Session Plan IIIrd Semester

MBA (International Business)
Programme Code: MIB
Duration – 2 Years Full Time
Session Plans – Semester I and Semester III

July 2008
AMITY UNIVERISTY UTTAR PRADESH

GAUTAM BUDDHA NAGAR
Amity University
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Amity International Business School 2 of 69

Session Plans: MBA (International Business)
Academic Session July 2008
Amity University
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Table of Contents
SEMESTER III.......................................................................................................................................................................4
International Strategic Management..............................................................................................................6
Risk And Insurance In International Trade..................................................................................................10
Management Of Forex Transactions............................................................................................................12
WTO & International Regulatory Environment..........................................................................................19
Organisation Behaviour: A Global Perspective...........................................................................................30
Operations And Supply Chain Management ..............................................................................................35
Business Communication - III.....................................................................................................................37
Behavioural Science – III (Leading Through Teams).................................................................................38
French - III...................................................................................................................................................44
German - III.................................................................................................................................................45
Spanish – III.................................................................................................................................................46
Japanese - III................................................................................................................................................47
Chinese – III.................................................................................................................................................49
Summer Internship.......................................................................................................................................51
Elective Papers for Dual Specialization in IB & Marketing........................................................................52
Product and Brand Management..............................................................................................................52
Marketing of Services..............................................................................................................................56
Elective Papers for Dual Specialization in IB & Finance............................................................................58
Mergers, Acquisitions and Re-Structuring.............................................................................................58
Corporate Tax Planning...........................................................................................................................60
Elective Papers for Dual Specialization in IB & HR...................................................................................62
Industrial Relations and Labour Laws....................................................................................................62
Management of Change and Compensation Management......................................................................64
Elective Papers for Dual Specialization in IB & IT.....................................................................................66
Data Warehousing and Data Mining........................................................................................................66
Business Data Communications & Networking .....................................................................................68
..................................................................................................................................................................69

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SEMESTER III
Course Code Course Title Lectures Tutorials Practical Credit Unit

(L) Hours (T) Hours (P) Hours
per week per week per week
MIBIB 20301 International Strategic 3 - - 3
Management
MIBIR 20301 Risk & Insurance in 3 - - 3
International Trade
MIBFN 20301 Management of Forex 3 - - 3
Transactions
MIBLW 20301 WTO and International 3 - - 3
Regulatory Environment
MIBHR 20301 Organization Behavior: A 3 - - 3
Global Perspective
MIBOM 20301 Operations & Supply Chain 3 - - 3
Management
MIBBS 20301 Business Communication –III 1 - - 1
MIBBS 20302 Leading Through Teams 1 - 1 1
Foreign Language – III 2 - - 2
MIBSI 10250 Summer Internship 9
TOTAL 31
Elective Papers for Dual Specialization in IB & Marketing

MIBMK 20301 Product & Brand 3 1 - 4
Management
MIBMK 20302 Marketing of Services 3 1 - 4
Elective Papers for Dual Specialization in IB & Finance

MIBFN 20302 Mergers, Acquisitions and 3 1 - 4
Re-structuring
MIBFN 20303 Corporate Tax & Planning 3 1 - 4
Elective Papers for Dual Specialization in IB & HR

MIBHR 20302 Industrial Relations and 3 1 4
Labor Laws
MIBHR 20303 Management of Change and 3 1 - 4
Compensation Management
Elective Papers for Dual Specialization in IB & IT

MIBIT 20301 Data Warehousing & Data 3 1 - 4
Mining
MIBIT 20302 Data Communications, 3 1 - 4
Networking & Emerging
Computing Environments
TOTAL 39

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FACULTY FOR ACADEMIC SESSION JULY 2008
S.No. Course Faculty
1 International Strategic Management Prof. V P Kakkar
2 Risk and Insurance in International Prof. M P Singh

Trade
3 Management of Forex Transactions Col. K S Mohan
4 WTO & International Regulatory Prof. Debashish

Environment Choudhury/ Ms Rachna
Chandra
5 Organisational Behaviour: A Global Prof. Arun Sachar/ Ms. K
Perspective P Kanchana
6 Operations and Supply Chain Prof. Harish C Jain

Management
7 Leading Through Teams Ms. Chitra
8 Business Communication III Amity School of English…
9 FBL Amity School of Foreign

Languages
10 Product and Brand Management Dr. Vijay Singh Dahima /
Ms. Kokil Jain
11 Marketing of Services Mr. Roopak Kumar

Gupta / Sumeet Om
Sharma
12 Mergers, Acquisitions and Ms. Reshma Bhartiya

Restructuring
13 Corporate Tax Planning Ms. Reema Bali
14 Industrial Relations and Labour Dr. Raju / Mr. Arun Goel

Laws
15 Management of Change and Dr. Raju / Mr. Arun
Compensation Management Sacher
16 Data Warehousing and Data Mining Mr. Ravi Prakash
17 Data Communications, Networking Mr. Ravi Prakash

and Emerging Computing
Environments

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INTERNATIONAL STRATEGIC MANAGEMENT
Course Code: MIBIB 20301 Credit Units: 03
Course Title: INTERNATIONAL STRATEGIC MANAGEMENT
Course Code: MBAGM 20301 Programme Name: MBA (IB)/ 3CMBA

Classroom contact hours: 40 hours Credit Units: 04
Tutorial Hours: Nil Practical/Lab Hours: Nil
Self Study hours: 120 hours Faculty: Prof. V.P.KAKKAR
Course Objective
To explore the concepts and techniques relating to ISM and enable the students to learn its critical issues.
The course essentially aims at understanding concepts of Strategic Management with global perspective,
Strategic Intents, Role of environments on strategy, Strategic Management Process, Value Chain Analysis,
Portfolio Analysis, Alternative Strategic Choices for gaining competitive advantage; Crafting, Executing ,
Evaluating & Controlling strategies.
Learning Outcomes
At the end of the course students will be able to:
• Understand the concepts of Strategy and Strategic Management with Global perspective.
• Learn various environmental factors ( Macro & Micro ) affecting strategy formation
• Formulate Vision, Mission and Business Definition.
• Conduct Strategic Analysis with International / Global perspective
• Learn Implementation, Evaluation & Control of strategies.
Course Content
Module 1: Introduction and basic concepts
Session 1 :Introduction and course review.

Session 2 :Concepts of strategy and strategic management.
Ref: Strategic Management-John Pierce II(3-19)
Session 3 : Nature of International strategic management.
Ref: Global Strategic Mgmt- Kamel Mellahi (8-12)
Session 4 : Evolution of strategic management, Levels of strategy
Ref: -BusinessPolicy & StrategicManagement- Azhar Kazmi( 24-30)
Session 5 : Strategic Management Process
Ref:Strategic Management-R.srinivasan(10-11)
Module 2: Forecasting Techniques
Session 6 -7 : Value Chain Analysis

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Session 8: External Environment
Ref: Business Policy & Strategic Management-Azhar Kazmi ( 94-118)
Session 9-11 : Internal Environment

Ref: Crafting & Executing Strategy-Thompson & Strickland(86-94)
Session 10-11: Class Assignment / presentations (C 1)
Module 3: Vision , Mission and Business Definition
Session 12 : Vision
Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(64-66))
Session 13 Mission
Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(67-71)
Session 14-15 Business Definition
Class assignment : Group discussion & Presentations (C 2)
Session 16-17 : Values, Goals & Objectives

Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(76-85)
Home assignment (H 1)
Module 4: Evolution of Global Corporation

Session 18-19 : Phases of Global strategy
Ref:Total Global Strategy-George S Yip(1-28)
Session 20-21 : Global Strategic Planning
Ref:Global Strategic Management – Kamel Mellahi(180-187)
Session 22 : Problems in Global Strategic Planning
Module 5: Global Strategic Analysis

Session 23 : Porter’s model
Session 24 : ETOP/ SAP
Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(125,1600
Session 25 : SWOT/TOWS Matrix
Ref:Essentials of Strategic Management-Hunger & Wheelen(71,76)
Session 26 : BCG Matrix
Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(236-241)
Session 27 : GE 9 Cell Matrix
Ref: Essentials of Strategic Management-Hunger & Wheelen(100-101)
Session 28 : Hofer’s model
Ref: Strategic Management-R. Srinivasan (114-115)
Session 29 : Sticklaland Grand Strategy Selection model

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CLASS TEST (CT 1)
Module 6 : Formulating International Strategies

Session 30 : Generic Strategies
Ref:BusinessPolicy&StrategicManagement-AzharKazmi(227-239)
Session 31-32 : Grand Strategies
Session 33: Corporate/Business/Functional strategies
Session 34 :International Strategic Alliances
Ref: Global Strategic Management- Kamel Mellahi(207-221)
Module 7 : Implementation, Evaluation & control

Session 35-36 : Operationalising / Institutionalizing strategy
Session 37 : Strategic Leadership
Ref: Total Global Strategy- George s.Yip(192)
Session 38 : Managing Cross Cultural issues
Ref: : Global Strategic Management-Kamel Mellahi(216-217)
Session 39-40 : Strategic Evaluation & control
END TERM EXAM
Learning Pedagogy
A series of lectures as per above session plan will impart knowledge and conceptual
understanding of the subject and will be complemented by interactive tutor-led and student-led discussions..
The unit has thus been designed to use a variety of teaching pedagogies including Case Studies, Group
Discussions and Home assignments / Projects that will help students to learn and apply various concepts
relating to International Strategic Management.
Evaluation Scheme
Component Codes H1,H2 C1 CT1

Weightage planned (%) 10 10 20
Date Planned W4 W6 W9
Component Codes EE
Weightage planned (%) 60
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Date planned As per University Schedule

W: Week
H: Home Assignment
C: Case Discussion
CT: Class Test
EE: External Examination

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RISK AND INSURANCE IN INTERNATIONAL TRADE
Course Code: MIBIR 20301 Credit Units: 04
Course Objectives:
The course aims at making the students conversant with risk of cross border business (Trade, Investments and Long Term
Projects) and the techniques available for mitigating those risks. The role of Insurers and the products and
services offered by them would be gone in detail to equip the students with decisions making tools.
Learning Outcomes:
At the end of the course, the student will be able to:
understand the concept of risk in business management
learn various techniques available to assess and mitigate those risks
develop strategic alternatives
evaluate different kinds of risks and their impact on different areas
Course Contents:
Module I: Concept of Risk
Concept of Risk and Objectives of Risk Management
Risk Management Techniques
Review Session
Module II: Insurance

Concept of Insurance
Marine, Aviation and Transport Risks
Marine Insurance Law
Marine Insurance Policies – major insurance clauses
Principles of assessment and underwriting
Claim Procedures
Liability Insurance
Group discussion of marine and air cargo policies issued by Indian and foreign companies
Module III: Political Risk

Political Risk analysis, Sovereign Risk, Country Risk, Human Development Index, Corruption Index, Ratings
Trade and Investment Barriers
Measures for containing Political Risk
Module IV: Credit Risk

Credit Risk of Payment Procedures
Credit Management and Credit Insurance
Role of Export Credit Guarantee Corporation
Products and Services
Recovery and Claim Procedures
Module V: Interest Rate Risk

Importance of Interest rate risk
Measurement of interest rate risk
Interest rate risk management
Futures, Options and Swaps
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend
experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of

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students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed
book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60
Text & References:
Text:
Singh MP & Chopra VS, 2005, Risk Management in International Trade, Universal Publishers, 1st Edition
References:
Shapiro A C, 2004, Multinational Financial Management, Prentice Hall of India
Jain P K, Peurard J and Yadav S, 2003, International Financial Management, Prentice Hall of India
E C G C Brochures and Marine Risk Policy

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MANAGEMENT OF FOREX TRANSACTIONS
Course Code: MIBFN 20301 Credit Units: 04
Course Title: INTERNATIONAL STRATEGIC MANAGEMENT
Course Code: MBAGM 20301 Programme Name: MBA (IB)/ 3CMBA

Self Study hours: 120 hours Faculty: Prof. V.P.KAKKAR
Course Objective
To explore the concepts and techniques relating to ISM and enable the students to learn its critical issues.
The course essentially aims at understanding concepts of Strategic Management with global perspective,
Strategic Intents, Role of environments on strategy, Strategic Management Process, Value Chain Analysis,
Portfolio Analysis, Alternative Strategic Choices for gaining competitive advantage; Crafting, Executing ,
Evaluating & Controlling strategies.
Learning Outcomes
• Understand the concepts of Strategy and Strategic Management with Global perspective.
• Learn various environmental factors ( Macro & Micro ) affecting strategy formation
• Formulate Vision, Mission and Business Definition.
• Conduct Strategic Analysis with International / Global perspective
• Learn Implementation, Evaluation & Control of strategies.
Course Content
Module 1: Introduction and basic concepts
Session 1 :Introduction and course review.

Session 2 :Concepts of strategy and strategic management.
Session 3 : Nature of International strategic management.
Ref: Global Strategic Mgmt- Kamel Mellahi (8-12)
Session 4 : Evolution of strategic management, Levels of strategy
Ref: -BusinessPolicy & StrategicManagement- Azhar Kazmi( 24-30)
Session 5 : Strategic Management Process
Ref:Strategic Management-R.srinivasan(10-11)
Module 2: Forecasting Techniques
Session 6 -7 : Value Chain Analysis


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Session 8: External Environment

Ref: Business Policy & Strategic Management-Azhar Kazmi ( 94-118)
Session 9-11 : Internal Environment

Ref: Crafting & Executing Strategy-Thompson & Strickland(86-94)
Session 10-11: Class Assignment / presentations (C 1)
Module 3: Vision , Mission and Business Definition
Session 12 : Vision
Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(64-66))
Session 13 Mission
Session 14-15 Business Definition
Class assignment : Group discussion & Presentations (C 2)
Session 16-17 : Values, Goals & Objectives

Home assignment (H 1)
Module 4: Evolution of Global Corporation

Session 18-19 : Phases of Global strategy
Ref:Total Global Strategy-George S Yip(1-28)
Session 20-21 : Global Strategic Planning
Session 22 : Problems in Global Strategic Planning
Module 5: Global Strategic Analysis

Session 23 : Porter’s model
Session 24 : ETOP/ SAP
Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(125,1600
Session 25 : SWOT/TOWS Matrix
Ref:Essentials of Strategic Management-Hunger & Wheelen(71,76)
Session 26 : BCG Matrix
Session 27 : GE 9 Cell Matrix
Ref: Essentials of Strategic Management-Hunger & Wheelen(100-101)
Session 28 : Hofer’s model
Ref: Strategic Management-R. Srinivasan (114-115)
Session 29 : Sticklaland Grand Strategy Selection model

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CLASS TEST (CT 1)
Module 6 : Formulating International Strategies

Session 30 : Generic Strategies
Ref:BusinessPolicy&StrategicManagement-AzharKazmi(227-239)
Session 31-32 : Grand Strategies
Session 33: Corporate/Business/Functional strategies
Session 34 :International Strategic Alliances
Ref: Global Strategic Management- Kamel Mellahi(207-221)
Module 7 : Implementation, Evaluation & control

Session 35-36 : Operationalising / Institutionalizing strategy
Session 37 : Strategic Leadership
Ref: Total Global Strategy- George s.Yip(192)
Session 38 : Managing Cross Cultural issues
Ref: : Global Strategic Management-Kamel Mellahi(216-217)
Session 39-40 : Strategic Evaluation & control
END TERM EXAM
Learning Pedagogy
A series of lectures as per above session plan will impart knowledge and conceptual
understanding of the subject and will be complemented by interactive tutor-led and student-led discussions..
The unit has thus been designed to use a variety of teaching pedagogies including Case Studies, Group
Discussions and Home assignments / Projects that will help students to learn and apply various concepts
relating to International Strategic Management.
Evaluation Scheme
Component Codes H1,H2 C1 CT1

Component Codes EE
Amity University
-------------------------------------------------------------Uttar Pradesh---------------------------------------------------------------
W: Week
H: Home Assignment
C: Case Discussion
CT: Class Test

Sl.No. Module Contents No. of Sessions Reading Materials. Cases (if Additional reading (if
any) any)
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MFT-1 Module-1 Definition, Meaning and 1 International Finance
Determination of Foreign exchange. Management
Theories. 4/ed – PG Apte (Megraw Hill)
MFT-2 Module-1 Convertibility. Basic concept of 1 International Finance

Balance of payment. Management
4/ed – PG Apte (Megraw Hill)
MFT-3 Module-1 International Monetary system. 1 International Finance Foreign Exchange C.

Management Jeevanandan
Module-1 The impact of International Monetary 1 International Finance

MFT-4 system on European monetary system. Management
MFT-5 Module-2 International Finance Markets- 1 International Finance Foreign Exchange C.

Introduction,terminology. Management Jeevanandan
MFT-6 Module-2 Classification, Role, Participants, 1 International Finance

Location of International Finance Management
Markets. 4/ed – PG Apte (Megraw Hill)
MFT-7 Module-2 Financial Intermediaries in 1 International Finance

International Finance Markets. Management
MFT -8 Module-2 Changing Financial Landscape of 1 International Finance

International Finance Markets. Management
MFT-9 Module-3 Introduction to Derivatives. 1 International Finance

Management
MFT-10 Module-3 Derivatives- Products, participants and 1 F & O by John C Hull. SEBI Manual
functions and Options and Futures.An Indian
Perspective.D.C.Patwari&
Bhargava.
MFT-11 Module-3 Types of Derivatives -Futures, Options 1 F & O by John C Hull.

and Swaps. Options and Futures.An Indian
Bhargava.
MFT-12 Module-3 Exchange traded Vs OTC derivatives. 1 F & O by John C Hull.

Options and Futures.An Indian
Bhargava.
F & O by John C Hull.
Bhargava.
MFT-13 Module-3 Derivatives markets in India. 1 F & O by John C Hull.

Bhargava.
MFT-14 Module-3 . NSE-Trading Mechanism, Members, 1 F & O by John C Hull.

Turnover, Clearing, Settlement. Options and Futures.An Indian
Bhargava.
MFT-15 Module-3 Risk Management System in NSE. 1 F & O by John C Hull.

Bhargava.
MFT-16-17 Module-4 Forward -Introduction Delivery, 2 F & O by John C Hull.

Settlement and default risk of Forward Options and Futures.An Indian
Contracts. Perspective.D.C.Patwari&
Bhargava.
F & O by John C Hull
MFT-18 Module-4 Termination of a forward contract. 1 F & O by John C Hull.
Bhargava.
MFT-19 Module-4 The structure of Global Forward 1 F & O by John C Hull.

Markets. Options and Futures.An Indian
Bhargava.
MFT-20-21 Module-4 Types of forward contract. 2 F & O by John C Hull.

Bhargava.
MFT-22 Module-4 Futures - An overview of history of 1 F & O by John C Hull. Problems

futures markets. Options and Futures.An Indian
Bhargava.
MFT-23-24 Module-4 Definition of Futures, Difference 2 F & O by John C Hull.

between Futures and Forwards. Options and Futures.An Indian
Amity International Business School Perspective.D.C.Patwari& 16 of 69
Bhargava.
MFT-25 Module-4 Organisation of Exchanges, Clearing 1 F & O by John C Hull.
house mechanism, Contract Options and Futures. An Indian
Specifications, Types of Margins, Perspective.D.C.Patwari&
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Note: The scope of the subject is vast and the matter is found in different
books, therefore, it is not possible to specify chapter wise reading.
Text Book
1. 1International Finance Management

2. F & 0 by .John C Hull- Pearson Education! PHI
3. Options and Futures. An Indian Perspective. D.C.Patwari& Bhargava.
4. Khan & .lain- Financial Scn ice::;
5. Financial Markets and Institutions by Dr S Guruswamy Thomson
6. S.S. Kumar. PHI Publication.
7. F & 0 Vohra & Bugri
8. Foreign Exchange C. Jeevanandan
Suggested Reference Books:

1. Indian Financial System by M Y Khan
2. Indian Capital Market by V A Avadhani
3. Indian Financial System by H R Machiraju, Vikas Publication.
4. Financial Institutions Markets by LM Bhole
5. Managing Financial Institutions by Srivastava
6. Indian Financial System by Vasant Desai
7. National Stock Exchange by R H Patil
8. Financial Institutions Markets by Scott
WEBSITES
1. www.amfiindia.com
2. nseindia.com
3. bseindia.com
4. ncdex.com
5. navindia.com
6. irda.org
7. appliedderivatives.com
8. sec.gov.us
9. sebi.gov.in
10. rbi.org.in
11. icicidirect.com -Derivatives study material.
12. moneypore.com
13. myiris.com
14. personalfu.com
15. invesopcdia.com
16. equitymastel"s.com
17. hdfcsec.com
18. 5paisa.com
19. sharkhan.com
SOFTWARE –Derivagem
Important Note:
1) Encom.age students to appear £01"NCFM exams

2) Guest lectures
a. Deriva tives
b. F&O
c. Swaps contracts
d. Commodities
3) Visit to stock market I Broking house
4) Stock mal"ket game for all the finam'e specialization students.
10. Futures and Options by Vohra and Bagri.

11. Security Analysis and Portfolio Management by Fisher & Jordon
12. Financial Oeri\'atives b) Keith Redhead
13. Gardener Series on Options, Futures and Swaps
14. Downloaded study material for NCFM Cash and Derivatives market.
commodities.
15. Derivatives by Strong.
16. Financial Markets and Institutions by Dr S Guruswamy.
17. Derivatives by David and Thomas.
18. AMFI Study material.
19. Foundation of Financial markets and Institutions 3rd Ed by Frank J Fabozzi
Pearson Ed I PHI.
20. F & 0 in risk management by Wastham 2nd edThomson.
21. Fixed incori'le markets by Suresh Sundarcsan - Thomson
22. Financialni.arkets and services - Gordon & Natarajan
23. F & 0 for dummies -- Joe Duarte [v1DWiley India Pvt Ltd.
24. Financial Derivatives S L.Gupta - PHI
25 Ravi Kishore -- Taxman. Publication. Financial Management.
26 Case Studies in Finance- R F Bruner.
27. Fixed Income Markets- Suresh Suderishan.

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Only the latest edition be used as a reference

text.
Periodicals
1) News papers and finance periodicals like

a. Economic times
b. Business line
c. Financial express
Cases and problems to be drawn from the financial dailies with current data and
current problems.
Semester-end Exams Ouestion Paper Pattern:
Please note that 40% weight should be given to Financial Markets part, 10% weight
should be given to Financial Institutions part and 40% weight should be given to
Financial Derivatives part and 10% for commodities part.
Section A : Objective type Questions(questions should be asked as per weight)

(4 out of 5 questions, each carries 2 marks) 20
Section B: Short type questions (questions as per weight) 20

(2 out of 3 questions each carry 5 marks)
Section C: Long type questions (3 theory questions I 3 -practical problems) 60 marks

(One case study carries 16 marks)

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WTO & INTERNATIONAL REGULATORY ENVIRONMENT
Course Code: MIBLW 20301 Credit Unit; 04
COURSE OBJECTIVE:
The primary objective of this course is to provide the students with a through understanding of the global,
economic, political and legal environment prevalent in international trade. The major focus of this course is
to highlight the international norms and regulatory bodies for enhancing global trade. Finally, the students
will be able to analyze the various nuances associated with international trade.
LEARNING OUTCOMES:
On the successful completion of this module the students will be able to:
• Understand the concept of global & national regulatory environment in business management.
• Appreciate the role of various bodies in the international regulatory environment.
• Evaluation the various measures taken by different national to regulate their business environment.
EXAMINATION SCHEME:
Component Code: P1 V P2 P3 (INTL, 40) (E.E. 60)
Weightage (%) : 10 10 10 10
Session (No) : 7, 8 15, 16 23, 4 29,30
Detailed Session Plan
Session 1
• Introduction to the course.

• Meaning and relevance of regulation.
• Domestic & International regulatory bodies.
• Explain the assignment along with the date and the weight ages
• .

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Module I: BUSINESS AND ITS ENVIRONMENT
Session 2
1. MEANING OF BSUINESS
• The Economic Environment of Business
• Critical elements of Business
• Difference between Business & Commerce
Agrawal, Raj (2002) Business Environment, 2nd Ed. Excel Books.

Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House.
2. NATURE OF MODERN BUSINESS

• Business in current outlook
• Present Indian Scenario.

Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd.
Parker, Barbara (2005) Introduction to globalization & Business, Sage Publication India Pvt. Ltd.
SESSION 3
GLOBALIZATION & ITS IMPACT ON MODERN BUSINESS

• Drivers of globalization
• Globalization & the environment
• Globalization & International Business
Parker, Barbara (2005) Introduction to globalization & Business, Sage Publication India Pvt. Ltd.
Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons
SESSION 4
INTERNAL ENVIRONMENT
• Impact of Micro Environment
• Internal Regulatory Environment
• Securities & Exchange Board of India (SEBI)
Case studies references will be given to the groups.


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SESSION 5
EXTERNAL ENVIRONEMNT
• Environment of international business & its significance
• Impact of Macro environment
• Meaning & Relevance of PESTEL Analysis.
Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment &
Operations, 10th E.d. Pearson Education.
SESSION 6
CASE STUDY ON PESTEL ANALYSIS
Daewoo Group and the Asian Financial Crisis

Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment &
Operations, 10th E.d. Pearson Education. Page No. (132 to 134),
SESSION 7 & 8
INTERNAL ASSESSMENT – COMPONENT I CODE WEIGHTAGE

Case Discussion / Presentation / Analysis C 10
Case study presentation by groups on PESTEL ANALYSIS depending on the specialization – MKT,
Finance, HR & IT from
Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard
Hekman,Aditya
PART A. International Trade Theory & Regulatory Environment

Session 9
• Theory of Absolute advantage
• Theory of Comparative advantage
• Manner in which government regulatory trade with other countries and the rational for them.
Krugman, Paul R & Mauric Ostfeld 2006, International Economics Theory & Policy, 6th Ed. Pearson
Education
Session 10
• Theory of competitive advantage

• Role, significance in regulatory international trade.
Peter, Michael E. (1991) the Competitive Advantage of Nations. The Macmillan Press Ltd.
Session 11
• Expert Marketing, Price and Distribution

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• Product Market nexus.

• Role of Price as a regulator
• Significance of Distribution Channels
Garga, Pawan Kumar (2002) Export of India’s Major Products Problems and Prospects, New Century
Publications.
PART B
Session 12
• Export Promtion
• Import substitution.
• Exim policy
• Foreign trade policy (2004-2005) as a regulator.
S.Sundaram & R. Dutt: Indian Economity, (2004),Himalya publishing house.

Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company
http://www.pib.nic.in/archieve/eximpol/eximpolicy2002
PART C
Session 12
Tariff
• Role of Tariff.
• Types of Tariffs.
• Determination of Tariff.
• Effective rate of production
Paul Justin, (2005) International Business, 2nd Ed. , Prentice Hall.
Session 14
Tariff
• Welfare effects of tariffs.
• Small nation vis-à-vis large nation.
• Limitations of tariffs in regaling trade.

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Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press

Session 15 & 16
INTERNAL ASSESSMENT – COMPONENT II CODE WEIGHTAGE

Individual Viva (Module 1 & 2) V 10
Module III: INTERNATIONAL TRADING ENVIRONMENT
Session 17
• Multilateral & Plurilateral Trading systems.

• Protection of Domestic Markets
Bhandari, Surendra (2002) WTO and Developing countries, Deep and Deep publications Pvt. Ltd.
www.wto.org – website visited to W.T.O.
www.indiancommodity.com – Information on all commodities.
Session 18
Tariff Negotiation
• Conduct of trade according to Most Favored Nation (MFN)

• Conduct of trade according to National Treatment Clause (NTC)
Chauhan, Sandee, (2003), GATT to WTO, Deep and Deep publications

Rao, Palle Krishna, WTO text and cases, Excel Books.
http://www.wto.org/english/thewto: WTO Information about countries.
Session 19
Barriers and regulators of Trade.
• Non technical barrier to trade.

• Subsidies -- Role in regulating trade.
• Unfair trade practices

Anne Kruger (2001), WTO as an International Organization, Oxford University Press.
http://agmarknet.nic.in/prices - website on market prices.
http://www.planningcommission.nic.in
http://dgft.delhi.nic.in – department of commerce.
Module IV: RULE GOVERNING INTERNATIONAL TRADE UNDER WTO.
Session 20 & 21
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Special Economic Zones (SEZS) and it’s relevance in regulating trade.
• Meaning, relevance, conditions, benefits of economic zones.
• Unilateral and bilateral trade.

• Foreign trade zones – meaning, advantages and bottleneck
Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company
http://sezindia.nic.in
http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm
http://www.sethassociates.com/special_economic_zones.php.
Session 22
Measures for protecting and regulating trade of developing countries.
• Antidumping and its impact on regulating trade.

• Safeguard and Countervailing measures.
• Pre – Shipment inspections.
Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd.
http://www.fao.org/es/ess/toptrade/trade.asp
http://www.planningcommission.nic.in
Session 23 & 24
INTERNAL ASSESSMENT – COMPONENT III CODE WEIGHTAGE

Project & Presentation P1 10
Eximpolicty to Foreign Trade Policy regulatory implications on particular sector of the
Indian economic.
MODULE V: MEASURES TO REGULATE TRADE ENVIRONMENT
Session 25
Regulators to International Trade.
• Quantitative Restrictions – it impact and consequences.

• Quotas – as a non tariff barrier.
• Licensing.
Sally, Razeen, (2002-2003) Developing County Trade Policy Reform and the WTO. CATO Journal, Vol. 19
(2000-3), pp403-423

Amity University
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Session 26
Regulators to International Trade.
• Sanitary and Phytosanitary Measures (SPM).

• Relevance of Environment on International Trade.
• Technical Barriers to Trade (TBT)

Finger, J. Michale the WTOs special burden on less develop countries, CATO journal Vol. 19 (2000-3)
pp425-437
http://www.un.org/esa/sustdev/csd.htm
Session 27
Trade Related Intellectual Property Rights (TRIPS)
• Copy right
• Patents – Product and process
• Geographical locations
• Trademarks.
• Industrial designs.
Adede, Adronico O. Origins and history of the TRIPS negotiations. Trading in knowledge: development
perspectives on TRIPS, trade and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and
Ricardo Melendez – Qrtiz. London [etc]: Earthscan, 2003, p.p. 23-35 . Refer to ‘DELNET’, Data Bank
Abbott, Frederick The future of IPRs in the multilateral trading system. Trading in knowledge: development
perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and
Ricardo Melendez – Ortiz. London [etc.]: Earthscan, 2003 pp. 36-44.
Barton, John Integrating IPR policies in development strategies. Trading in knowledge: development
perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and
Ricardo Melendez – Ortiz. London [etc.]: Earthscan, 2003, pp. 57-64.
Dhar, Biswajit The Convention on Biological Diversity and the TRIPS Agreement: Compatibility or
conflict? Trading in knowledge: development perspective on TRIPS, trade, and sustainability / ed. By
Christophe Bellmann, Graham Dutfield, and Ricardo Melendez – Ortz. London [etc.]: Earthscan, 2003, pp.
77-88
http://www.wipo.org.
Session 28
Trade Related Investment Measures (TRIMs)
• Local Content Requirement

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• Trade Balancing Requirement

• Foreign Exchange Balancing Requirement
• Export Performance Requirement
• Singapore Issues.
• Types of Foreign
http://www.wto.org.
Session 29&30
INTERNAL ASSESSMENT – COMPONENT IV CODE WEIGHTAGE

Project & Presentation P2 10
WTO and its regulatory implications on particular sector of the Indian economic (selected in P1)
Session 31-32
Arbitration
• Multilateral and Plurilateral Agreements – The legal framework

• Rules & Procedure governing the settlement of dispute.
• Rules of conduct.
• Timetable for appeals
• Appellate body
Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II)
Session 33-36
General Agreement on Trade and Services (GATS)
• All the four modes of services.

• Role of services sector in developing economy like India.
• Barriers to trade in services
• Provisions for Developing Countries under GATS
Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo
--Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das
Session 37-40
Dispute Settlement Process

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• Consultation
• Panel
• Appeal and Consideration in DSB(Dispute Settlement Body)
• Implementation of Recommendation
• Compensation and Suspension of Concession
• Cross-sector and Cross-agreement Suspension
• Special case of Anti-Dumping
Institutions and Decision making
Bhandari Surendra –WTO and Developing Countries-Deep and Deep Publication

Bhagirath Lal Das-An Introduction to the WTO Agreements-Third World Network and Zed Books,
Anne O Krueger –WTO as an International Organisation Oxford University Press.
Note: The scope of the subject is vast and the matter is found in different
books, therefore, it is not possible to specify chapter wise reading.
Text Book
9. Khan & .lain- Financial Scn ice::;

10. Financial Markets and Institutions by Dr S Guruswamy Thomson
11. F & 0 by .John C Hull- Pearson Education! PHI
12. S.S. Kumar. PHI Publication.
13. F & 0 Vohra & Bugri
Suggested Reference Books:

1. Indian Financial System by M Y Khan
2. Indian Capital Market by V A Avadhani
3. Indian Financial System by H R Machiraju, Vikas Publication.
4. Financial Institutions Markets by LM Bhole
5. Managing Financial Institutions by Srivastava
6. Indian Financial System by Vasant Desai
7. National Stock Exchange by R H Patil
8. Financial Institutions Markets by Scott
9. Options and Futures by John C Hull 6thedition.
(4 out of 6 questions, each carry 5 marks)
Section C : Long type questions(3 theory questions I 3 -practical problems) 60 marks

(4 out of 6 questions, each carry 15 marks)
WEBSITES
1. www.amfiindia.com
2. nseindia.com
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3. bseindia.com
4. ncdex.com
5. navindia.com
6. irda.org
7. appliedderivatives.com
8. sec.gov.us
9. sebi.gov.in
10. rbi.org.in
11. icicidirect.com -Derivatives study material.
12. moneypore.com
13. myiris.com
14. personalfu.com
15. invesopcdia.com
16. equitymastel"s.com
17. hdfcsec.com
18. 5paisa.com
19. sharkhan.com
SOFTWARE –Derivagem
Important Note:
1) Encom.age students to appear £01"NCFM exams

2) Guest lectures
a. Deriva tives
b. F&O
c. Swaps contracts
d. Commodities
3) Visit to stock market I Broking house
4) Stock mal"ket game for all the finam'e specialization students.
10. Futures and Options by Vohra and Bagri.

11. Security Analysis and Portfolio Management by Fisher & Jordon
12. Financial Oeri\'atives b) Keith Redhead
13. Gardener Series on Options, Futures and Swaps
14. Downloaded study material for NCFM Cash and Derivatives market.
commodities.
15. Derivatives by Strong.
16. Financial Markets and Institutions by Dr S Guruswamy.
17. Derivatives by David and Thomas.
18. AMFI Study material.
19. Foundation of Financial markets and Institutions 3rd Ed by Frank J Fabozzi
Pearson Ed I PHI.
20. F & 0 in risk management by Wastham 2nd edThomson.
21. Fixed incori'le markets by Suresh Sundarcsan - Thomson
22. Financialni.arkets and services - Gordon & Natarajan

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23. F & 0 for dummies -- Joe Duarte [v1DWiley India Pvt Ltd.
24. Financial Derivatives S L.Gupta - PHI
25 Ravi Kishore -- Taxman. Publication. Financial Management.
26 Case Studies in Finance- R F Bruner.
27. Fixed Income Markets- Suresh Suderishan.
Only the latest edition be used as a reference text.

Periodicals
1) News papers and finance periodicals like

a. Economic times
b. Business line
c. Financial express
Cases and problems to be drawn from the financial dailies with current data and
current problems.
Semester-end Exams Ouestion Paper Pattern:
Please note that 40% weight should be given to Financial Markets part, 10% weight
should be given to Financial Institutions part and 40% weight should be given to
Financial Derivatives part and 10% for commodities part.
Section A : Objective type Questions(questions should be asked as per weight)

(10 out of 12 questions, each carries 2 marks) 20 marks
Section B : Short type questions(questions as per weight) 20

marks

Amity University
-------------------------------------------------------------Uttar Pradesh---------------------------------------------------------------
ORGANISATION BEHAVIOUR: A GLOBAL PERSPECTIVE
Course Title: Organizational Behaviour

Course Code: MIBHR 20301 Program Name: MBAIB
Faculty: Ms. KP Kanchana, Mr. Arun Sachhar
Course Objective
• To provide a clear understanding of the behavior of people in the organization and the way in which
it is changing
• To communicate the conceptual knowledge of organizational behavior with case studies and role
plays and industrial examples
Learning Outcomes
• Key issues in OB
• Understand the factors of globalization, effect on OB
• Impact of changing trends in Organizational structure and functioning
• Identify and analyze issues related to work and motivation in organization.
Course Content No. of sessions required

For each module
Module 1: Approach to Organizational Behavior
Session 1
What is Organizational Behavior?
• Introduction and Modern Approach to Organizational Behavior
References:
• Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall
Publication, Chapter 1, Pages 3- 12
• Organizational Behavior, JS Chandan, 3rd Edition, Vikas Publication, Chapter 1, Pages 19-24
Back grounder: What is Organization, its functions

Session 2
Why OB is required?
• Changing profile of employees and customers
References:
Back grounder: What are the demands of organization from its employees?
Session 3
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Why OB is required?
• Globalization of Organization and business
Back grounder: Study at least 1 Public Sector and 2 MNCs
References:
• Organizational Behavior, O. Jeff Harris and Sandra J Hartman, Chapter 3, Pages- 53-55
Session 4
How OB can help in the World of Globalization
• Challenges of leading an Organization
Back grounder: What causes the growth of an organization

References:
Publication, Chapter 1, Pages 23 – 28
• Organizational Behavior, Stephen P Robbins, 11th Edition, Prentice Hall Publication, Chapter 1,
Pages 15-25
• Organizational Behavior, Stephen P Robbins and Seema Sanghi, Prentice Hall Publication, Chapter
1, Pages 14-25
Session 5 & 6
• Test, extempore and presentation
References:1. http://web.cba.neu.edu/~ewertheim/introd/history.htm
2. http://www.nwlink.com/~donclark/leader/leadob.html
Case Study : Difficult Transitions
Module: Impact of changing trends
Session 7
How Human Relations help in adjusting with the changing trends in Organization
• Human Relations- dimensional importance & Values, tools and techniques
Back grounder: What are the various skills needed in a Manager

References:
Publication, Chapter 1, Pages 9-12
• Organizational Behavior, O. Jeff Harris and Sandra J Hartman, Chapter 17, Pages- 423-430

Amity University
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Session 8
Impact of environment on changes

• Diagnosing the environment
Back grounder: Environmental influence in Organization

References:
Page 471
Session 9
Role of technology in organization

• Impact of IT and Outsourcing on Organizations
Back grounder: Managing with the changing technological trends

References:
Publication, Chapter 1, Pages 19-22
Page 470
Session 10
Demographical influence on changes

• Social and cultural approach for global change
Back grounder: How people take changes

References:
Session 11 & 12
• Test, extempore and presentation
Case Study: Best Buy's 'Results Only Work Environment': Changing the Productivity Paradigm?
Semco - A 'Maverick' Organization
References: 1. http://www.saventech.com/documents/offshore.pdf
2.http://techupdate.zdnet.com/techupdate/stories/main/Top_10_Risks_Offshore_Outsourcing.html
3. http://www.tides.org/fileadmin/pdfs/GlobalChangeBriefing.pdf
Module 3: Leading Effective Teams and Working in Groups
Session 13
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Organization as a Team
• Team as a competitive strategy and obstacles for effective team performance
Back grounder: What causes India to win the match?

References:
Page 272
Session 14
What is Group and how it creates synergy
• Groups- Importance and dynamics
Back grounder: Why do you form your group?

References:
Session 15
OB as a Competitive Advantage in Competition

• Global Organizations
Back grounder: Find out any three global organization

Session 16
Effective Group can create wonders
• Reaching out the global customer and role of Individuals
Back grounder: What makes an organization to grow

References:
Publication, Chapter 8, Pages 303 - 308
Pages 287
Session 17
Managing group
• Functional and Dysfunctional competitions
Back grounder: How group functions
Session 18
Result oriented group

Amity University
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• Cooperation in organization
Back grounder: What is the reason for success of an organization?
Session 19 & 20
• Mid term evaluation, presentation and class test
References:
1. http://www.teal.org.uk/et/index.htm
2.http://www.clomedia.com/content/templates/clo_article.asp?articleid=871&zoneid=23.
http://wilderdom.com/Group.html
4. http://www.ccghe.jhmi.edu/assets/ccghe/documents/s2-group_dynamics.pdf
5. http://www.chrisj.winisp.net/articles/group_dynamics.htm
Case study: Transforming Work Groups Through Action Research

The Chappell Way (B): A Case Study in Teambuilding and Group Dynamics
Teaching and Learning Methods
The assessment programme will be student driven, requiring the student to develop his/ her ability to
analyze the situation and behavior of individual as an employee. Participation of students is expected in
each of the assessment programme.
The class lectures will focus on international context to understand the organization and effect of
globalization and changing trends in the behavior of employees in the organization. To achieve the
aforesaid, a mixed pedagogy will be followed including lectures, profusely illustrated by case examples,
role plays, management games, operational workouts.
Evaluation Scheme
Component Codes C1 P1 CT1

Component Codes EE1
W: Week
P: Project
C: Case Discussion
CT: Class Test
Text & References
• Robbins, Stephen P, 2004, Principles of Management, Prentice Hall of India, New Delhi
• Drunker, Peter F, 1975, The Practice of Management, Allied New Delhi
• Udai Pareek, 2001, Understanding Organizational Behavior, Oxford University Press
Amity University
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• Paul Hersey, 2002, Dewey Johnson, Management of Organizational Behavior, PHI, New Delhi
• Organizational Behavior, 7th Edition, Robert Kreitner & Angelo Kinicki, ...
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Course Code: MIBOM 20301 Credit Units: 03
Course Objective:
Operations and Supply chain are an integral contributor to an organisation’s top and bottom line success. This course is based on
a foundation in the theories and practice of management in businesses where operations and supply chain management are critical
to success. These include product and process design, choosing appropriate technology, adopting efficient work methods,
planning (including location and facilities layout), streamlining the flow of people and materials, and continuously improving the
quality of the final product, in order to create internal and external customer value.
Course Contents:
Module I: Introduction
Scope
Importance and
History of operations management.
Module II: Competitive Advantage through operations management

Value chain analysis
Experience curve
Module III: Product

Product life cycle
Product design
Product development
Module IV: Production and Operations Management

Types of processes
Forecasting methods
Forecasting errors.
Recent developments in operations management
Operations Management in the Indian context.
Module V: Inventory Management

Inventory management
Concepts
Inventory models
Economic order quantity
Inventory control
Module VI: Planning and Scheduling

Operations planning and scheduling
Aggregate output planning
Master production schedules
Elements of scheduling
Module VII: Quality Management

Quality management
Statistical Quality Control (SQC)
Statistical Process Control (SPC).
Japanese manufacturing techniques. Just In Time manufacturing.

Amity University
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Total Quality Management - basic concepts

TQM programme given by Dr W E Deming, Dr Joseph Juran and Mr Philip Crossby
Module VIII: Layout Planning

Concepts
Types of layouts
Site location
Criteria for plant location decisions
Module IX: Project Management

Project Evaluation and Review Techniques (PERT).
Critical Path Method. (CPM)
Module X: Supply Chain Management

Basic Concepts
Characteristics of business partners of a supply chain. Elements of supply chain management systems
Learning Methods:
Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:

Text:
• Norman Gaither & Greg Frazier, 2005, Operations Management - Thomson , South Western
References:
• E Adam And Ronald J Ebert, 2005, Production And Operations Management, Prentice Hall Of India
• Cecil Bozarth And Robert B. Handfield , Introduction To Operations And Supply Chain Management 2nd Edition, 2007
• Roberta (Robin) Russell And Bernard W. Taylor , Operations Management: Creating Value Along The Supply Chain, 2007
• Roberta (Robin) Russell And Bernard W. Taylor , Operations Management: Creating Value Along The Supply Chain, 6th
Edition , Loose Leaf, 2008
• Terry P. Harrison, Hau L. Lee, And John J. Neale , The Practice Of Supply Chain Management: Where Theory And
Application Converge (International Series In Operations Research & Management Science), 2005
• Sunil Chopra And Peter Meindl, Supply Chain Management: Strategy, Planning And Operations, 2000
• David L. Taylor And David Brunt, Manufacturing Operations And Supply Chain Management: The LEAN Approach, 2000
• John Tom Mentzer, Matthew B. Myers, And Theodore P. Handbook Of Global Supply Chain Management, 2006

Amity University
-------------------------------------------------------------Uttar Pradesh---------------------------------------------------------------
BUSINESS COMMUNICATION - III
Course Code: MIBBS 20301 Credit Units: 01
Course Objective:
Actions speak louder than words.’ Every business communicator needs to understand the nuances of ‘body language and voice.’
This course is designed to enable the young Amitian to decipher the relevance of Kinesics, Proxemics and Para Language that
cater to the fundamental requirements of effective business presentations and speeches.
Course Contents:
Module I: Non- Verbal Communication
Principles of non- verbal communication
Kinesics
Proxemics
Paralanguage and visible code
Module II: Speaking Skills

Pronunciation drills (Neutralizing regional pulls)
Conversational English
Guidelines to an effective presentation
Module III: Interviews and GDs
Note:
1 written test of 20 marks of one hour duration will be conducted. Also, each student will be required to make a presentation for
20 marks over and above the teaching hours. They will have to be programmed accordingly.

BEHAVIOURAL SCIENCE – III (LEADING THROUGH TEAMS)
AMITY UNIVERSITY UTTAR PRADESH (GAUTAM BUDH NAGAR)
AMITY INTERNATIONAL BUSINESS SCHOOL
Course Code: MIBBS 20302 Programme Name: MBA IB IIIrd SEM

Classroom Teaching Hours: 10 Hrs Credit Units: 01
Tutorial Hours: Practical/Lab Hours:
Self Study Hours: Faculty In charge: Ms. Chitra
Modul Title Contents Sessio Reference's Activities Backgrounder

e n
Modul Teams: An
e I: Overview
Introduction Team Design 1 http://www.leadership-development- Ice Team vs Group? This article highlights
to Teams Features: coaching.com/team-vs-group.html breaking differences between team and group roles.
team vs. Robbins, Stephen – Organizational Activity:Te We include a study of leadership issues in
group Behaviour, PHI, 11th edition. am transition from group to team.
Effective Gregory Moorhead, Ricky Building
Team W.Giffin---- Organizational Quotes
Mission and Behaviour
Vision http://www.managementhelp.org/gr
p_skll/theory/theory.htm
Introduction Life Cycle of 2 http://wilderdom.com/teambuilding/ Ice Imagine a baseball team that assigned
to Teams a Project #WhatIsATeam breaking players to a different position everyday.
Team Activity: Consider working in a company where one
Rationale of a http://www.goer.state.ny.us/Train/o from day you're an accountant, the next day a
Team, Goal nlinelearning/FTMS/200s1.html http://wild security guard, another day, you're
Analysis and erdom.com assigned as a salesperson. Chances are,
Team Roles /games with both the baseball team and company,
Amity University
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success would not come easy, if at all! This

module overviews the value and purpose of
various team roles.
Modul Team &

e II Sociometry
Team Patterns of 3 http://www.hoopandtree.org/sociom Ice The word sociometry comes from the Latin
Sociometry Interaction in etry.htmhttp://www.sociometry.co.n breaking “socius,” meaning social and the Latin
a Team z/http://grouptalkweb.org/socioart/s Activity on “metrum,” meaning measure. As these
Sociometry: ocioteamdev.pdf related roots imply, sociometry is a way of
Method of topics measuring the degree of relatedness among
studying people. Measurement of relatedness can be
attractions useful not only in the assessment of
and behavior within groups, but also for
repulsions in interventions to bring about positive
groups change and for determining the extent of
change. For a work group, sociometry can
be a powerful tool for reducing conflict and
improving communication because it
allows the group to see itself objectively
and to analyze its own dynamics. It is also
a powerful tool for assessing dynamics and
development in groups devoted to therapy
or training.
Team Construction 4 http://inst.santafe.cc.fl.us/~mwehr/H Ice A sociogram is a graphic representation of

Sociometry of sociogram umanRel/2aSOCIO.html breaking social links that a person has. Sociograms
for studying http://www.phenotyping.com/sociog Activity on were developed by Jacob L. Moreno to
interpersonal ram/ related analyze choices or preferences within a
relations in a http://maxweber.hunter.cuny.edu/p topics group.[1] They can diagram the structure
Team ub/eres/EDSPC715_MCINTYRE/So and patterns of group interactions. A
ciogram.html sociogram can be drawn on the basis of
many different criteria: Social relations,
channels of influence, lines of
communication etc
Modul Team

Amity University
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e III Building
Team Types and 5 http://www.iitbecell.org/resources/S Ice

Building Development ection.Wise.Aid/H.R/Team_Building breaking
of Team .doc Activity The term team building generally refers to
Building http://www.time-management- Who's the selection, development, and collective
Stages of guide.com/team-building.html your motivation of result-oriented teams. Team
team growth favourite building is pursued via a variety of
Team at work? practices, such as group self-assessment
performance and group-dynamic games, and generally
curve sits within the theory and practice of
organizational development.
Team Profiling 6 http://www.goer.state.ny.us/Train/o Ice In this module, you will be introduced to

Building your Team: nlinelearning/FTMS/400s1.html breaking the stages through which teams progress
Internal & http://www.sideroad.com/Team_Bui Activity on Teams are built on relationships. A team
External lding/effective_communication.html related that has strong relationships and a strong
Dynamics topics culture is cohesive and will be able to
Team achieve its goals and maintain the
Strategies for standards of behaviours that each member
organizationa expects of themselves and others.
l vision Productive and effective teams are
Team developed through effective
communicati communication, clear goals, effective
on leadership, effective conflict resolution and
problem solving skills.
As a team leader your responsibility is to
communicate corporate objectives and
results, promote productivity, increase
interaction between employees and assist in
building strong relationships and effective
teams. You will also be communicating
with your team on a regular basis about
routine tasks, processes, events and results.
Modul Team
e IV Leadership &
Conflict

Amity University
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Management
Leadership Leadership 7 Management process and Ice Many people believe that leadership is
styles in organization behaviour, by Karam breaking simply being the first, biggest or most
organizations Pal, IK International publishing Activity: powerful. Leadership in organizations has
Self house pvt ltd. Part A-Ch-13 pg-225- What Is a different and more meaningful definition.
Authorized 249 Your Very simply put, a leader is interpreted as
team Leadership someone who sets direction in an effort and
leadership http://www.geocities.com/Athens/Fo Style? influences people to follow that direction.
rum/1650/htmlleadershipdefined.ht How they set that direction and influence
ml Case Study people depends on a variety of factors that
Chan Suh: we'll consider later on below. To really
Not your comprehend the "territory" of leadership,
Typical you should briefly scan some of the major
Advertisin theories, notice various styles of leadership
g and review some of the suggested traits and
Executive- characteristics that leaders should have.
yet. Jerald The rest of this library should help you in
Greenberg, this regard.
Robert A
Baron,Pea
rson
Prentice
Hall
Conflict Causes of 8 Ice Conflict is when two or more values,

managemnet team conflict Organisational behaviour: a global breaking perspectives and opinions are
Conflict perspective 3e by wood PART 5 Activity on contradictory in nature and haven't been
management related aligned or agreed about yet, including:
strategies MANAGING THE PROCESS OF topics 1. Within yourself when you're not living
Stress and ORGANISATIONS Conflict and according to your values;
Coping in negotiation CHAPTER 16, pg 594- 2. When your values and perspectives are
teams 609 threatened; or
3. Discomfort from fear of the unknown or
Robbins, Stephen – Organizational from lack of fulfillment.
Behaviour, PHI, 11th edition. (Ch- Conflict is inevitable and often good, for
14) example, good teams always go through a
"form, storm, norm and perform" period.

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Gregory Moorhead, Ricky Getting the most out of diversity means

W.Giffin---- Organizational often-contradictory values, perspectives
Behaviour(Ch-15) and opinions.
Modul Global Teams

eV and Universal
Values
Global Teams Management 9 http://ejbo.jyu.fi/pdf/ejbo_vol9_no2 Ice This moduleis divided into two sections. In
and Universal by values _pages_17-21.pdf breaking the first section, I discuss “what is
Values Pragmatic http://www.evancarmichael.com/Bu Activity on spirituality?” and in the section that
spirituality in siness-Coach/189/Coaching-An- related follows, I examine some of the implications
life and Organization-Using-a- topics of my definition to the teaching of
organization PragmaticSpiritual-Blended- spirituality in an undergraduate business
Approach.html ethics course. For the purposes of this
paper, spirituality is defined as the planned
experience (the inner feeling) of blending
integrity and integration through 1 –
acceptance (of the past), 2 – commitment
(to the future), 3 – reasonable choice, 4 –
mindful action, and 5 –continuous dialog
(both internal and external). .
Universal Building 10 http://www.itstime.com/mar2000.ht Ice How can a manager or an organization

Values global teams m breaking refine and enrich its global mindset
through http://nextfuture.sriaurobindosociet Activity on orientation? A radically different frame of
universal y.org.in/sep07/nfsep07_future.htm related aligning people, strategy and purpose may
human values topics be through the extension and enrichment of
a global mindset rather than strategy or
Learning structure. At present, Business and
based on Management is going through an
project work evolutionary transition. Globalisation of
on Scriptures business has added new complexities and
like problems which require a fresh synthesis.
Ramayana, Ethics, values, ecology, quality, customer
Mahabharata satisfaction, innovation, balancing the
, Gita etc needs of local cultures with the global
realities are some of the difficult issues

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facing multinational business. In the

human dimension, an increasing number of
people in the corporate world, especially
the creative and talented, are seeking for
something more than money and career,
for an inner fulfillment in the mental,
moral or spiritual spheres.
Modul End-of- Viva based

e VI Semester on personal
Appraisal journal
Assessment
of Behavioral
change as a
result of
training
Exit Level
Rating by
Self and
Observer

FRENCH - III
Course Code: MIBFR 20301 Credit Units: 02
Course Objective:
To furnish linguistic tools
• to talk about work and problems related to work
• to perform simple communicative tasks (explaining a set back, asking for a postponement of appointment, give instructions,
place orders, reserve)
• to master the current social communication skills
• oral (dialogue, telephone conversation)
• Written (e-mails, reply to messages)
Course Contents:
Unité 5, 6: pp. 74 to 104
Contenu lexical : Unité 5 : Travail

1. manger au restaurant, comprendre un menu, commander
2. engager une conversation téléphonique
3. parler de sa formation, de son expérience, de ses compétences
4. Raconter des événements passes
5. consulter sa boite e-mails, répondre aux messages
Unité 6 : Problèmes
1. identifier un problème, demander des précisions
2. expliquer un contretemps, déplacer un rendez-vous
3. demander de l’aide (par téléphone, par e-mail)
4. donner des instructions
5. expliquer un problème, suggérer une solution
Contenu grammatical :
1. futur proche, articles partitifs, un peu de, beaucoup de, une bouteille de, un
morceau de…
2. pronoms COD, venir de + infinitif, verbes appeler (au présent)
3. passé composé avec avoir, affirmatif et interrogatif, savoir et connaître
4. passé composé avec être, accord du participe passé, négation
5. pronoms COI, être en train de
6. ne…rien, ne…personne, ne…plus, ne…pas encore, qu’est-ce que/ qu’est-ce qui/qui est-ce
que/qui est-ce qui
7. passé composé des verbes pronominaux
8. si/quand+présent, ne…plus, ne …pas encore
9. impératif présent (2) place du pronom et verbes pronominaux
10. trop/pas assez, verbe devoir au conditionnel présent
Examination Scheme:
Components V H CT EE
Weightage (%) 10 10 20 60
Text & References:
le livre à suivre : Français.Com (Débutant)

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GERMAN - III
Course Code: MIBGR 20301 Credit Units: 02
Course Objective:
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later
help them to strengthen their language.
To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany
Course Contents:
Module I: Modal verbs
Modal verbs with conjugations and usage
Imparting the finer nuances of the language
Module II: Information about Germany (ongoing)

Information about Germany in the form of presentations or “Referat”– neighbors, states and capitals, important cities and towns
and characteristic features of the same, and also a few other topics related to Germany.
Module III: Dative case

Dative case, comparison with accusative case
Dative case with the relevant articles
Introduction to 3 different kinds of sentences – nominative, accusative and dative
Module IV: Dative personal pronouns

Nominative, accusative and dative pronouns in comparison
Module V: Dative prepositions

Dative preposition with their usage both theoretical and figurative use
Module VI: Dialogues

In the Restaurant,
At the Tourist Information Office,
A tlelphone conversation
Module VII: Directions

Names of the directions
Asking and telling the directions with the help of a roadmap
Module VIII: Conjunctions

To assimilate the knowledge of the conjunctions learnt indirectly so far
Examination Scheme:
Components CT-1 CT-2 H-1 + V-1 EEI

Weightage (%) 15 15 10 60
Text & References:

Wolfgang Hieber, Lernziel Deutsch
Hans-Heinrich Wangler, Sprachkurs Deutsch
Schulz Griesbach , Deutsche Sprachlehre für Ausländer
P.L Aneja , Deutsch Interessant- 1, 2 & 3
Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2
Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs
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SPANISH – III
Course Code: MIBSH 20301 Credit Units: 02
Course Objective:
To enable students acquire knowledge of the Set/definite expressions (idiomatic expressions) in Spanish language and to handle
some Spanish situations with ease.
Course Contents:
Module I
Revision of earlier semester modules
Set expressions (idiomatic expressions) with the verb Tener, Poner, Ir….
Weather
Module II
Introduction to Gustar…and all its forms. Revision of Gustar and usage of it
Module III
Translation of Spanish-English; English-Spanish. Practice sentences.
How to ask for directions (using estar)
Introduction to IR + A + INFINITIVE FORM OF A VERB
Module IV
Simple conversation with help of texts and vocabulary
En el restaurante
En el instituto
En el aeropuerto
Module V
Reflexives
Examination Scheme:
Components C-1 CT V EEI

Weightage (%) 10 20 10 60
Text & References:
• Español, En Directo I A
• Español Sin Fronteras -Nivel Elemental

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JAPANESE - III
Course Code: MIBJP 20301 Credit Units: 02
Course Objective:
To enable the students to converse in the language with the help of basic verbs and to express themselves effectively and narrate
their everyday short encounters. Students are also given projects on Japan and Japanese culture to widen their horizon further.
Note: The Japanese script is introduced in this semester.
Course Contents:
Module I: Verbs
Different forms of verbs: present continuos verbs etc
Module II
More Adverbs and adverbial expressions
Module III: Counters

Learning to count different shaped objects,
Module IV: Tenses

Past tense, Past continuous tense.
Module V: Comparison
Comparative and Superlative degree
Module VI: Wishes and desires

Expressing desire to buy, hold, possess. Usage in negative sentences as well.
Comparative degree, Superlative degree.
Module VII: Appointment

Over phone, formal and informal etc.
Learning Outcome
 Students can speak the language and can describe themselves and situations effectively
 They also gain great knowledge in terms of Japanese lifestyle and culture, which help them at the time of placements.
Methods of Private study /Self help

 Handouts, audio-aids, and self-do assignments.
 Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.
Examination Scheme:
Components C-1 CT V EEI

Weightage (%) 10 20 10 60
Text & References:

Text:
• Teach yourself Japanese
References:
• Shin Nihongo no kiso 1

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Amity University
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CHINESE – III
Course Code: MIBCE 20301 Credit Units: 02
Course Objective:
Foreign words are usually imported by translating the concept into Chinese, the emphasis is on the meaning rather than the sound.
But the system runs into a problem because the underlying name of personal name is often obscure so they are almost always
transcribed according to their pronciation alone. The course aims at familiarizing the student with the basic aspects of speaking
ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to
interact with a Chinese person.
Course Contents:
Module I
Drills
Dialogue practice
Observe picture and answer the question.
Introduction of written characters.
Practice reading aloud
Practice using the language both by speaking and by taking notes.
Character writing and stroke order
Module II
Measure words
Position words e.g. inside, outside, middle, in front, behind, top, bottom, side, left, right, straight.
Directional words – beibian, xibian, nanbian, dongbian, zhongjian.
Our school and its different building locations.
What game do you like?
Difference between “hii” and “neng”, “keyi”.
Module III
Changing affirmative sentences to negative ones and vice versa
Human body parts.
Not feeling well words e.g. ; fever, cold, stomach ache, head ache.
Use of the modal particle “le”
Making a telephone call
Use of “jiu” and “cal” (Grammar portion)
Automobiles e.g. Bus, train, boat, car, bike etc.
Traveling, by train, by airplane, by bus, on the bike, by boat.. etc.
Module IV
The ordinal number “di”
“Mei” the demonstrative pronoun e.g. mei tian, mei nian etc.
use of to enter to exit
Structural particle “de” (Compliment of degree).
Going to the Park.
Description about class schedule during a week in school.
Grammar use of “li” and “cong”.
Comprehension reading followed by questions.
Module V
Persuasion-Please don’t smoke.
Please speak slowly
Praise – This pictorial is very beautiful
Opposites e.g. Clean-Dirty, Little-More, Old-New, Young-Old, Easy-Difficult, Boy-Girl, Black-White, Big-Small, Slow-Fast …
etc.
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Talking about studies and classmates

Use of “it doesn’t matter”
Enquiring about a student, description about study method.
Grammar: Negation of a sentence with a verbal predicate.
Examination Scheme:
Components V H CT EE
Weightage (%) 10 10 20 60
Text & References:
• “Elementary Chinese Reader Part I, Part-2” Lesson 21-30

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SUMMER INTERNSHIP
Course Code: MIBSI 10250 Credit Units: 09
Course Objective:
Summer Internship exposes students to new analytical and technical skills to communicate with and to seek information from the
professional people. The educational process in the internship course seeks out and focuses attention on many latent attributes.
These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary approach, skills for
data handling, ability in written and oral presentation, sense of responsibility etc.
Examination Scheme:
Internship Report (Research/ Problem based)

1. Introduction / Objectives 05
2. Methodology 05
3. Knowledge/ Comprehension of the problem/ issue & critical
Discussion of relevant literature 05
4. Analysis of Issues & Problems 10
5. Data handling 05
6. Conclusions / Recommendations, Future Implications 15
7. Presentation & Organization 05
B. Presentation & Viva 30
Total 80
C. Diary 10
D. Faculty/ Student Contact 10
E. Case Study 40
F. Synopsis 10
Total 70
G. Internship proposal 10
H. Mid Term & Final Evaluation
(Including invitation for corporate Meet) 10
I. Questionnaires 30
Total 50
Grand Total 200

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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & MARKETING

Product and Brand Management
Course Code: MIBMK 20301 Credit Units: 04
Course Objective:
The main objective of the course is to make the students learn and conceptualize the entire gamut of
developing new products, improving the existing products and managing the performance of product
items and product line(s) as a whole to maximize the company’s profit. The course alos gives students
the insight of process involved in branding decisions and strategies for growth of brands.
Learning Outcomes:
On the successful completion of this module the student will be able to:
• Identify the key issues and concepts of products and brands
• Evaluate product and brand strategies and make suitable recommendations
• Conceptualize suitable marketing decisions for product mix and product lines

SESSION PLAN OF PRODUCT AND BRAND MANAGEMENT
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Class Topics To Be Taught References /Suggested Readings
Module THE PRODUCT
I MANAGEMENT
PROCESS
Learning Outcome
On the successful completion of this session the student will be able to
 Identify the key issues and concepts of products and brands

 Understand the product management process
 Factors affecting Product management process
Session The Product Management Suggested Reading
#1 Function  Product development: A customer driven approach
 Product Management
Decisions Reference
 Product Strategy as an
element of competitive  Ramanuj Majumdar, Product Management
strategy inIndia,PHI, pg.25
 Ways to characterize
business risk  Product Management by Donald R. Lehmann and
Russell S. Winer, chapter1
 Characterizing the
product / market
environment that new  Kenneth B. Kahn ,The PDMA Handbook of New
products live in Product Development, Second Edition,pg.29
 What’s new about new Marc Annacchino, Product Development: from Initial
products Idea to Product Management (Hardcover),pg.120
Steven C. Wheelwright, Revolutionizing Product
Development: Quantum Leaps in Speed, Efficiency,
and Quality (Hardcover), pg.28
 www.productmanagementtips.com/2008/05/06/small-
decisions-can-impact-product-success
 www.goodproductmanager.com/2006/12/21/the-
importance-of-decision-making
 http://www.pragmaticmarketing.com/resources/produ
ct-management
Learning outcome
On the successful completion of this session the student will be able to
 Get an insight into the major decisions regarding product portfolio management and strategies for
designing an effective product portfolio
What is a Product Portfolio? Reference

Session • Portfolio management  Robert G. Cooper, Scott J. Edgett, Elko J.
#2 • Requirements of Kleinschmidt, Portfolio Management for New
effective portfolio Products, pg.29
management  Kenneth B. Kahn ,The PDMA Handbook of New
• Maximizing the value of Product Development, Second Edition,pg.46
the Portfolio
Marc Annacchino, Product Development: from Initial
• What happens when you
lack effective portfolio Idea to Product Management (Hardcover),pg.457
management
Amity International
Drawbacks Business
of theSchool
Product  http://web.mit.edu/invent/i-archive.html 53 of 69
Session Plans: MBA (International
Portfolio Approach Business)  http://www.bcg.com/careers/practice_cases.ht
• July
Academic Session Mazor gaps between
2008 ml
Theory and Practice  http://www.bcg.com/careers/practice_cases.ht
ml
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Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:

Text:
• Morse Stephen, 2002, Handbook of Successful Product Management, Jaico Enterprises, 1st Edition
• Kapoor Jagdeep, 2003, Brand Switch, Jaico Enterprises, 1st Edition
References:
 Kotler Philip, 2005, Marketing Management – Thompson Press(I) Ltd, 12th edition,
 Kapoor, Jagdeep, Brand switch, Jaico Publishing House, Mumbai, 2004
 Keller, Kevin Lane, Stratigic brand management building, Pearson Education, New Delhi, 2003
 Panwar, J S, Beyond consumer marketing , Response books, New Delhi, 2004
 Owens, ORV, The psychology of relationship selling, Jaico Publishing House, Mumbai, 2003
 Minett, Steve, B2B marketing : A radically different approach, Prentice Hall, London, 2002
 Gary L Lilien (Paperback - 1999),New product and brand management: Marketing engineering applications
 Donald R. Lehmann and Russell S Winer (Paperback - Jan 8, 2004), Product Management 4th Edition,(Mcgraw Hill
Series in Marketing)
 Stephen Morse (Paperback - Jul 1, 1998), Successful Product Management (Sales & Marketing Series)
 John Stark (Hardcover - Aug 27, 2004) Product Lifecycle Management: 21st century Paradigm for Product Realisation
Group Projects:
Group- The group project should provide a better grasp of the concepts taught in class by actually
applying them to a topic of choice.. The situation is simple: you are a group of 4-5 newly minted MBA’s
who have decided to form your own company and market a new product that you will develop.
Your task is now to:
1. Identify a promising new product/service opportunity.
2. Come up with at least one promising new product idea. What are its attributes,
performance level, etc. ?
3. Perform a preliminary market analysis: Make the case for who are the best market
targets and why they should be interested? Who are the competitors and what can
they do to you and how fast? What is the probable size of the market and growth
rate?
4. Consider what market research is needed to reduce risk and uncertainty.
5. Develop a tentative launch strategy: price, promotional mix, distribution outlets,
cost and sales forecast, etc.
6. Present your plan, at the end of the course.
A. Opportunity Identification
To identify an opportunity, consider choosing a product that annoys you, and interview others about
what they like and dislike about this product. These interviews can be done very informally in 10-15
minutes. Record what your interviewees say and interpret the data in terms of customer needs.
Identify needs developers of this product missed, including needs of stakeholders other
than potential customers. Recognize customer segments may have different needs. Why do
you think these needs were not met? Prepare and include in your final paper a brief summary of

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what you learned about the interview process as well as substantive information about the new
product opportunity.
B. New Product Concept
Generate and develop a concept for a new innovative product or service following processes described
in the text and lectures (i.e., generate a large number of possible new product ideas and screen them).
Show how your concept is different from currently available products/services. Demonstrate by
reference to buyer needs and to evidence regarding the costs of making and marketing it that it is
capable of earning a profit. Perform some concept tests with potential customers. Creativity will be
rewarded. You should avoid proposing a product or service concept already available elsewhere, a
slight variation of a currently available product, or a concept with little profit potential.
C. Environmental Assessment
Analyze the environment in terms of the new product concept you proposed.
First, describe current and likely future trends in the societal/general environment (socio-cultural,
technological, economic, politicallegal, and international elements). Second, analyze the task
environment (industry) in which your new product concept will be part.
Third, describe your concept's potential competitive advantage in terms of developing a
distinctive competency.
Project Scope and Composition of Your Final Group Report

The steps in completing your group project process should desirably include:
1. Development of a Product Innovation Charter
2. Generating an idea for a new product or service.
3. Refining the concept into a prototype or detailed sketch.
4. Environmental analysis (e.g. competition [strengths/weaknesses, actions], economic,
and customer trends).
5. Researching market potential and selecting desirable target market[s] (and the
order of their desirability as objectives for different product versions).
6. Appropriate supporting market research (but remember: this is not a marketing
research project!).
7. Developing marketing plan, including: launch dates, brand name and positioning,
advertising and promotional strategy, distribution policy, and other relevant
marketing variables.
8. Projection of sales, costs, profits, and ROI over the length of time needed to make
the project viable.
9. A discussion of the most important lessons learned about the NPDD process and
working in teams.
Note:
In written reports, take care to reference all sources, including journals, magazine articles, books,
company reports, and other secondary data sources such as internet sites.

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Marketing of Services
Course Code: MIBMK 20302 Credit Units: 04
Course Objective:
The course aims to differentiate services from tangible products and to make the students understand the complexities of handling
intangibles. It also aims to sensitize the students on strategic areas needing special attention in effective marketing of services and
to explain service quality management and related challenges in service management
Learning Outcomes:
Identify the aspects of services marketing
Course Contents:
Module I
Foundation of Services Marketing
Introduction-services; A comparative analysis; Salient features of marketing services; Why Marketing of Services? The
behavioural profile of users; Marketing Information system.
Module II
Detailed aspects of services marketing
Marketing Mix of Services – an Introduction :
Service attributes; Life cycle concept, Positioning of services; Segmentation and targeting.
Pricing :
Pricing the service, pricing issues for services, Organisational objectives and pricing policy
Promotion and communication :
Internal/ external communication process; Promotional message, Promotion mix; Media choice and selection; Managing the
promotional effort.
People :
Role of employee, Staff selection and recruitment; Training and development Process and physical evidence.
Module III
Customer expectations of the service
Levels; Influencing factors; related issues;
Corporate image; Corporate identity; Customer perceptions and physical evidence; Process and technological development.
Customer perception :
Influencing factors; Strategies; Understanding perception through Marketing Research
Building Customer Relations:
Relationship Marketing; Market segmentation; Retention strategies; Service design and positioning
Module IV
Financial Services Marketing – an introduction
Special characteristics of financial services marketing; Financial services rules and regulation; Marketing and competitive
environment; Financial services marketing mix;
Bank Marketing.
The concept: Justification of marketing banking services; Users of the above services; Marketing segmentation basis; Marketing
mix
Module V
Non Financial Services Marketing – an introduction
Special characteristics of Non-financial services marketing; Non-financial services rules and regulation; Marketing and
competitive environment; Non- financial services marketing mix;
Bank Marketing.

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The concept: Justification of marketing banking services; Users of the above services; Marketing segmentation basis; Marketing
mix
Hospitality Services
The concept: Justification of marketing hospitality services; Users of the above services; Marketing segmentation basis;
Marketing mix
Educational Services
The concept: Justification of marketing Educational services; Users of the above services; Marketing segmentation basis;
Marketing mix
Hospital Services
The concept: Justification of marketing hospital services; Users of the above services; Marketing segmentation basis; Marketing
mix
Consultancy Services
The concept: Justification of marketing consultancy services; Users of the above services; Marketing segmentation basis;
Marketing mix
Learning Methods:
Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:

Text:
• Valerie Zeithaml & Mary Jo Bitner, 2002, Services Marketing, Tata McGraw Hill, 3rd Edition
References:
• Christopher Lovelock, 2002, Services Marketing, Prentice Hall, 5th Edition
• Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing, 2008
• Christopher Lovelock And Jochen Wirtz, Services Marketing,6th Edition, 2006
• By Philip Kotler, Thomas Hayes, And Paul N. Bloom, Marketing Professional Services - Revised, 2002
• Raymond P. Fisk, Stephen J. Grove, And Joby John, Interactive Services Marketing Third Edition, 2007,
• Evelyn Ehrlich And Duke Fanelli, The Financial Services Marketing Handbook: Tactics And Techniques That Produce
Results, 2004
• Rick Crandall, Marketing Your Services : For People Who Hate To Sell, 2002
• Laurie Young, Marketing The Professional Services Firm: Applying The Principles And The Science Of Marketing To The
Professions, 2005
• Troy Waugh, 101 Marketing Strategies For Accounting, Law, Consulting, And Professional Services Firms, 2004

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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & FINANCE

Mergers, Acquisitions and Re-Structuring
Course Objective:
The course aims to make students learn how to analyze the mechanisms underlying the creation (and destruction) of value in
mergers, acquisitions and corporate restructuring. The students will learn to examine the reasons to acquire, choice of target and
recognition of the anticipated challenges, risks and pitfalls of the approach. They will also study some instances of corporate
restructuring, whether they are driven by strategic considerations of external pressures, and again, the potential sources of value
creation, risks and challenges.
Learning Outcomes:
Identify the key issues and concepts of mergers and acquisitions
Understand the major strategies that underlie most M&A transactions
Examine the necessary conditions for value to be created
Assess various case studies to analyse valuation strategies, pre and post merger issues and challenges.
Course Contents:
Module I: Basics of Mergers and Acquisition
Corporate Restructuring-objectives of merger, demerger, acquisition, types of merger, competition, Bill 2002 Horizontal,
Vertical, Congolmerate, Case studies on Tata Tetley, HLL Restructuring, OBC-GTB, BSNL; MTNL
Module II: Introduction to Acts and policies

Merger & Acquisition and Amalgamation as per AS-14.
Module III: De-mergers and Reverse Mergers

De-merger, spin off, split up, tax advantages of demerger, Reverse Merger (L & T-Grasim).
Module IV: Role of SEBI

SEBI regulations on Merger & Acquisition, Takeover Code
Module V: Defensive Strategies

Defensive actions on takeover bids
Module VI: Merchant Banking and M&A

Role of Merchant Bankers in Mergers & Acquisition
Module VII-IX: M&A Models and Theories

Valuation Models on Merger & Acquisition: (a) DCF Model, (b) Public Enterprises, (c) Book Value, (d) Adjusted Book value (e)
Three Stage growth model,
Module X: Ratio Analysis and Valuation Strategies

Swap Ratio, Valuation Practices in India, LBO, MBO, Case Study-Tata Tetley
Module XI: Taxation Aspects in M&A

Treatment of goodwill, premium & Taxation aspects 72A, 2(140, Tax Benefit of Merger & Acquisition.
Module XII: Post Merger Analysis

Success and failure of Merger & Acquisition, International Cases: AOL & Time Warner
Learning Methods:

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Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:

Text:
• Rajeshwer C H, 2004, Merger and Acquisition - New Perspectives ICFAI Press
References:
• www.incometaxindia.gov.in
• www.indiataxes.com

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Corporate Tax Planning
Course Objective:
In this unit students will learn about tax provisions for both individuals and limited companies. They will learn how to calculate
taxable income and tax payable taking account of all types of Income and relevant expenditure and any appropriate tax-free
allowances. The unit covers Income tax, corporation tax and capital gains tax for individuals and businesses.
Learning Outcomes:
Understand the Indian tax environment and types of taxation therein
Compute income and tax under the specifies heads in the Indian corporate tax system
Develop the ability to file returns and meet the legal norms and procedures.
Course Contents:
Module I
Basic term and concept: person, assessee, previous year, assessment year, rate of taxes, income, total income, scope of total
income and residential status& income exempt from tax. Tax planning in respect of residential status
Concepts: Tax planning, tax avoidance, tax evasion. Tax avoidance v tax evasion. Tax planning v tax management
Module II: Income under the head salary

Employer–employee relationship, basis of charge, meaning of salary, treatment of gratuity, pension, encashment of leave, ,
allowance, perquisites, profit in lieu of salary, leave travel concession, provident fund, standard deduction, entertainment
allowance. Tax planning with respect to salaries
Income under the head house property
Basis of charge, essential condition for taxing income under this head, concept of deemed ownership, determination of annual
value, deduction from annual value.
Income under the head of profit and gain of business & profession-
Chargeability of income under the head profit and gain of business and profession, expenses deductible, amount not deductible,
maintenance of accounts by certain person carrying out business and profession, compulsory audit of accounts.
Income under the head capital gain
Basis of charge, type of capital asset, transaction not considered as transfer. Computation of capital gain
Income under the head income from other sources
Chargeability, Deduction, Computation under this head
Module III
Setting off of losses inter heads of income and carry forward of losses to next year
Module IV
Corporate tax in India; types of companies; residential status and tax incidence; taxation of companies; carry forward and set off
of losses. Tax planning with respect to companies.
Module IV
Computation of total income, net taxable income, and tax payable in case of individual and company. Deduction under sec
80CCC to 80U, rebate u/s 88,88b, 88c. Filing of return, assessment procedure, provision of advance tax, tax deducted at source,
taxation authorities. Minimum alternate tax. Value added tax.
Learning Methods:
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Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:
Text:
• Singhania V K, 2007, Corporate tax planning, Taxmann,
References:
• Ahuja, Girish Corporate Tax Planning & Management Bharat Law House 2007
• Girish Ahuja And Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007
• John E. Karayan, Charles W. Swenson, And Joseph W. Neff, Strategic Corporate Tax Planning, Kindle Edition,2002
• Kaushal Kumar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007
• Rajeev Puri, Corporate Tax Planning And Management, 2003
• R.N. Lakhotia, Corporate Tax Planning Handbook, 2006
• George Brode, Tax Planning For Corporate tax Planning For Corporate Acquisitions. 2003 Cumulative Supplement, No. 2,
2003
• Ghosh, R.K. & Saha, S., Income Tax Rules, Taxman ND 2007
• Singhania V K, 2007, Direct Taxes Planning and Management, Taxmann.
• Ahuja, Girish Corporate tax planning & management Bharat Law House 2007
• Girish Ahuja and Ravi Gupta Corporate tax planning & management Bharat Law House 2007
• Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants, advocates. - New
Delhi: Taxmann, 2007
• Ready Recknor Taxmann, 2007

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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & HR

Industrial Relations and Labour Laws
Course Code: MIBHR 20302 Credit Units: 04
Course Objective:
The main Purpose of this paper is to familiarize the participants with the various aspects of Industrial Relations and to inculcate
in-depth knowledge on labour laws as well as Industrial relations as designed and enacted in India. An insight about the systems
in case of employer – employee disputes is also given for the students understanding.
Learning Outcomes:
Identify the key issues in Industrial Relations and Labour Law.
Understand Trade unionism and role of government.
Insight on various Labour laws and Industrial applets.
Identify and analyse issues related to conflict negotiation
Course Contents:
Module I: Theory and Concepts of Industrial Relations

IR – Theories, Attitudes and Different Schools of thought
Roles of Workers, Management & Government in IR
Conditions for good IR and cause of poor IR
Introduction to Social Security, impact on employee relations
Summary & Review Questions, Case Studies.
Module II: Trade Unions and Industrial Disputes

Origin and Importance of Trade unions, Forms of Unrest & Effect of strikes
Changing Public Perception of Trade unions, Future role of Trade unions in India
Trade Union Act – 1926, Industrial Dispute Act – 1947
Machinery for settlement of industrial disputes, key provisions of I. D act
Module III: Collective Bargaining

Nature and advantages of collective bargaining
Negotiation of Agreement and Implementation of agreement
Renewal and revision of agreement
Current Collective Bargaining trends and reasons for failure of CB in India
Module IV: Grievance Management

Types, Causes and Effects of grievances
Model grievance redressal in India & Procedure
Handling a grievance & Enforcing Grievance resolution methodology
Collecting & Analysing Grievance data
Module V: Employee discipline and workers participation

Importance of discipline & disciplinary actions (Process and limitations)
Handling indiscipline – Management’s options
Objectives and forms of workers participation in Management
Forums of Participation and how to make WPM effective in India?

Amity University
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Module VI: Labour Legislation

Scope and significance of social security, legislations
EPF and miscellaneous provisions act – 1952, Payment of Gratuity act - 1972
ESI act – 1948, Workmen’s Compensation act - 1923
Maternity Benefits act – 1961, Payment of Wages Act
Contract Labour (Regulation & Abolition) act -1970
Learning Methods:
Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:
Text:
• Monappa Arun 1989, Industrial Relations, Tata Mc Graw Hill, New Delhi
• Handerson, Richard I, Compensation Management & Knowledge Based World, 9th , Pearsoneducation, Delhi, 2006
• Sen, Ratna, Industrial Relation In India: Shifting Paradigms, Macmillan Publication, New Delhi, 2005
• Tiwari, Mahendra, Mechanism in perspective of Industrial Relations, RBSA Publishers, Jaipur, 2005
• Arora, Mondal, Industrial Relations, Excel Books, new Delhi, 2005
• Diwedi, R.S, Managing Human Resource: Industrial relation, Galgotia Publication, New Delhi, 1997
• Raj, Aparna, Industrial relations In India, New Century, New delhi, 2003
• Joseph, Jerome, Industrial Relations, Response Books, New Delhi, 2004
• Srivastava, S.C, Industrial Relations & Labour Laws, 4th rev., Vikas Publication House, New Delhi, 2000
• Soundarapandian, M,ed., Rural labour Market, Serials Publications, New Delhi, 2005
• Venkataratnam, C.S, Globalization And Labour Management Relations, Response Books, New Delhi, 2005
• Greenaway,David,ed,Trade,investment,migration & labour market adjust, Palgrave Macmillan,Hampshire
References:
• Flippo. E. B, 2000, Personnel Management, Tata Mc Graw Hill, New Delhi
• Mamoria. C. B, 2004, Dynamics of Industrial Relations in India, Himalaya Publishing House.
• R. S. Dwiwedi, 2001, Managing HR, Industrial Relations in Indian Enterprise, Galgotia.
• Aswathappa, K., 2002, Human resources and personnel management - New Delhi: Tata McGraw-Hill

Amity University
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Management of Change and Compensation Management
Course Code: MIBHR 20303 Credit Units: 04
Course Objective:
The main Purpose of this paper is to familiarize the participants with the various aspects of Change Management, with a view that
conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and
practical approach to understand the basic concepts of Change in Management, technologies and various approaches with
reference to globalisation and also to provoke critical thinking about various principles, guidelines and mechanisms adopted in
this science. The course discusses meaning, importance and scope of Compensation Management.
Learning Outcomes:
Identify the key issues of Compensation and Change management.
Understand the factors of globalisation, effect on compensation and related changes
Impact of changing trends in evaluation of job, design and redesign of jobs
Identify and analyse issues related to Job, compensation mechanism and changes
Course Contents:
Module I: Overview of Compensation Management

Nature, Importance & Objective of Compensation Management
Philosophy, Scope and wage concepts
Principles & Machinery for wage determination
Management Thinkers & critical evaluation
Acts related to Compensation management
Module II: Management – Job Evaluation

Nature, Scope, and importance of Job evaluation
Concepts of Job Description and specification
Principles and Methods of Job evaluation
Internal & External equity, Job surveys
Module III: Pay and benefits

Principles of reward strategy, developing and designing salary structures
Pre requisites for salary fixation, bonus, incentives
Monitory benefits as motivators – scope and process
Social security and retirement benefits
Module IV: Linking wages with performance

Performance criteria & Choices
Objectives & scope of linking wages with performance
Types of performance based compensation schemes, international perspective
Designing performance based compensation schemes
Module V: Change Management

Global Organisation, Reaching out the Global Customer
Adaptations of change in organisation
Learning and preparing for the change
Consulting approaches and skills
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Learning Methods:
Examination Scheme:
Weightage (%) 10 10 20 60
Text & References:

Text:
Richard I. Henderson, Compensation Management in a Knowledge-Based World (9th Edition), McGraw hill edition
References:
• Robbins, Stephen. P., 2004, Organisation Behaviour, Prentice Hall of India
• C. Mamoria, 2000, Personnel Management, Himalaya Publications
• Dewan, J M, Labour Management, Discovery Publishing House, New Delhi,1996
• Handerson, Richard I, Compensation Management in and knowledge based world,9th, Pearson Education, Delhi,2006
• Srivastava, S C, Industrial relations & labour laws, 4th rev., Vikas Publication House, New Delhi, 2000
• Sen, Ratna, Industrial relation in India : shifting paradigms, Macmillan Publication, New Delhi, 2005

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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & IT

Data Warehousing and Data Mining
MIBIT 20301
Course Code: MIBIT 20301 Credit Units: 04
Course Objective:
The objective of this course is to familiarize the students with the concepts of databases, decision support
systems, data Warehouses and to provide an in-depth insight into their architectural types, various activities
starting from design, loading, extraction and usage of transformed data for various functional areas.
Various data mining techniques are examined to assess their relevance in respective areas of mining
information.
Course Contents:
Module I: Data Warehousing in Business 6 Sessions
Data Warehousing goals and objectives, Failures of past Decision support systems, operational versus
Decision support systems, Warehousing as a viable solution, and definition of data warehousing
Module II: Data Warehouse: The building blocks 4 Sessions
Defining Features, Data warehouses and data marts, Overview of components and metadata in the data
warehouse.
Module III: Data Warehousing Planning & requirements 4 Sessions
Key issues is planning data warehouse, Development Phases, Process flow within a data warehouse,
Dimensional analysis
Module IV: Data warehouses architecture 6 Sessions
Data warehouse architecture model, components & framework, importance of Metadata.
Module V: Data warehouse design 6 Sessions
From requirements to data design, Dimensional Modeling Concepts - Star Schema, Snowflake Schema
Module VI : OLAP in the Data Warehouse 8 Sessions

Data warehouse versus Operational systems, Need for multidimensional analysis, major features and functions, OLAP models,
OLAP implementation considerations.
Module VIII: Data Mining Basics & techniques 6 Sessions

Data Mining definition, Knowledge discovery process, OLAP vs. data Mining, Major Data Mining Techniques, Data Mining
Applications.
Learning Methods:
Lectures
Exercise for Practice
Presentations for better understanding of concepts
Examination Scheme:
Weightage (%) 10 10 20 60
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Text & References:
Text:
• Data warehousing fundamentals, Paulraj Ponniah, John Wiley & sons, 2005
• Building the Data Warehouse, W. H. Inmon, John Wiley & Sons.2, 2004
References:
• Developing the Data Warehouse, W. H. Inmon, C. Kelly, John Wiley & Sons, 2003
• Data Warehousing, Harry S. Singh, Prentice Hall of India, 2003
• Modern data warehousing, Mining and Visualization, George M. Marakas, Pearson Education, 2004
• Advances in knowledge discovery & Data Mining, Fayyad, Usama M. et. al., MIT Press, 95.
• Data Warehousing in Real world, Sam Anahory and Dennis Murray. Addison Wesley, 2004
• Data Warehousing, Data Mining, & OLAP by Alex Berson and Stephen J. Smith, Tata McGraw-Hill,
2005

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Business Data Communications & Networking
Course Code: MIBIT 20302 Credit Units: 04
Course Objective:
The objective of this course is to familiarize the students with the concepts, applications and managerial
implications of data communication, networking and emerging computing environments.
Course Contents:
Module I: Introduction to Data Communications & Networks 10 Sessions
Data Communications networks & its components,
Communications Channels, Channel Capacity & bandwidth
Computer networks- definition, goals & types
Communication media
Network Topologies
Network Models, Network Standards and Future Trends
Module II: Network Architecture 8 Sessions
ISO OSI Model – its description & its drawbacks
Protocols in OSI Reference Model
TCP/IP Model & its drawbacks
Comparison between OSI and TCP/IP
Module III: Networking Technologies 10 Sessions
LANs – Importance, types, Components & IEEE 802.3 (Ethernet), implications for management
Wireless LANs
WANs architecture
Virtual Private Networks
Internet – Concept, architecture & access technologies, implications for management
Module IV : Mobile Communication 6 Sessions

GSM , CDMA technologies and their pros and cons
Module V: Network Security and Managerial Implications 6 Sessions

Need for Security , types of threats
Emerging solutions
Network Configuration and management
Cost Management
Implications for management
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects,
Seminars
Each student is required to do the back ground reading from the specified chapters of the prescribed book
before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as
preparatory work.
Examination Scheme:

Amity University
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Weightage (%) 10 10 20 60
Text:
• FitzGerald Jerry & Dennis Alan, 2005, Business Data Communications and Networking – John Wiley &
th
Sons, 8 Edition
References:
• Harper William, 2005, Data Communications Desk Book ; a Systems Analysis Approach – Prentice Hall
• Derfler Jr., 2004, Practical Networking, Prentice Hall
• Neibauer, 2004, Small Business Solutions for Networking, Prentice Hall
• Roger L. Freeman, 2005, Practical Data Communications, 2nd Edition


Session Plan IIIrd Semester

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MBA (International Business)

Programme Code: MIB

Duration – 2 Years Full Time

Session Plans – Semester I and Semester III

AMITY UNIVERISTY UTTAR PRADESH

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Course Code Course Title Lectures Tutorials Practical Credit Unit

Elective Papers for Dual Specialization in IB & Marketing

Elective Papers for Dual Specialization in IB & Finance

Elective Papers for Dual Specialization in IB & HR

Elective Papers for Dual Specialization in IB & IT

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FACULTY FOR ACADEMIC SESSION JULY 2008

S.No. Course Faculty

1 International Strategic Management Prof. V P Kakkar

2 Risk and Insurance in International Prof. M P Singh

3 Management of Forex Transactions Col. K S Mohan

4 WTO & International Regulatory Prof. Debashish

6 Operations and Supply Chain Prof. Harish C Jain

7 Leading Through Teams Ms. Chitra

8 Business Communication III Amity School of English…

9 FBL Amity School of Foreign

11 Marketing of Services Mr. Roopak Kumar

12 Mergers, Acquisitions and Ms. Reshma Bhartiya

14 Industrial Relations and Labour Dr. Raju / Mr. Arun Goel

17 Data Communications, Networking Mr. Ravi Prakash

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INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MIBIB 20301 Credit Units: 03

Course Title: INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MBAGM 20301 Programme Name: MBA (IB)/ 3CMBA

Module 1: Introduction and basic concepts

Session 1 :Introduction and course review.

Module 2: Forecasting Techniques

Session 6 -7 : Value Chain Analysis

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Ref: Strategic Management-John Pierce II(159-60)

Session 9-11 : Internal Environment

Session 10-11: Class Assignment / presentations (C 1)

Module 3: Vision , Mission and Business Definition

Class assignment : Group discussion & Presentations (C 2)

Session 16-17 : Values, Goals & Objectives

Module 4: Evolution of Global Corporation

Module 5: Global Strategic Analysis

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Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(249-251)

CLASS TEST (CT 1)

Module 6 : Formulating International Strategies

Module 7 : Implementation, Evaluation & control

END TERM EXAM

Component Codes H1,H2 C1 CT1

Date planned As per University Schedule

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RISK AND INSURANCE IN INTERNATIONAL TRADE

Course Code: MIBIR 20301 Credit Units: 04

Module II: Insurance

Module III: Political Risk

Module IV: Credit Risk

Module V: Interest Rate Risk

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Text & References:

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