

Activity Based Management.- understand cost to improve customers value .

Lean Management; Process Mapping

Whole life costing and Lifecycle costing

Importance of IT tools in Performance Management

Information leads to more efficient monitoring of the business performance drivers

and hence Information management is the key for Performance management and

Appraisal. Understanding of:

Data Availability (Capturing relevant data which is interpretable)

Data Quality (How technology and IT applications are efficient in ensuring

data quality)

Software tools (Spread sheets to BI applications)

Different resources of technology: Data Warehouse, Business Intelligence Systems,

Scorecards and Dashboards, Decision Support Systems, Management Information

Systems ,OLAP - Online Analytical Processing tools

Performance Appraisal Report

Deep understanding of the key components of Performance Appraisal Report:

Capacity Utilization Analysis

Productivity/Efficiency Analysis

Utilities/Energy Efficiency Analysis

Key Costs & Contribution Analysis

Product/Service Profitability Analysis

Market/Customer Profitability Analysis

Working Capital & Inventory Management Analysis

Manpower Analysis

Impact of IFRS on the Cost structure, cash flows and profitability.

Application of Management Accounting tools

Inventory Analysis

Input price volatility

Price Sensitivity Analysis

Environment, sustainability and CSR analysis

Risk Mapping Analysis.

Suggested Readings


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Einstein, W. O., &LeMere-Labonte, J. 1989. Performance appraisal: dilemma or desire? Sam

Advanced Management Journal, 54 (2): 26-30.

Monga, M. L. 1983. Management of Performance Appraisal. Bombay: Himalaya Publishing

House.

Oberg, W. 1972. Make performance appraisal relevant. Harvard Business Review, January-

February 1972: 61-67.

Patten, T. H., Jr. 1982. A Manager's Guide to Performance Appraisal. London: Free Press.

Rao, T. V. 1985. Performance Appraisal Theory and Practice. New Delhi: Vikas Publishing

House.

Craig, S. E., Beatty, R. W., & Baird, L. S. 1986.Creating a performance management

system. Training and Development Journal, April: 38-42; May: 74-79.

Scale Development and Validation

Objectives:

Understand the measurement theory and its application in management sciences

Comprehend the basic concepts of Instrument development and validation

Apply practically the basic concepts of Instrument development and validation

Develop different types of research instruments and validate them

Determine the psychometric properties of the scales

Course Content

Unit –1: Psychological measurement –Basic concept.

Measurement in Social Sciences like Management

Role of mathematic and statistics.

Validation of standardization of measures.

Advantages of standardization measures (objectivity, quantification, communication,

economy, of scientific generation)

Measurement Scales (Nature of variables)

Types based on level of measurement

Decision about measurement scales.

Classifications as measurement

Recent Trends in measurement

Traditional Approaches to Scaling.

Evaluation of Models

Scaling stimuli versus scaling people

Psychophysics and Psychophysical Scaling


23 | P a g e

Types of stimuli and responses

Judgments versus sentiments

Absolutes versus comparative responses

Responses versus similarity responses

Specified versus similarity unspecified

Methods for Converting Responses to Stimuli Scales.

Ordinal, interval and Ratio methods

Deterministic models for Scaling

Probabilistic models for scaling

Unit –2: Types of Scales/ Measures

Thurston scales

Likert scales

Symantic differential Scales

Multidimensional scales

Others types of scales e.g. Bipolar

Single items vs. multi items scales

Unit –3: Paradigms of Approaches to Scales Development:

Churchill’s paradigms

Anderson (1977) and Gerbing’s (1988) paradigms

Loewenthal’s (1996) Approach

Eclectic Approach

Unit –4: An Overview of Psychometric Properties of a Scale

Psychometric properties of a scale

Internal consistency

Reliability

Validity

Dimensionality

Stability of dimensionality (factor structure)

Scale length (No. of items)

Validation

Standardization

Unit - 5: Assessment of Scale Reliability and Validity

Concept of the reliability of a scale

Sources of error

Estimate (Cronbach’s alpha) of various scales

Internal consistency/ coefficient alpha

Test retest reliability, Split half reliability

uses of the reliability coefficient

analysis of various (ANOVA) Approach to reliability

Generalizability theory


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Scale validity – Basic concept of general consideration

Types of validity

Explication of construct

Issues concerning validity (Relation among various types, nomenclature / different names and

place of factor analysis).

Unit –6: Constructions of Conversation Measures of Tests: Classical Test Theory.

Construction of test design for content validation

Construction of test design for construct validation

Construction of test design for predictive validation

Problems of certain testing situations

Reversing the direction to keying

Unipolar vs. Bipolar attributes

Discrimination at a point

Equi-discriminating tests

Weighting of items

Taking adventure of chance

Special problems in classical test theory

Unit – 6: Psychometric Properties of Scales through Exploratory Factor Analysis (EFA).

Determining dimensionality or factor structure of a scale

Determining Stability of a scale

Determining Construct validity of a scale

Factor loadings and factor scores

Unit – 7: Psychometric Properties of Scales through Confirmatory Factor Analysis (CFA).

Confirming dimensionality or factor structure of a scale

Determining construct reliability of a scale

Determining construct validity of a scale

Determining convergent validity of a scale

Determining Discriminant validity of a scale

Unit – 8: Psychometric Properties of Scales through Item Analysis (Item Response Theory, IRT).

Determining unidimensionality of a scale

Determining difficulty index and discriminatory powers of items of a scale

One , Two, and three parameter models of IRT

Dichotomous and polytomous models

Unit –9: Steps involved in Developing, Adapting and Validating a Scale.

Steps proposed by Churchill Jr. (1971)

Steps proposed by Anderson and Gerbing (1982)

Steps proposed by Rossitor (2002)

Steps proposed by Diamentpoulos et al (2005)



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Anastasi, A. (1982). Psychological Testing. New York: Collier Macmillan.

Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social

psychological research: Conceptual, strategic, and statistical considerations. Journal of

Personality and Social Psychology, 51(6), 1173-1182.

Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, pp.

297-334

Cronbach, L. J. (1984). Essentials of Psychological Tests (4th ed.). Cambridge: Harper and Row.

Cronbach, L. J. (1984). Essentials of Psychological Tests (4th ed.). Cambridge: Harper and Row.

Cronbach, L. J., & Meehl, P. E. (1955). Construct validity in psychological tests. Psychological

Bulletin, 52, 281-302.

Cronbach, L. J., & Meehl, P. E. (1955). Construct validity in psychological tests. Psychological

Bulletin, 52, 281-302.

DeVellis, R. F. (1991). Scale Development: Theory and applications. Newbury: Sage Publications.

DeVellis, R. F. (2003). Scale Development: Theory and applications. Newbury: Sage Publications.

Field, A. (2005). Discovering Statistics Using SPSS. 2nd Ed. London: Sage Publications Ltd.

Field, A. (2010). Discovering Statistics Using SPSS. 3rd Ed. London: Sage Publications Ltd.

Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (1998). Multivariate Data Analysis with

readings. New Jersey: Prentice-Hall.

Hair, J. F. Jr.; Anderson, R. E.; Tatham, R. L. and Black, W. C. (2009). Multivariate Data Analysis.

New Jersey: Prentice-Hall.

Kline, P. (1979). Psychometrics and psychology. London, Academic Press.

Kline, P. (1993). The handbook of psychological testing. London: Routledge.

Kline, P. (1994). An easy guide to factor analysis. London: Routledge.

Kline, R. B. (2011). Principles and practice of structural equation modeling. NY: The Guilford Press.

Nunnally, J. C. (1978). Psychometric Theory. New York: McGraw Hill.

Nunnally, J. C. et al (1995). Psychometric Theory. New York: McGraw Hill.

Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics. Boston: Allyn & Bacon.

Tabachnick, B. G., & Fidell, L. S. (2012). Using multivariate statistics. Boston: Allyn & Bacon.


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Strategic Business Management

Introduction:

In this course all functional disciplines are integrated together in an attempt to look at and comprehend

the wholesome business picture. The course is designed to give the basic ideas for the how the company

as a whole is evolving over time. The senior managers should have good vision to shape up the company's

destiny not just by exploiting the emerging opportunities in the surrounding environment, but also

creating its own opportunities. When the market is intensely competitive, the managers must be able to

run the company based on their wholesome integrated view of the company. This requires a constant

monitoring of the company’s external and internal-organizational environment to aware of the dynamics

of the situation. In the environment of intense competition and rapid technological innovation, it is

imperative that managers are fully aware of the dynamics of strategic management and take appropriate &

timely actions to adapt with the changing environment and direct the company responsively and

proactively. This course focuses on strategy, its formulation & its implementation in organizations.

Learning Objectives:

After studying this course the students would be able to:

1. Be aware of the historical development and evolution of the strategy, strategic thinking and

strategic management,

2. Know the classic works of Chankya (Arthshastra), Sun Tzu (The Art of War) and Machiavelli

(The Prince) and their contribution towards the field of strategy in historical, military and state

perspectives,

3. Understand the meanings, need and importance of the concept of strategy, the process of

strategy development, and how it can lead towards a sustainable competitive advantage,

4. Understand the major forces that shape strategy in the modern competitive environment and

how a strategist can get advantage of these forces for a successful business,

5. Comprehend the dynamics of business strategy right from the building of a company’s vision,

inventing and reinventing a company’s business model to the formulation of a good and

successful strategy like blue ocean strategy etc.

6. Understand, apply and appreciate the strategy implementation process by knowing the secrets to

successful strategy execution process,

7. Apply the balanced scorecard as a strategic management system,

8. Transform corner-office strategy to into frontline action,

9. Understand how to turn a great strategy into a great performance for a successful business,


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10. Comprehend and appreciate the principles of making clear strategic decisions and the role of

such clear decisions in enhancing organizational performance.

Unit 1: Historical Development and Evolution of the Strategy

Form Strategia/Stratagem to Strategy

Role of military strategists

Classics of strategy:

o Kautilya Chanakya’s Arthshastra

o Sun Tzu’s The Art of War

o Nicola Machiavelli’s The Prince

Difference between strategy, planning and policy

Unit 2: Detailed study of Sun Tzu’s “The Art of War”

Introduction, biography and contributions

Main ideas of 13 chapters

Implications for modern business strategy

Critical appreciation of major philosophies, ideas and strategies proposed

Unit 3: What is strategy?

Concept and definitions in business setting

Operational Effectiveness Is Not Strategy

Strategy Rests on Unique Activities

History of Japanese Companies and Strategy

Strategic positioning and sources of strategic positions

Finding New Positions: The Entrepreneurial Edge

A Sustainable Strategic Position Requires Trade-offs

Fit Drives Both Competitive Advantage and Sustainability

Mapping Activity Systems

Rediscovering Strategy --- Reconnecting with Strategy

o The Failure to Choose

o The Growth Trap

o Profitable Growth.

o The Role of Leadership

Implications for modern business strategy


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Unit 4: The Five Competitive Forces That Shape Strategy

Differences in Industry Profitability

Industry Analysis in Practice

Forces That Shape Competition

1. Threat of Entry--New Entrants

Barriers to entry:

I. Supply-side economies of scale.

II. Demand-side benefits of scale

III. Customer switching costs

IV. Capital requirements

V. Incumbency advantages

VI. Unequal access to distribution channels.

VII. Restrictive government policy

Expected retaliation of incumbents

2. The power of suppliers

3. The power of buyers

4. The threat of substitutes

5. Rivalry among existing competitors

Factors, Not Forces, that Influence Strategy

o Industry growth rate

o Technology and innovation

o Government

o Complementary products and services.

Changes in Industry Structure

o Shifting threat of new entry

o Changing supplier or buyer power

o Shifting threat of substitution

o New bases of rivalry

Implications for Strategy

o Positioning the company

o Exploiting industry change

o Shaping industry structure

Redividing profitability

Expanding the profit pool


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Defining the industry

o Defining the Relevant Industry

o Typical Steps in Industry Analysis

o Common Pitfalls

Competition and Value

Unit 4: Building and analyzing Your Company’s Vision:

What is the core purpose of the firm;

What are the core values of the firm;

What are the Big, Hairy, and Audacious Goals i.e. BHAG(s) of the firm

Find out the vivid description of the strategic goals of the firm if any;

Analyze whether the company has a clear vision (and if yes has that vision been properly

articulated and communicated) or a confused one in this regard;

Finally try to classify your firm as visionary, semi-visionary or an empty muddle on the basis of

your analysis of the vision of your company;

What can you suggest your company, as a consultant, in this regard?

Unit 5: Studying and Analyzing Your Company’s Business Model:

Identify the current business model(s) of your firm;

Analyze whether the current business models are doing well in terms of the components of the

business model as proposed by Johnson, Christensen, and Kagermann (2008) with proper

justification;

If not, is their any need to revisit and reinvent the business model(s)?

If a new business model is under consideration, analyze it in terms of the four components of the

business model as proposed by Johnson, Christensen, and Kagermann (2008).


Unit 6: Studying and Analyzing the Elements of Blue Ocean Innovations in Your Company:

Analyze your firm in the perspective of Blue Ocean Strategy proposed by Kim and Mauborgne

(2008) and see whether your company has:

Ever tried or is trying to create a blue ocean for its products or services;

Done some innovations in products or services to create a blue ocean for itself;


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Prepare the ERRC Grid (Eliminate, Reduce, Raise and Create Grid) of the products or services of

your company showing clearly how your firm has reduced its costs while also offering its

customers more value.;

Draw the strategy canvas of your firm’s products or services with reference to the key industry

variables vis-à-vis the key competitors of your firm as proposed by Kim and Mauborgne (2008)

showing ERRC Grid as well;


Unit 7: Studying and Analyzing the Strategy Execution in the Firm:

Review the strategy execution process in your firm;

Analyze whether the elements of strong execution as proposed by Neilson, Martin, and Powers

(2008), are present there or not?

Analyze how your firm makes the decision rights clear, information flow steady, motivators

applied well and structural reorganization if necessary as proposed by Neilson, Martin, and

Powers (2008)?

Study the balanced scorecard of the firm and highlight if the firm uses the Balanced Scorecard

technique to execute its strategy (strategies), to measure the success of its strategy (strategies) and

to revise its strategy (strategies) accordingly as proposed by Kaplan and Norton (2008).

Is there any strategic principle of the firm to communicate and execute its strategy better? If yes

what is that and how is it propagated?

What can you suggest your company, as a consultant, in this regard if it falls short in some

aspects of strategy execution?

Unit 8: Final Analysis, Conclusion about the strategic analysis:

Keeping in view your detailed analysis of the strategy of your company now draw and present

your overall conclusion(s) about different aspects of strategy formulation, execution and revision

if required. What are the strengths, weaknesses, opportunities and threats to your firm in this

regard? Specifically mentions the areas where your firm is falling behind the standards. Give your

detailed suggestions to your firm how it can improve the process of strategy formulation,

execution and revision to gain and sustain the competitive advantage. Support your opinions with

valid arguments from the literature and facts and figures you studied during course of this case

study.


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Texts and Reference Book:

Abrams , R. and Doerr, J. (2010). Successful Business Plan: Secrets & Strategies. NY: Planning

Shop Publisher.

Baye, M. (2009). Managerial Economics & Business Strategy. NY: McGraw-Hill/Irwin.

Chankya, Kautilya (350–283 BC). Arthashastra. Translated in English By R. Shamasastry.

Bangalore: Government Press, 1915.

David, Fred R. (2011). Strategic Management: Concepts and cases. (13th Edition). Ny: Prentice

Hall, Inc.

Harvard Business Review (2011). HBR's 10 Must Reads on Strategy. Boston: Harvard Business

Review (Feb 7, 2011)

Kim, W.C. and Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market

Space and Make Competition Irrelevant. Boston: Harvard Business Review Press.

Mintzberg, H. (2008). Strategy Safari: The Complete Guide through the Wilds of Strategic

Management. NY: FT Press; 2nd revised edition.

Porter, M.E. (1982). Cases in Competitive Strategy. NY: Free Press.

Porter, M.E. (1985). Competitive Advantage: Creating and sustaining superior performance.

NY: Free Press.

Porter, M.E. (1990). The competitive advantage of nations. NY: Free Press.

Porter, M.E. (1998). Competitive Advantage: Techniques for analyzing industries and

competitors. NY: Free Press.

Tsun Tzu (450-500 BC). The Art of War. Originally Translated in English by Lionel Giles, 1910.

Then translated and annotated by Lionel Giles (2005). Special Edition. El Paso Norte Press


32 | P a g e

Finance

Advance Financial Management and Policy

Course Objectives

The major objective of this paper is to develop an understanding and appreciation of

Financetheories as they apply to corporate financial decisions and to understand the implications

forproblem solving. The focus is on how financial management can create value for the firm.

Course Contents

REVIEW OF FINANCE FUNDAMENTALS

Goals and Functions of Finance, Concepts in Valuation, Market Risk and Returns,

Multivariable and Factor Valuation, Option Valuation.

INVESTMENT IN ASSETS AND REQUIRED RETURNS

Principles of Capital Investment, Risk and Real Options in Capital Budgeting, Creating

Value through Required Returns.

FINANICING AND DIVIDEND POLICIES

Theory of Capital Structure, Making Capital Structure Decisions, Dividend and Share

Repurchase: Theory and Practice.

TOOLS OF FINANCIAL ANALYSIS AND CONTROL

Financial Ratios and Industries, Financial Planning.

LIQUIDITY AND WORKING CAPITAL MANAGEMENT

Liquidity, Cash and Marketable Securities. Management of Accounts Receivable and

Inventories. Liability Management and Short/Medium-Term Financing.

MARKET FINANICING AND RISK MANAGEMENT

Foundations for Longer-term Financing. Lease Financing, Issuing Securities. Fixed-

Income Financing and Pension Liability. Hybrid Financing through Equity-Linked

Securities. Managing Financial Risk.

EXPANSION AND CONTRACTION

Mergers and the Market for Corporate Control. Corporate and Distress Restructuring,

International Financial Management. Present-Value Table and Normal Probability

Distribution Table.

Recommended Text

Michael Ehrhardt and Eugene Brigham, Corporate Finance: A Focused Approach, 2nd edition,

Thomson/Southwestern.

Jame C. Van Horne, Financial Management and Policy 13th edition


33 | P a g e

Advance Financial Instruments & Markets

Course Objectives

The objective of this course is to prepare the first year graduate students for the study of

econometrics, by providing a rigorous introduction to mathematical statistics, and the classical

multivariate linear regression model. Each week a number of exercises from the text books will

be assigned as homework

Course Contents

1. Overview of Market Participants and Financial Innovation

Depository Institutions, Non depository Institution, Investment Banking Firms

2. Organization and Structure of Markets

The primary and Secondary Market

3. Risk and Return Theories

4. Derivative Markets

Introduction to Financial Futures Markets, Introduction to Options Markets, Introduction to

Swap, Caps and Floor Markets.

5. The Equity Market

Common Stock Market, Stock Option Market, Stock Index Derivative Market

6. Interest Rate Determination and Bond Valuation

The Theory and Structure of Interest, Valuation of Debt Contract and Their Price Volatility

Characteristics, The Term Structure of Interest

7. Debt Market

Money Market, Treasury and Agency Secuties Market, Corporate Senior Instruments Markets,

Municipal Securities Markets, The Mortgage Market, The Market for Mortgage Backed

Securities, The Market for Assets Backed Securities, Exchange Traded Interest Rate Futures and

Options, OTC Interest Rate and Credit Derivative Market

8. Foreign Market

The Market for Foreign Exchange and Risk Control Instruments

Recommended Text

Fabozzi and Modigliani, Capital Markets, Institutions and Instruments, 3rd Edition.

Research Articles from reputed journals


34 | P a g e

Portfolio Theories and Investment Analysis

Course Objectives

This course covers contemporaneous issues in investments and builds on knowledge acquiredin

earlier finance courses. This is a graduate course geared towards students who will

conductresearch in the form of dissertation or thesis. The course is designed to give students

exposureto a wide variety of research in the area of empirical asset pricing. The course is based

onseminars in which the students present assigned papers.

Proposed Course Topics

CAPM and factor models

Conditional factor models

More on Asset pricing (MPT, APT etc.)

Short-selling

Individual investors

Fundamental and Technical Analysis

Market microstructure

Empirical regularities

Behavioral Finance

Dynamics of expected returns

Firm performance and equity returns

Recommended Text

Resent published research in reputed journals

Advance Risk Management

Course Objective

This course is designed to extend your practical knowledge and understanding over the breadth

and depth of financial risk management as practiced by institutions in today's volatile and

complex markets. Picking up where many other courses leave off, it explores the connected

nature of risk across market, credit, operational, liquidity, reputational and other risks. In

particular, it looks at the techniques and methodologies employed in risk estimation and their


35 | P a g e

strengths and weaknesses including their relationship to regulation and capital. Moreover it

looks at how risk is really managed (or not!) currently.

The course itself is a perfect balance of theory and practice with great emphasis on practicality

and hands-on issues. It carefully examines techniques such as value-at-risk, credit modeling,

stress testing and scenarios. It also looks at how Basel II and III impact risk and risk

management, as well as risk management techniques in fund management.

Course Contents

Introduction

What is risk management?

Why do we need it?

Risk management vs. risk measurement

Risk management, regulation and capital

What is advanced risk management?

Market Risk - Methodology

The origins of market risk

Sensitivities and The Greeks

Why have limits?

Value-at-Risk – is it any use?

What else can we do to control risk?

Market Risk – Stress and Scenarios

Why do we need stress and scenario testing in addition to VaR?

How should we do stress and scenario testing?

Why do the regulators want to see it done?

The Division between Market and Credit Risk

The trading vs. banking business model

The regulatory divide

Impact of liquidity and funding

Market type risk in traditional banking activities

How it all went wrong in 2008 – the credit crunch

Funding and Liquidity Risk Management

Asset liability mis-matches in the balance sheet

Gap analysis

Funding alternatives – e.g. securitisation, SIVs and conduits

Funding, asset/liability liquidity and derivative pricing/hedging – how are they all

linked?

Market Risk Management for Funds

Why do Fund Managers need different tools?

Alpha, Beta, Sharpe Ratio, Information Ratio – what is it for?

The impact of leverage

Thinking like a Fund Manager's Risk Manager

Portfolio Credit Risk

Pricing and risk management of loan portfolios


36 | P a g e

Estimating probabilities of default, exposure at default and loss given default

Actuarial approaches, transition matrices

Market-based approaches, bond spread and Merton (KMV) model

Building a credit risk model

Using the models to set limits and monitor risk

Managing Credit Risk

Traditional techniques

Securitisation and risk transfer

Regulatory capital, Basel II and AIRB

Measuring performance and ROC

Credit Derivatives

How can credit derivatives be useful in managing credit risk?

Credit default swaps, single and multiple name

Tranche CDS

Issues with CDS, basis, documentation

Correlation issues

N to default type structures

The Role of Capital and the Relationship to Other Risks

What is capital for?

Risk and capital performance measures such as RAROC, economic and regulatory

capital

Allocating and managing capital

Raising capital and novel capital instruments

Basel II and Further Developments

The evolution of Basel – how did we get here?

The framework of market, credit and operational risk capital requirements – the three

pillars

Operational risk methods – how do we build a model for AMA?

Overall requirements and best practice

What Risks Have Been Missed?

The role of pillars two and three in support of capital requirements

Liquidity risk – the new focus since the credit crunch

Intra-day and short-term risks

Reputational and strategic risk

Whole enterprise risk

Recommended Text:

Hull, John C., 2005, Options, Futures, and Other Derivatives, 6 th edition, Prentice Hall.

Stulz, René M., 2003, Risk Management and Derivatives, South-Western.

Fabozzi , Frank, J., Henry A. Davis and MooradChoudhry, 2006, Introduction to

Structured Finance, Wiley.

Bodie, Zvi, Alex Kane and Alan Marcus, 2008, Essentials of Investments, 7th edition,

McGraw-Hill Irwin.


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Brealey, Richard and Stewart Myers, 2008, Principles of Corporate Finance, 9th

edition,McGraw-Hill Irwin.

Ross, Stephen, Jeffrey Jaffe, and Randolph Westerfield, 2008, Corporate Finance, 8 th

edition, McGraw-ill Irwin

Seminar in Finance

This course has the objective of introducing research students to theoretical research in business

finance. The emphasis will be on incomplete information models, though a few models driven by

other considerations will also be studied. The first part of the course (around two thirds) will

examine the fundamentals of corporate finance theory (e.g., the theory of the firm's choice of its

capital structure and dividend policy under alternative assumptions), as well as various tool areas

in corporate finance (e.g, the notion of moral hazard and agency problems, adverse selection and

signaling, various aspects of non-cooperative games with and without incomplete information,

and the equilibrium concepts in such games). The second part of the course will focus on two or

three important related topics which are the focus of recent research in corporate finance (this

part of the course changes every year; it is suggested that students look at syllabi from earlier

years for references on other current topics of research in finance.

Recommended Text

Resent published research in reputed journals

International Finance

Outline and Schedule

1. International portfolio diversification in theory and practice

• French, K. and J. Poterba (1991): “Investor diversification and international equity markets”,

American Economic Association Papers and Proceedings 81, 222- 226

• Van Wincoop, E. (1999):”How big are the potential welfare gains from international risk

sharing?”, Journal of International Economics 47, 109-135.

• Ahearne, A., W. Griever and F. Warnock (2004): Information costs and home bias: an analysis

of U.S. holdings of foreign equity”, Journal of International Economics 62,313-336

• Imbs, J. (2004):”The real effects of financial integration”, CEPR Discussion Paper 4335.

• Pesenti, P. and E. van Wincoop (2002):”Can nontradables generate substantial home bias?”,

Journal of Money, Credit and Banking 34(1), p. 25-50

• Prasad, E., K. Rogoff, S. Wei and M. Kose (2004):”Financial Globalization, Growth and

Volatility in Developing Countries”, NBER Working Paper 10942.

2. Equity and Bond Home Bias, and International CAPM


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• Lewis K., "International Home Bias in International Finance and Business Cycles", Journal of

Economic Literature 37, June 1999, 571-608.

• Dumas, B and B. Solnik, "The world price of foreign exchange risk", Journal of Finance, 1995,.

Vol 50 (2) p 445-79.

• Pavlova A and R. Rigobon, “Asset Prices and Exchange Rates”, mimeo Sloan School, 2005

• Lewis K., "Puzzles in International Financial Markets" in Handbook of International

Economics, Gene Grossman and Ken Rogoff, ed, North Holland, 1995 also NBER WP 4951;

• Obstfeld M. and K. Rogoff, "The Six Major Puzzles in International Macroeconomics: Is There

a Common Cause?", NBER Macro Annual 2000, also NBER working paper 7777.

3. Risk Sharing and International Financial Markets

• Brandt M., Cochrane J. and P. Santa Clara, 2004. "International Risk Sharing is better than you

think (or exchange rates are much too smooth) ", NBER WP 8404.

• Van Wincoop, E, "How Big are Potential Gains from International Risk Sharing?", Journal of

International Economics 47, 1999, 109-135.

• Cole H. and M. Obstfeld, " Commodity Trade and International Risk Sharing: How much do

Financial Markets Matter?", Journal of Monetary Economics 28 (August): 3-24, 1991.

• Lucas R., "Interest Rates and Currency Prices in a Two-Country World", Journal of Monetary

Economics, 10, 335-59, 1982. • Martin P. and H. Rey: "Financial Super-Markets: Size matters for

asset trade".

4. Empirical Models of Nominal Exchange Rates

• Mark, N. 1995. Exchange Rates and Fundamentals: Evidence on long-horizon predictability.

American Economic Review 85: 201-218.

• Gourinchas P-O and H. Rey, “International Financial Adjustment”, mimeo Princeton University

2004.

• Bacchetta P. and E. van Wincoop, “Can Information Heterogeneity Explain the Exchange Rate

Determination Puzzle?”, NBER WP9498, Feb 2003 3

• Meese R. and K. Rogoff, “Empirical Exchange Rate Models of the Seventies”, Journal of

International Economics 14 3-24, 1983

5. Capital Flows and Microstructure Models

• Evans M. and R. Lyons, 2001. Order Flow and Exchange Rate Dynamics, NBER WP7317, and

Journal of Political Economy

• Froot K. and T. Ramadorai, 2001. “Currency Return, Institutional Investor Flows and

Exchange-Rate Fundamentals”

• Lane P. and G. M. Milesi-Ferretti, "The External Wealth of Nations: Measure of Foreign Assets

and Liabilities for Industrial and Developing Countries,"

• Portes, R. and H. Rey (2005):”The determinants of cross-border equity flows”, Journal of

International Economics 65, 269-96.

• Brennan M. and H. Cao, 1997, “International portfolio investment flows”, Journal of Finance

52, 1851-1880.

• Kraay, A., N. Loayza, L Servén and J. Venture (2005): “Country Portfolios”, Journal of the

European Economic Association 3, 914-945.

• Calderón, C., N. Loayza and L. Servén (2003):”Do Capital Flows Respond to Risk and Return?,

”World Bank Policy Research Working Paper 3059 (2003).


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• Albuquerque, R., N. Loayza and L. Servén (2005): “World Market Integration Through the

Lens of Foreign Direct Investors”, Journal of International Economics

66, 267-295.

• Forbes, K. (2005):”The microeconomic evidence on capital controls: no free lunch”, NBER

Working Paper 11372.

6. Long Run Real Exchange Rates, Terms of Trade and Expenditure Switching.

• Engel C. and J. Rogers, "How Wide is the Border?" American Economic Review 1996 Dec,

pp1112-1125;

• Imbs J, H. Mumtaz, M. Ravn and H. Rey, “PPP Strikes Back: Aggregation and the Real

Exchange Rate”, QJE 2005

• Rogoff K. "The Purchasing Power Parity Puzzle", Journal of Economic Literature Vol. 34, No.

2. (Jun., 1996), pp. 647-668;

• Engel C. "Accounting for US Real Exchange Rate Changes," Journal of Political Economy

107(3), June 1999, pages 507-38;

7. Sovereign Debt

• Kletzer K. and B. Wright, “Sovereign Debt as Intertemporal Barter”, American Economic

Review, 90, June 2000.

• Kraay, A., Loayza, N., Serven, L. and J. Ventura "Country Portfolios", 2004

• Cole H. and T. Kehoe "Self Fulfilling Debt Crises", Review of Economic Studies 67(1), January

2000, pages 91-116, also Federal Reserve Bank of Minneapolis Staff Report 211, July 1998

• Bulow J. and K. Rogoff, "A constant recontracting model of sovereign debt" Journal of Political

Economy Vol. 97, No. 1. (Feb., 1989), pp. 155-178.

8. Financial and Currency Crises in Open Economies

• Flood, R., and P. Garber. “Collapsing Exchange Rate Regimes: Some Linear Examples.” JIE

• Kaminsky, G. and C. Reinhart, “The Twin Crises: the causes of banking and balance of

payments problems.” AER 89, 1999, 473-500 4

• Mc Kinnon, R., and H. Pill. 1996. “Credible Liberalizations and International Capital Flows:

The Overborrowing Syndrome,” in T. Ito and A. Krueger (eds.), Financial Deregulation and

Integration in East Asia, Chicago: Chicago University Press.

• Chari, V.V. and P. Kehoe, “Hot Money,” JPE 111 (2003), 1262-92

• Alesina, A., and G. Tabellini. "External Debt, Capital Flight, and Political Risk." JIE 27

9. Financial Integration and Globalization

• Blanchard O. and F. Giavazzi: "Current Account Deficits in the Euro Area. The End of the

Feldstein Horioka Puzzle?", Brookings Papers on Economic Activity, Fall 2002.

• Gourinchas P-O. and O. Jeanne “On the Benefits of Capital Account Liberalization for

Emerging Economies”.

• Acemoglu D. and J. Ventura, “The World Income Distribution”, Quarterly Journal of

Economics, May 2002.

• Edison, H., M. Klein, L. Ricci and T. Sloek, “Capital Account Liberalization and Economic

Performance: Survey and Synthesis”, NBER Working paper 9100, August 2002.

• Bekaert G., C. Harvey and C. Lundblat, “Does Financial Liberalization Spur Growth”, Duke

University, May 2002.

9. Exchange rate regimes and monetary policy choices


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• Calvo, G. and C. Reinhard (2002):”Fear of floating”, Quarterly Journal of Economics 117(2),

379-407.

• Hausmann, Ricardo, Michael Gavin, Carmen Pages, and Ernesto Stein. (1999). Financial

Turmoil and the Choice of Exchange Rate Regime. Inter-American Development Bank, Research

Department Working Paper No. 400.

• Williamson, John. (2000). Exchange Rate Regimes for Emerging Markets: Reviving the

Intermediate Option. Institute for International Economics, Washington D.C.

• Calvo, G. and R. Mishkin (2003): The mirage of exchange rate regimes for emerging market

countries”, Journal of Economic Perspectives 17, 99-118.

The above list is not exhaustive. Course instructor can include any other topic as per current need.

Financial Modeling and Forecasting

Course Objectives

This comprehensive course gives you every sales and financial forecasting formula and modeling

techniques you need to analyze your operation both as a whole and by segment. You'll be

provided with proven techniques that help you identify and fix problem areas, analysis

techniques that help you evaluate proposals for profit potential, proven methods that improve the

accuracy of your short- and long-term forecasting, analysis tools that help you better manage

working capital, cash, and accounts receivable, plus much more. You also receive dozens of

worked-out models and modeling techniques that simplify your most difficult business decisions,

and are easy to adapt to any computer spreadsheet program. This course supplies company

accountants, treasurers, CFOs with all the forecasting techniques needed to financially analyze a

business as a whole or a segment. It includes analysis techniques, methods for improving

forecasting accuracy, analysis tools for managing capital, and more.

Course Contents

Break-Even and Contribution Margin Analysis

Understanding and Applying the Time Value of Money

How to Assess Capital Expenditure Proposals

Analyzing Financial Statement for Financial Fitness

Analyzing Quality of Earnings

Analysis of Variance Analysis for Cost Control

Analysis of Segmental Performance and Profit Variance

Evaluating Divisional Performance

Analyzing Working Capital

Corporate Investments

Obtaining Funds: Short-Term and Long-Term Financing

Analyzing Mergers and Acquisitions

Forecasting and Financial Planning

Forecasting Methodology


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Forecasting with Regression and Markov Methods

Financial Forecasting and Budgeting Tools

Forecasting Cash Flows

How to Use Corporate Planning Models

Financial Modeling for “What If” Analysis

Using Optimization Techniques to Build Optimal Budgets

Using Spreadsheet and Financial Modeling Packages

Using Management Games for Executive Training

Recommended Text

Handbook of Financial Analysis, Forecasting, and Modeling by Jae K. Shim, Joel G. Siegel

Recently published articles

Strategic Financial Management

The given below list of topics is not exhaustive. Instructor of the course is encouraged to add

topics as per current need. Research articles should be the integral part of this course.

1. The strategic role of finance

How do companies succeed in finance?

What are the conditions for the finance function to be effective?

Liquidity, profitability and risk

Value creation concepts

Working closely with the finance function 2. The value creation formula

ROCE

Cost of Capital

Capital structure

Economic Value Added ® 3. Tools & techniques for financial management

Reading financial statements

Looking at beyond the numbers: the most common pitfalls

Identifying value drivers and key performance ratios

Identifying the strengths and weaknesses and making action plans

Managing working capital

Managing liquidity

Financial Leverage

EBITDA

Free cash flows

Performing NPV calculations and investment analysis

Basics of management accounting 4. How to measure value creation?

Accounting refresher

Net Present Value

Discount rate

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Discounted Cash Flow analysis

Cash flow forecasting

Pro-forma statements 5. Creating shareholder value: presentation of case (simulation)

Company valuation

Cash Flow forecasting 6. The cost of capital

Sources of funding

Optimising the capital structure of the firm 7. Mergers & Acquisition (case application)

Identify opportunity for increasing financial performance and creating value

Use the different tools to measure value creation

Present financial objectives to management 8. The impact of cultural differences on financial management practices

Communicating financial objectives

Recommended Text

Recent research papers of reputed journals

MARKETING

SEMINAR IN MARKETING

The seminar is geared towards students who have shown high commitment in their course of

study and who intend to write their master thesis in the marketing area. Participation in the

seminar will enable students to independently explore a research topic by compiling and

discussing both theoretical foundations and empirical studies in a written paper. We will

introduce students to basic literature research techniques. Students will learn how to organize and

structure their research over a given period of time. Furthermore, students will learn presentation

techniques and present their findings to the class.

Recommended Text

Recent published articles in reputed journals

SERVICES MARKETING

Foundation of services marketing – Introduction - The services concept- Service Industry

–Nature of Services, Characteristics of Services, Classification of Services – Importance

of Services Marketing - The Growth in Services

Distinctive Characteristics of Services - Four I’s of services - Intangibility, Inconsistency,

Inseparability and Inventory

Services Market Segmentation – Positioning and Differentiation of Services

Issues in Marketing of services – Extended Services Marketing Mix: Going Beyond the 4

Ps. (7 Ps of Services Marketing)


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Service Delivery Process – Service Blueprints – Service Mapping – Managing

Employees for service orientation

Distribution Strategies for Services – Challenges in Distribution of Services

Personal Selling – Advertising and Sales Promotion in Service Industry

Customer Satisfaction & Service Quality in Service Marketing – Service Encounter -Role

of HR & Internal Marketing - Monitoring and Measuring customer satisfaction –

SERVQUAL & GAP model – Handling complaints effectively - Service Failure –

Recovery

E-services – online Consumer Behavior – Self service technologies

Marketing of Social Services of Non Profit Organizations,

Recommended Text

Services Marketing by Valarie Zeithaml, Valarie A. Zeithaml, Mary Jo Bitner,DwayneGremler

ISBN 0073380938 / 9780073380933.

Recently Published research work

PRODUCT& BRAND MANAGEMENT

Introduction to Product & Brand Management, Emergence as a separate area of study, Product,

Product Levels, Product Hierarchy, Classification of Product.

Product Mix - A strategic choice. Product Mix decisions, Product Line decision - strategic

decision involving adding or pruning product lines.

Concept of STP & strategies, Product Positioning, Developing Positioning Strategy, Elements of

Positioning, Positioning Methods, Communicating the Positioning Strategy.

Product Research - Importance, tools and analysis, Product Development & Testing, Product

Launch Decisions.

Branding, Need for Branding, Brand & related concepts: Brand Equity, Brand Life Cycle, Brand

Positioning & Repositioning, Branding decisions, Family vs. individual Branding, Multiple

branding, brand extension, Branding in specific sectors like Industrial, retail, service,e-branding.

Recommended Text

New Product and Brand Management: Marketing Engineering Applications [Paperback]

Gary L. Lilien (Author), ArvindRangaswamy (Author)

Product and Brand Management, U C Mathur, ISBN: 8174465499

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CONSUMER BEHAVIOUR

Introduction to Consumer Behavior (CB):

Nature and Importance of CB, application of CB in Marketing,

Consumer Research process.

Individual Determinants of CB:

Perception: process, Consumer Imagery, perceived risk,

Learning: principles, theories

Personality: nature, theories, self concept, psychographic and life style

Attitude: Structural model of attitude, attitude formation & change

Motivation: needs/motives & goals, dynamic nature of motivation, Arousal of motives, theories

Group Determinants of CB:

· Reference group influence: types of consumer relevant groups, factors affecting group

influence, application of reference group concept.

· Family: functions of family, family decision making, family life cycle(FLC)

· Opinion Leadership and Personal influence

· Diffusion of Innovation: Adoption process. Diffusion process

Environmental Influences on CB:

· Social class, Life style Profile of Social class, application to CB

· Culture: characteristics, cross cultural understanding

Consumer Decision making Process:

· Problem recognition

· Information Search Process and Evaluation

· Purchasing process

· Post purchase behavior

Models of CB- Nicosia, Howard &Sheth, Engel-Kollat Blackwell

Recommended Text

Recently published research work

INTERNATIONAL AND EXPORT MARKETING

Learning outcomes

Knowledge and understanding

Demonstrate knowledge and understanding within international marketing and export

marketing,

Including both a broad command of the field and deeper knowledge of certain parts of the

field,


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Together with insight into current research and development work; and

Demonstrate deeper methodological knowledge in the field of international marketing

and brand management.

Demonstrate an ability to identify relevant research topics within the broad area of

international

Marketing and brand management and to independently design and carry out a study that

investigates the issue in a relevant way.

Skills and abilities

Demonstrate an ability to integrate knowledge and to analyse, assess and deal with

complex phenomena, issues and situations, even when limited information is available;

Demonstrate an ability to independently identify and formulate issues and to plan and,

using appropriate methods, carry out advanced tasks within specified time limits;

Demonstrate an ability to clearly present and discuss their conclusions and the knowledge

and arguments behind them, in dialogue with different groups, orally and in writing; and

Demonstrate the skill required to participate in research and development work or to

work in other advanced contexts.

Demonstrate an ability to work individually as well as in groups with students from

different cultures in order to solve practical problems as well as to manage a more

extensive project.

Demonstrate an understanding of how cultural differences influence international

marketing and

Export marketing with respect to the implementation of marketing strategies and the

management of the firm.

Demonstrate an understanding of the future challenges and main issues related to

international

Export marketing that is especially central for practitioners as well as in research.

Demonstrate an ability to make assessments within international marketing and export

marketing taking into account relevant scientific, social and ethical aspects, and

demonstrate an awareness of ethical aspects of research and development work;

Demonstrate insight into the potential and limitations of science, its role in society and

people’s responsibility for how it is used; and

Demonstrate and ability to identify their need of further knowledge and to take

responsibility for developing their knowledge.

Demonstrate an understanding of the different perspectives that the theories and

constructs that are introduced during the various courses represent and how they can be

combined when addressing practical and theoretical problems within the area of

international marketing and brand management.

Recommended Text

Recently Published research work in reputed journals


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INTEGRATED MARKETING COMMUNICATION

Learning Objectives and Outcomes.

The course aims to:

Provide students with a contemporary view of the role and importance of integrated

marketingcommunications in the planning and coordinating of the various

communication functions.

Educate students in generic skills for oral communication, career and vocational skills,

problem solving & decision-making, conceptual & analytical skills, through the

application and integration of marketing practice and theory.

Provide students with an opportunity to examine the social and ethical considerations in

marketing communications.

Provide students with advanced theoretical and applied understanding of advertising and

promotional theories and concepts involved in marketing communication.

Thus, this course contributes to the development of the generic skills in the areasof effective

communication, problem-solving, critical evaluation, creativity and innovation.

Furthermore,ethical workplace and professional behavior will be promoted throughout the

course.

Recommended Academic Journals:

Journal of Advertising Research

International Journal of Advertising

Journal of Advertising

Journal of Marketing Communications

Advances in Consumer Research

Journal of Consumer Research

Journal of Marketing

Journal of the Academy of Marketing Science

Journal of Retailing

Psychology & Marketing

Recommended Trade Literature/Newspapers:

Harvard Business Review

The Bulletin

Advertising Age

Marketing

B&T


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INDUSTRIALAND AGRICULTURAL MARKETING

Nature of Industrial Marketing: Industrial Marketing Vs. Consumer Marketing Relational

approach to Industrial Marketing- The Nature of Industrial Demand & Industrial

Customer

Types of Industrial Products: Major Equipment; Accessory Equipment; Raw and

Processed Materials; Component Parts and Sub- Assemblies; Operating Supplies;

Standardized and Non-standardized parts, Industrial services

Factors influencing Organizational Buying: Buying Roles; Organizational Buying

Decision Process; Environmental & organizational Influences

Organizational Influences on Buying Behaviour: Buying Roles; The Buy Grid Model;

The Organizational Buying Decision Process

Industrial Product Decisions: Industrial Product Life Cycle –Industrial Product Mix

determinants viz. technology – competition – operating capacity – shift in location of

customers – government controls – changes in level of business activity

Channel Structure for Industrial Products – Geographical, size, operating characteristics –

manufacturers’ and sales agents – Brokers - Channel Logistics

Pricing for Industrial Products – Pricing Objectives - Price Decision Analysis –

Breakeven analysis – net pricing – discount pricing – trade discounts – eographic pricing

– factory pricing – freight allowance pricing – Terms of Sale – Outright purchase – Hire-

purchase – Leasing

Purchasing systems – Auctions-Documentation – bids – order placement – follow up –

receipt and inspection

Promotion for Industrial products – Supporting salesman – Motivating distributors –

Stimulating primary demand – Sales appeal – Publicity & sponsorships – Trade shows –

exhibits – Catalogs – Samples – promotional

AGRICULTURE MARKETING

Agriculture Marketing –Definition, Scope, Concept and Objectives, Differences in

Agricultural and Consumer Marketing, Constraints in Agricultural marketing

Agribusiness –Emerging Branches- Non Conventional forms of Agribusiness Export

potential for farm products -Supporting Services

Cooperative Marketing –Concept, History, Functions – Reasons for slow progress of

cooperative sector

Advantages & Limitations of Organized retailing in Agri Inputs and Outputs

Recruitment of Human Resources in Agri marketing and new trends in Agri Marketing

SCM In Agri Business i.e. Cold Chains, Organized procurement & warehousing

Recommended Text

Recently Published research work in reputed journals


48 | P a g e

Strategic Marketing

COURSE DESCRIPTION

This course provides students with solid experience in creating market-driven and market-

driving strategies for the future success of a business. A focus is on discovering and developing a

set of unique competencies for a firm that, through strategic differentiation, leads to sustainable

competitive advantage in the marketplace. Students are provided ample opportunity to develop

and practice creative problem-solving and decision-making skills to simulate the requirements of

today’s complex market environment. Industry analyses will be performed that include the

following: internal/external analysis, customer analysis, competitor analysis, market/submarket

analysis, and comparative strategy assessment.

PURPOSE OF THE STRATEGIC MARKETING COURSE

This course takes a marketing leadership/Chief Marketing Office (CMO) perspective in order to

enhance students’ ability to use strategic marketing to maximize firm performance.

roduced. Key

analytics that lead to the capability to select and execute successful market-driven and market-

driving strategies are applied to multiple industries and firms.

Students will learn how to decide which factors in the competitive landscape are most likely to

affect a business, how students can gauge the level of impact of the factors, and what impact the

factors are likely to have on a business’ future.

nd

execution is exemplified throughout the course. Simple knowledge of the trends that may impact

a business is of limited use unless you can “break out of the box” as a marketing leader/CMO

and engage in truly creative market analysis and decision making for the future.

Students will have opportunities to practice developing marketing strategies and assess key

implementation issues/challenges associated with them.

Recommended Text

Instructor will take of help of journals and periodicals to meet the objectives of the course.


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