Syllabus For MBA

Christ University Institute of Management - Curriculum
CHRI ST UNI VERSI TY

I NSTI TUTE OF MANAGEMENT
SYLLABUS FOR
M ASTER OF BUSI NESS ADM I NI STRATI ON
(M BA)
(TRI MESTER SCHEM E)
1
INDEX
D E T AI L S PAGE NOS.
COU RSE OU T L I NE 3- 9
TRI M E STE R – I 10-31
TRI M E STE R – I I 32-53
TRI M E STE R – I I I – CORE 54-70
SPE CI AL I Z ATI ON:
F I N AN CE 71-76
G E N E RAL M ANA G E M E N T 77-81
H U M AN RE SOU RCE 82-87
L E AN OPE RATI ONS & SYSTE M S 88-91
M A RK E T I N G 92-97
TRI M E STE R – I V - CORE 98-103
F I N AN CE 104- 114
G E N E RAL M ANA G E M E N T 115- 128
H U M AN RE SOU RCE 129- 141
L E AN OPE RATI ONS & SYSTE M S 142- 152
M A RK E T I N G 153- 168
TRI M E STE R – V - CORE 169- 174
F I N AN CE 175- 190
M A RK E T I N G 227- 243
TRI M E STE R – V I - CORE 244- 246
F I N AN CE 247- 253
M A RK E T I N G 275- 280
E V AL U ATI ON PATTE RN A N N E X U RE A
2
M ASTERS I N BUSI NESS ADM I NI STRATI ON

COU RSE OU TL I NE
Y EAR - I
Tr i m est er - I
Cou r se Ti t l e Hrs Mar k s Cr edi t
MBA131 In for m at ion Tech n ology for Man agem en t 30 100 2
MBA134 Fin an cial Accou n t in g For Man ager s 30 100 2
MBA135 Man ager ial Econ om ics I 30 100 2
MBA137 Man agem en t Com mu n icat ion an d Case 30 100 2
St u dies
MBA 139 Plan n in g & Decision Mak in g 30 100 2
MBA 140 Or ganizat ion al Beh aviou r 45 100 3
MBA 141 Man ager ial St atist ics 30 100 2
MBA175 I n du st r i al Dom ai n K n owl edge (I DK ) 30 100 2
Pr oject : Or gan izat ion al St r u ct u r e St u dy,
Book Review, Ou t Bou n d Tr ain in g,
Cu r ren t Affair s, Cor por at e In t er face et c
T r i m est er - I I
Cou r se Ti t l e Hr s Mar k s Cr edi t
MBA 232 Resear ch Met h odology 30 100 2
MBA 234 Cor porat e Database Man agem en t & 30 100 2
Man agem en t In for mat ion Syst em
MBA 235 Man ager ial Econ om ics II 30 100 2
MBA 238 Bu sin ess Law 30 100 2
MBA 240 Man agin g Hu m an Resou r ces 30 100 2
MBA 241 Mar k et in g Man agem en t 30 100 2
MBA 242 Fin an cial Man agem en t 30 100 2
MBA 275 I n du st r i al Dom ai n K n owl edge (I DK ) 30 100 2
3
T r i m est er - I I I
MBA 334 Oper at ions Resear ch 30 100 2
MBA 338 En t er pr ise Resou r ce Plan n in g 30 100 2
MBA 340 * Fin an cial St at em en t An alysis 15 50 1
MBA 341 Fu n dam en t als of Ser vices Man agem en t 30 100 2
MBA 342 Man agem en t Accou n t in g 30 100 2
MBA 343 Oper at ions Man agem en t 30 100 2
Fu n ct i on a l El ect i ves - Fi n a n ce
MBA 301 Man agem en t of Ban k s an d Fin an cial 30 100 2
In st it u tion s
MBA 302 Secu r it y An alysis an d Por t folio 30 100 2
Man agem en t
Fu n ct i on a l El ect i ves – Gen er a l
Ma n a gem en t
MBA 306 Man agem en t of Ban k in g In st it u t ion s 30 100 2
MBA 307 Dyn am ics of IT an d ITES In du st r y 30 100 2
Fu n ct i on a l El ect i ves – Hu m a n Resou r ce
MBA 311 HR Plan n in g, Recr u it m en t an d Select ion 30 100 2
MBA 312 Tr ain in g an d Developm en t 30 100 2
Fu n ct i on a l El ect i ves – Lea n Op er a t i on s
& Sy st em s
MBA 316 Qu alit y Man agem en t Syst em s 30 100 2
MBA 317 Pr oject Man agem en t 30 100 2
Fu n ct i on a l El ect i ves - Ma r k et i n g
MBA 321 Sales Man agem en t an d Negot iat ion Sk ills 30 100 2
MBA 322 Mar k et in g An alyt ics 30 100 2
MBA375 I n du st r i al Dom ai n K n owl edge (I DK ) 30 100 2
* MBA 340 Fin an cial St at emen t An alysis –Fin an ce St u dent s On ly
4
YEAR – I I
T RI M ESTER - I V
Cou r se Ti t l e Hr s M ar k s Cr edi t
MBA 431 St r at egic Man agem en t 30 100 2
MBA 435 E - Bu sin ess 30 100 2
Fu n ct i on a l El ect i ves / Fi n a n ce
MBA 402 Taxat ion for Man ager s 30 100 2
MBA 403 In t er n at ion al Fin an cial Man agem en t 30 100 2
MBA 404 Advan ced Fin an cial St at em en t An alysis 15 100 1
MBA 465 Man agem en t of Fin an cial Ser vices 30 100 2
MBA 471 Pr oject Appr aisal an d Fin an ce 30 100 2
Fu n ct i on a l El ect i ves / – Gen er a l
Ma n a gem en t
MBA 411 Bu sin ess An alysis I 30 100 2
MBA 412 Negot iat ion 30 100 2
MBA 413 Man agem en t Scien ce 30 100 2
MBA 414 Bu sin ess An alyt ics 30 100 2
MBA 415 Cor por at e Im age Man agem en t 30 100 2
Fu n ct i on a l El ect i ves / Hu m a n Resou r ce
MBA 421 Organ izat ion al Ch an ge an d Developm en t 30 100 2
MBA 422 Hu m an Resou rce An alyt ics 30 100 2
MBA 466 Per for m an ce Man agem en t an d Em ployee 30 100 2
Cou n selin g
MBA 472 Labou r Laws I 30 100 2
Fu n ct i on a l El ect i ves / Lea n Oper a t i on s &
Sy st em s
MBA 477 Pr odu ct Design & Facilit y Plan n in g 30 100 2
MBA 478 St r at egic Operat ion s Man agem en t 30 100 2
MBA 480 Bu sin ess In t elligen ce 30 100 2
MBA 481 Ser vice Oper at ion s Man agem en t 30 100 2
Fu n ct i on a l El ect i ves / Ma r k et i n g
MBA 441 Dist r ibu t ion an d Su pply Ch ain Man agemen t 30 100 2
MBA 461 Con su m er Beh aviou r 30 100 2
MBA 464 Bu sin ess t o Bu sin ess 30 100 2
MBA 467 St r at egic Mar k et in g Man agem en t 30 100 2
MBA 473 In t er n at ion al Mar k etin g 30 100 2
SI P (Al l speci al i zat i on s)
MBA 482 Pr oject : Su m mer In ter n sh ip (2 m on t h s) 30 100 2
Cor por at e In t er face
5
T r i m e st e r - V
MBA 531 En t r epren eu r sh ip 30 100 2
MBA 534 Bu sin ess Et h ics & Leader sh ip in Or gan izat ion 30 100 2
MBA 502 Wealt h Man agemen t or 30 100 2
MBA 503 In su ran ce
MBA 562 Mer gers, Acqu isit ion s & Rest r u ct u r in g 30 100 2
MBA 574 St r at egic Fin an cial Man agem en t 30 100 2
MBA 578 Management of Small and Medium Enterprises 30 100 2
(Add On / Optional Course)
Ma n a gem en t
MBA 511 Bu sin ess An alysis II 30 100 2
MBA 512 Gover n an ce an d Com plian ce 30 100 2
MBA 513 Man agem en t Con su lt in g 30 100 2
MBA 514 Qu alit y Man agem en t Syst em s 30 100 2
Ma n a gem en t
MBA 521 Hu m an Relat ion s sk ills 30 100 2
MBA 566 Labou r Laws II 30 100 2
MBA 569 Com pen sat ion Man agem en t 30 100 2
MBA 572 St r at egic Hu m an Resou rce Man agemen t 30 100 2
Fu n ct i on a l El ect i ves / Lea n Oper a t i on s &
Sy st em s
MBA 551 Tech n ology Man agem en t & In du st r ial 30 100 2
Au t om at ion
MBA 552 En t erprise Asset Man agem en t 30 100 2
MBA 583 Advan ced- Su pply Ch ain Man agem en t 30 100 2
MBA 584 Lean Plan n in g Man u fact u r in g an d Con t r ol 30 100 2
MBA 541 Cu st omer Relat ion sh ip Man agem en t 15 100 1
MBA 542 Mar k et in g Resear ch 30 100 2
MBA 543 Tech n ology Mark et in g or 15 100 1
MBA 544 Mark et in g of Fin an cial Ser vices
MBA 545 Ret ailin g Man agem en t 30 100 2
MBA 564 In t egr at ed Mar k et ing Comm u n icat ion 30 100 2
Di sser t at i on I (Al l speci al i zat i on s)
MBA 589 Disser t at ion I 30 100 2
Semin ars
Cor por at e In t er face
6
T r i m e st e r - V I
MBA631 In t er n at ion al Bu sin ess 30 100 2
MBA 601 Der ivat ives 30 100 2
MBA 662 Fin an cial Risk Managem en t 30 100 2
Ma n a gem en t
MBA 611 Bu sin ess An alysis III 30 100 2
MBA 612 Cr oss Cu lt u ral Man agem en t 30 100 2
MBA 621 In t er n at ion al Hu m an Resou r ce Man agem en t 30 100 2
MBA 667 Lat est Tr en ds in HRM 30 100 2
Fu n ct i on a l El ect i ves / Lea n Oper a t i on s
a n d Sy st em s
MBA 671 Gr een Oper at ion s 30 100 2
MBA 672 Soft war e En gin eer in g an d Soft war e Pr oject 30 100 2
Man agem en t
MBA 664 Br an d Man agem en t 30 100 2
MBA 678 Digit al Mar k etin g 30 100 2
Di sser t at i on I I (Al l speci al i zat i on s)
Disser t at ion II 30 100 2
MBA 673 Cor por at e In t er face
TOTAL
7
El ect i ves
Fi n an ce
Tr i m est er I V Tr i m est er V Tr i m est er VI

Taxat ion for Man ager s Wealt h Man agem en t or Der ivat ives
In su r an ce
In t er n at ional Fin an cial Mer ger s, Acqu isit ion s an d Fin an cial Risk
Man agem en t Rest r u ct u rin g Man agem en t
Advan ced Fin an cial St r at egic Fin an cial
St at em en t An alysis Man agem en t
Man agem en t of Fin an cial Man agem en t of Sm all an d
Ser vices Mediu m En t er pr ises (Add
on / Opt ion al Cou r se
Pr oject Appraisal an d
Fin an ce
Gen er al Man agem en t

Bu sin ess An alysis I Bu siness An alysis II Bu sin ess An alysis III
Gover nan ce an d Cr oss Cu lt u r al
Negot iat ion
Com plian ce Man agem en t
Man agem en t Scien ce Man agem en t Con su lt in g
Qu alit y Man agem en t
Bu sin ess An alyt ics
Syst em s
Corpor at e Image
Man agem en t
Hu m an Resou r ce M an agem en t

Or gan izat ion al Ch an ge & Hu m an Relat ion s sk ills In t er n at ion al Hu man
Developm en t Resou r ce
Man agem en t
Hu m an Resou r ce An alyt ics Labou r Laws II Latest Tr en ds in HRM
Per for m an ce Man agem en t Com pen sat ion Man agemen t
an d Em ployee Cou n selin g
Labou r Laws I St r at egic Hu m an Resou r ce
Man agem en t
8
Lean Oper at i on s & Sy st em s

Pr odu ct Design an d Facilit y Tech n ology Man agem en t Gr een Oper ation s
Plan n in g an d In du st r ial Au t om at ion
St r at egic Oper at ion s En t erpr ise Asset Software En gin eer in g
Man agem en t Man agem en t an d Soft war e Pr oject
Man agem en t
Bu sin ess In t elligen ce Advan ced- Su pply Ch ain
Man agem en t
Ser vice Oper at ion s Lean Plan n in g
Man agem en t Man u fact u r in g & Con t r ol
Mar k et i n g
T r i m est er I V T r i m est er V Tr i m est er VI

Dist ribu t ion & Su pply Cu st om er Relat ion sh ip Br an d Man agemen t
Ch ain Man agem en t Man agem en t
Con su m er Beh aviou r Mar k et in g Research Digit al Mar k et in g
Bu sin ess t o Bu sin ess Tech n ology Mar k et in g or
Mar k et in g of Fin an cial
Ser vices
St r at egic Mar k et in g Ret ailin g Man agem en t
Man agem en t
In t er n at ional Mar k et in g In t egr ated Mar k et ing
Com m u n icat ion
9
CUR R I CUL UM
Y EAR - I
T r i m est er – I
10
M BA 1 31 I n for m at i on Tech n ol ogy for Man agem en t

2 Cr edi t s
Descr ipt ion
Th is is a cor e su bject . It cover s a wide spect r u m of in for m at ion t ech n ology

aspect s in or der t o prepar e t h e st u den t s t o u n dert ak e IT associat ed wor k wit h
ease wh en t h ey en t er t h e in du st r y. Th e focu s is on an applicat ion or ien t ed
appr oach by br in gin g in var iou s con t em por ar y IT r elat ed aspect s.
Learn in g Object ives
To u n der st an d t h e im por t an ce of IT as a k ey en abler in pr ovidin g solu t ion s t o

m oder n
bu sin ess problem s
To st u dy t h e im pact of IT on or gan izat ion s, societ y an d in dividu als
To r ealize t h e im por t an ce of In form at ion as th e k ey r esou rce for or gan izat ion
produ ct ivity an d effect iven ess
To adapt an d u pgr ade con t in u ou sly t o pr esen t an d t r en ds in IT
Un i t I I n t r odu ct i on t o I n f or m at i on Tech n ol ogy (5 Hr s)

Level of k now ledge: Basic & Fundamental
In for m at ion Tech n ology & it s r ole in m oder n bu sin ess, Tr en ds in in for m at ion
t ech n ology, In form at ion t ech n ology as an en abler , Pr essu r es exert ed by IT on
bu sin ess an d h ow bu sin ess respon ds t o IT, Tr an sit ion fr om old econ om y t o
digital econ om y, Applicat ion of IT in var iou s fu n ct ion al depar t m en t s
IT, people view, em power in g people t h r ou gh in form at ion , m an agin g ch an ge – t h e
In dian par adigm . Man agin g t h e ‗digit al divide‘, Big dat a.
Un i t I I I n f or m at i on as K ey Bu si n ess Resou r ce (4 Hr s)
Level of k now ledge: Conceptual
Dim en sion s of in for m at ion , In for mat ion flow in or gan izat ion s, In for m at ion
processin g, Hier ar ch y of in for m at ion syst em s in an or gan izat ion , Man agem en t
in for m at ion syst em s, In t er -or gan izat ion al in for m at ion syst em s, En t er pr ise
in for m at ion syst em s, In for m at ion ar ch itect u r e, t h e k n owledge wor k er . How IT
can t r ansfor m or gan izat ion s
Un i t I I I Rol e of H ar dwar e i n i t (5 Hr s)
Level of k now ledge: Fundamental
Over view of Har dwar e in du st r y in In dia an d it s m ark et , Basic elem en t s of
com pu t er h ar dwar e. Developm en t s in I/ O devices. Micr opr ocessors,
Micr ocon t r oller s, Pr im ary an d Secon dar y st or age, En t er pr ise st or age, Dat a
cen t er s, Com pu t er gener at ion s an d Com pu t er h ier ar ch y
11
Un i t I V Rol e of Sof t war e i n I T (5 Hr s)

Level of k now ledge: Preliminary
Over view of t h e soft war e in du st r y in In dia, Applicat ion an d Syst em soft war e,
Oper at in g syst em s, Clou d com pu t in g , Vir t u alization , SaaS, Alien soft ware.
Over view of pr ogr am m in g lan gu ages.
Un i t V Rol e Of Tel ecom m u n i cat i on an d Net wor k i n g i n i t (4 H r s)
Level of k now ledge: Work ing k now ledge

Com pon en t s of t elecom m u n icat ion syst em s. Telecom scen ar io in In dia. Types of
n et wor k s an d t opology. Wir eless t ech n ology. GSM, CDMA. Social n et wor k s.
Un i t VI I n f or m at i on Tech n ol ogy Appl i cat i on s (5 Hr s)

Level of k now ledge: Work ing know ledge
In for m at ion su per h igh way, Gr ou pwar e, Mu lt im edia, Voice r ecogn it ion an d Tou ch
screen s, Con ver gen ce, Vir t u al realit y, Ar tificial In t elligen ce, Bu sin ess In t elligen ce
Gr owt h of in t er net , In ter n et2. In t er n et gover n in g bodies. Im pact of in t er n et
con n ect ivit y an d pr icin g in In dia (ru r al an d u r ban ). In t r an et s, ext ran ets, EDI.
Un i t VI I I m pact of i t on Or gan i zat i on s, I n di v i du al s an d Soci et y (2 Hr s)
Level of k now ledge : Application

Et h ical Issu es, In for m at ion pr ivacy, In for m at ion Tech n ology & it s im pact on
Or gan izat ion s, IT & it s im pact on individu als, Healt h & safet y, Social impact of
IT, IT & employm en t ., Over view of cyber laws.
[Tot al : 3 0 Hou r s]
Sk i l l Dev el opm en t
1. Th e cou rse is facilit at ed by class lectu res an d in t er action

2. Case st u dies
3. St u den t pr esen t at ion an d classr oom discu ssion s.
4. Gr ou p pr esen t at ion s on em ergin g t ech n ologies
5. Discu ssion on con t em por ar y an d cu r r en t issu es in IT
Pr escr i bed T ex t
1. Efr aim ,T., Dor ot h y, L., Eph r aim , McLean ., & J am es, W., Information
technology for management: t ransforming organizations in the digital econom
(7 th ed.). In dia: J oh n Wiley & Son s Pu blicat ion s.
12
Ref er en ces
1. Car r oll, W.F., Joh n , C. F. (5 t h ed.). USA: Th om son - Cou rse Tech nology
Pu blicat ion s.
2. Lu cas., Information technology. New Delh i: J oh n Wiley & Son s In c
Pu blicat ion s.
3. O'Br ien Jam es A., Management inf ormation systems. Managing information
technology in the business enterprise (7 th ed.). In dia: Tat a McGr aw Hill
Pu blish in g Co. Lt d.
4. Ram esh , B. (2009). IT for management. New Delh i: Tat a McGr aw Hills
Pu blicat ion s.
5. St air Ralph . (2008).Principles of information system. New Delh i:
Cen gage Pu blicat ion s.
6. Tu r ban , Mclean ., Wet h er be. (2008). Mak ing connections for strategic
Advantage. New Delh i: Joh n Wiley & Son s In c Pu blicat ion s.
7. William s, Br ian . K., Sawyer , S. C., Lat est complete version using information
technology. A practical introduction to computers and communications. India:
Tat a McGr aw -Hill Pu blish in g Co. Lt d.
Ex per t Mem ber
1. Pr of. B. Rajen dr an Th an gadu r ai,

RB & Cr eat ion s,
501 Block 18 Glit t er ,
Su n City Apar t m en t s
Ou t er r in g Road,
Ban galor e -34
2. Pr of. A.R. Mu t h u swam y

Ex-ED-SAIL,
Ext er n al Facu lt y,
Ban galor e.
13
M BA 1 3 4 Fi n an ci al Accou n t i n g f or Man ager s

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a com pu lsory su bject in t h e fir st t r imest er . Today‘s wor ld

is of in for m at ion —it s preparat ion , com m u n icat ion , an alysis, an d u se.
Accou n t in g is at t h e h ear t of t h is in for m at ion age. By st u dyin g t h is cou rse,
st u den t will lear n abou t con cept s, procedu r es, an d an alyses t h at ar e u sefu l in
ever yday act ivit ies. Th is cou rse describe con cept of accou n t in g, accou n t in g
prin ciples, u ser s an d u ses of accou nt in g in for m at ion , accou n t in g equ ation
r ecor din g of t r an sact ion s i.e., jou r n al, ledger , su bsidiar y book s, ban k
r econ ciliat ion st at em en t, t r ail balan ce. Th e cou r se also discu sses preparat ion of
In com e st at em en t an d Balan ce sh eet an d fin an cial st atemen t an alysis.
To u nder st an d t h e fu n dam en t als of fin an cial accou n t in g;

To cr eat e an awar en ess of t h e im port an ce and u sefu ln ess of t h e accou n t in g
fu n ct ion ;
To develop an u n der st an din g of fin an cial st at em en t s an d t h e pr in ciples an d
con cept s u n der lyin g t h em ;
To lay fou n dat ion for developin g t h e sk ills t o in t er pr et Fin an cial St at em en t s;
To u nder st an d an d proper pr esen t at ion of com pan y‘s An n u al r epor t ;
Cash flow an d fu n d flow st at em en t , r at io an alysis.
To r eview t h e developm en t s in accou n tin g
Un i t I I n t r odu ct i on t o Accou n t i n g (2 Hr s)
Level of Know ledge: Conceptual and Basic

In tr odu ct ion t o Accou n t in g, Need for Accou nt in g, Aim an d in flu en ce of
accou n t in g in t h e in for m at ion age.
Ident ificat ion of for ms of or gan izat ion an d t h eir ch aract er ist ics.
Ident ificat ion an d descr ipt ion of t h r ee m ajor activit ies in or gan izat ion s.
Ident ificat ion of u sers an d u ses of accou n t in g.
Explan at ion an d in t er pr et at ion of accou n t in g equ at ion
Un i t I I Fi n an ci al Accou n t i n g – Con cept , Con cept i on s, I GAAP & I FRS

(4 Hr s)
Level of Know ledge: Work ing Know ledge
Accou n t in g St an dards - IGAAP & IFRS
Mean in g of accou n t in g pr in ciples – Con cepts & Con ven t ion s
Accou n t in g Pr ocess
Accou n t in g equ at ion – Asset accou n t, Liabilit y accou n t & Equ it y accou n t
An alyzin g t r an sact ion s – Tr an sact ion an alysis
Debit s an d cr edit s an d explan at ion regar din g t h eir r ole in dou ble-en tr y
accou n t in g.
14
Un i t I I I St eps i n Pr ocessi n g Tr an sact i on (8 Hr s)

Dou ble-en t r y book -k eepin g syst em , J ou r n al, Ledger, Post in g, Debit s, Cr edit s,
Tr ial Balan ce, Adju st in g en t r ies, Fin al Accou n t s for n on -cor por at e
(Man u fact u r in g Tr adin g, P& L, B/ S), Fin al Accou n t s for Cor por at e (P& L, B/ S,
P& L Appropr iat ion ).
UNI T I V Su bsi di ar y Book s (2 H r s)

Mean in g of su bsidiar y book s
Types of su bsidiar y book s
Prepar at ion of Cash book – Two colu m n & t h ree colu mn cash book
Ban k r econ ciliat ion st at em en t
Mean in g & classificat ion of accou n t in g er r or s
Un i t V Pr epar at i on of Di scl osu r e – An n u al Repor t (4 Hr s)

Disclosu r e of in for m at ion , In dian Accou nt in g St an dar ds, Legal r equ ir em en t
(Com pan yǁ Act , SEBI, In com e-Tax Act et c.) Reven u e Recogn ition , Fixed Asset s &
Depr eciat ion Accou n t in g, In t an gible Asset s an d In ven t or y valu at ion .
Un i t VI Fi n an ci al St at em en t An al y si s an d I n t er pr et at i on (1 0 Hr s)
Com par at ive an d com m on size st at em en t , Fin an cial st at emen t an alysis an d
In ter pr et at ion , Tren d an alysis, Types of r at ios an d it s im por t an ce, Fu n d flow
an alysis, Cash flow an alysis
[T ot al : 3 0 Hou r s]
1. Lect u re an d Discu ssion

2. Classroom Case discu ssion an d an alysis
3. Pr esen t at ion by stu den t s in Gr ou p
4. Class exer cises an d Test s
5. Su r pr ise Test an d Qu iz
6. In dividu al / Grou p Assign m en t s
15
Pr escr i bed T ex t s
Nar yan swam y, R. Financial accounting – A management perspective, (4 th ed.).

PHI.
Ref er en ces
1. An th on y ,Rober t . (2009), Accounting text and cases. New Delh i: Tat a McGr aw-
Hill Pu blicat ion s.
2. Bh at t ach ar ya,A.B. (2010). Financial accounting for business managers. (3 rd
Ed.). New Delh i : Pr en t ice Hall of In dia.
3. Gu pt a, Am br ish ., Financial accounting for management. New Delh i: Pear son
Pu blicat ion s.
4. Lal, J awah ar ., & Sr ivast ava, Seem a. Cost accounting. New Delh i: Tat a
McGr aw Hill Pu blicat ion s.
5. Mah esh war i S.N., Advance accounting. New Delh i: Vik ash Pu blish in g Hou se.
6. N.Ram ch an dran ., & Kak an i. (2010), Financial accounting f or management (3 rd
ed.). Delh i: Tat a McGr aw-Hill Pu blicat ion s.
7. Prasan n a, Ch an dr a.(2010). Managers guide to finance and accounting. New
Delh i: Tat a McGr aw-Hill Pu blicat ion s.
8. Tu lsian , P.C. (2010). Financial accounting. New Delh i: Pearson Pu blication s.
Ex t er n al Ex per t s
1. Pr of. Sh et t y FCA 2. CA Deepik a R Gu pt a FCA

Depar t m en t of Managem en t IIM Ban galor e
Dayan ad Sagar Inst it u t e
Ban galor e
3. Pr of Ch owdar i Pr asad
T A Pai Man agem en t In st it u t e
Man ipal Kar n at ak a
16
M BA 1 3 5 M an ager i al Econ om i cs I
2 Cr edi t s
Descr ipt ion
Th is cou rse is offer ed in fir st t r im est er t o equ ip t h e st u den t s t h e ar t of

m an ager ial decision m ak in g at t h e fir m level. Man ager ial Econ om ics
in t rodu ces t h e con cept of m ark et s, pr icin g an d m an ager ial decision m ak in g.
Th e fir st par t focu ses on essen t ial con cept s su ch as scar cit y an d efficien cy,
problem s of econ om ic societ y, dem an d an alysis, elast icit y, con su m er
beh avior , pr odu cer beh avior , an d cost an alysis. Th e secon d par t of t h e
cou r se focu ses on advan ced t opics in econ om ic an alysis, wit h a focu s on
st r at egic beh avior of t h e bu sin ess fir m s, differ en t k in ds of m ar k et st r u ct u r es
an d pr icin g st r at egies
Learn in g Object ive
Learn in g Evalu at e econ om ic beh avior , r espon se t o in cen t ives, u t ilit y,

sat isfyin g an d m axim izin g t r ait s in con su m er s
Un der st an d an d appr eciat e t h e pr odu ct ion dyn amics – in clu din g cost,
r even u e an d pr ofit con sider at ion s
Evalu at e an d com pare t h e var iou s t ypes of m ar k et st r u ct u r es an d u se t h em
wh en plan n in g pr ice policy in in du st ry
Learn t h e opt im izat ion fu n ct ion s for bot h con su m er an d pr odu cer equ ilibr iu m
Dem on st r at e t h e u se of m icr o con cept s lik e elast icit y an d oppor t u n it y cost in
st r at egic plan n in g
Design opt im al combin at ion s for u se of scar ce r esou r ces wit h t h e m ar gin al
cost – ben efit an alysis
Un i t I I n t r odu ct i on (1 Hr )
In tr odu ct ion t o Manager ial Econ om ics, Econ om ic Syst em s, Produ ct ion
possibilit y cu r ve, Gen er al an d Par t ial Equ ilibr iu m an alyses
Un i t I I Dem an d an d Su ppl y An al y ses (Appl i cat i on ) (5 Hr s)
Defin it ion of dem an d, Law of dem an d an d it s det er m in an t s an d except ion s,

m ovem en t alon g t h e dem an d cu r ve an d sh ift in dem an d cu r ve. Defin it ion of
su pply, Law of su pply , Movemen t alon g t h e su pply cu r ve an d sh ift in su pply
cu r ve, Fact or s affect in g su pply, Mar k et equ ilibr iu m . Applicat ion of dem an d an d
su pply an alyses. Con cept s of elast icit y, degr ee, det er m in an t s & t ypes , pr act ical
im plication , Relat ion sh ip of Reven u e an d elast icit y of dem an d, dem an d
for ecast in g
17
Un i t I I I T h e Con su m er Beh av i ou r (Appl i cat i on ) (5 Hr s)
In tr odu ct ion t o Con su m er beh avior, Utilit y, Car din al appr oach , Or din al
appr oach , Con su m er ‘s equ ilibr iu m u sing In differ en ce cu r ve an alysis, Applicat ion
of In differ en ce cu r ve an alyses
Un i t I V An al y ses of Pr odu ct i on , Cost s an d Rev en u es (5 Hr s)
Produ ct ion fu n ction s, Law of Var iable proport ion s, r et u r n s t o scale an d

econ omies of scale. Cost s , Isoqu an t s, Least cost com bin at ion t ypes of cost s ,
Sh or t r u n cost s an d lon g r u n cost , Reven u e An alysis –TR, AR an d MR, an d
break even an alysis, ( case st u dy)
Un i t V M ar k et St r u ct u r e an d Pr i ci n g Pol i cy (Par t I ) (5 Hr s)
Types of mark et s, Per fect com pet it ion featu res, Pr ice det erm in at ion an d
equ ilibr iu m in t h e sh or t r u n an d t h e lon g r u n , Mon opoly - feat u r es, equ ilibr iu m
con dit ion , Pr ice discr im in at ion . (Case st u dy)
Un i t VI M ar k et St r u ct u r e an d Pr i ci n g Pol i cy (Par t I I ) (6 Hr s)
Mon opolistic compet it ion - feat u r es, equ ilibr iu m Du opoly, Oligopoly, Non
Collu sive an d Collu sive oligopoly m odels,. (Case st u dy)
Un i t VI I Gam e Th eor y (3 Hr s)
Basics of gam e t h eor y, Dom in an t st r at egy, Nash equ ilibr iu m Pr ison er s‘ Dilem m a
1. Gr ou p presen t at ion s on var iou s econ om ic pr in ciples an d t h eor ies wit h

det ailed descript ion .
2. Pract ical pr oblem s in for ecast in g deman d for t h e pr odu ct s.
3. Case st u dies
4. Presen t at ion s on mar k et st ru ct u r e an d com pet it ion .
5. Applicat ion exer cises on cost an d pr odu ct ion an alysis.
Ref er en ces
1. Man k iw, N. Gr egor y. (2010). Principles of micro economics. New Delh i, In dia:
Th om son .
18
2. Salvat or e, D. (2012). Managerial economics in a globalized economy. New

Yor k : TATA MCGr aw Hill.
3. Trivedi, M.L. (2010). Managerial economics - tehory and applications . New

Delh i,In dia: TATA M C gr aw Hill.
4. Dam odar an , Su m a. (2011). Man ager ial Econ om ics (2n d ed.). New Delh i,
In dia: Oxfor d Un iversit y Pr ess.
1. Dr . Viswan at h N.S. 3. Mr. Gir i Nar ayan an

Dir ect or Dir ect or – HR
Bh avan Marsh all In st it u t e of Man agemen t GE Power ,
Race Cou r se Road Ban galor e
Ban galor e.
2. Dr . Su bh ash Sh ar ma,
Dir ect or
In dian Bu sin ess Academy
Ban galor e.
19
M BA 1 3 7 M an agem en t Com m u n i cat i on an d Case St u di es

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed in t h e fir st t r im est er an d it em ph asizes t h e im por t an ce of

com m u n icat ion in t h e world of bu sin ess. Today com m u n icat ion plays a vit al r ole
for effect ive an d efficien t fu n ct ion in g of or gan izat ion . Fu t u r e leader s an d
m an ager s t o be su ccessfu l h ave t o m ast er t h e art of bot h verbal & n on -ver bal
com m u n icat ion . Th e cou r se equ ips t h e st u den t s to acqu ir e cor e com pet en cies
& sk ill set s t o be bet t er com m u n icat ors.
To m ak e t h e st u den t s u n der st an d t h e nu an ces of t h e com m u n icat ion pr ocess

in t oday‘s dyn am ic cor por at e wor ld
To sh ar pen t h e an alyt ical, writ t en an d spok en comm u n icat ion sk ills of t h e
st u den t s
To t each t h em basic sk ills of m ak in g pr esen t at ion s an d case an alyses t h at ar e
u sefu l t o t h em n ot ju st in t h eir academ ic pu r su it s, bu t t h rou gh ou t t h eir car eer s
Un i t I I n t r odu ct i on t o M an ager i al Com m u n i cat i on (6 H r s)

Im por t an ce of com m u n icat ion , Pr ocess of com m u n icat ion , Bar r ier s t o
com m u n icat ion - Over com in g bar rier s t o com m u n icat ion , Essen t ials of Good
Com m u n icat ion .
Un i t I I Com m u n i cat i n g at Wor k (6 Hr s)

Level of Know ledge: Conceptual
Com m u n icat ion n et wor k s, Form al comm u n icat ion n et wor k s - Down ward
com m u n icat ion , Upwar d com m u n icat ion , Hor izon t al com m u n icat ion , In for m al
com m u n icat ion n et wor k s - Based on – Fr ien dsh ips, Sh ar ed per son al or car eer
in t er est an d pr oxim it y bet ween work er s.
Communication, Culture and Work

Cu lt u r al diver sit y an d com m u n icat ion - Th e Nat u r e of cu lt u re, Cu lt u r al
differ en ces in in t er n at ion al bu sin ess, Social cu st om s, St yles of dr ess, Tim e,
Gen der roles.
Verbal and Nonverbal Messages

Ver bal Messages - Clar it y an d Am bigu it y, In flam m at or y lan gu age, Male &
Fem ale lan gu age u se. Non ver bal Comm u n icat ion - Types of Non -ver bal
com m u n icat ion , Ch ar act er ist ics of Non ver bal com mu n icat ion
20
Communicating w ith Technology

Elect r on ic com m u n icat ion Tech n ologies- Teleph on e, Facsim ile an d com pu t er s -
Issu es r elat in g t o com m u n icat in g wit h Elect r on ic Tech n ologies- Su ch as
In for m at ion over load, An on ym it y, Lack of In ter per son al con t act an d
or gan izat ion al valu es.
Un i t I I I Wr i t t en Com m u n i cat i on (6 Hr s)
Level of Know ledge: Conceptual & Application
Prin ciples of Let t er Wr it in g - St r u ct u re an d layou t of let t er s, Sales let t er s - Claim
an d Adju st m en t let t er s, Cr edit an d Collect ion let t ers - Cir cu lar let t er s,
Mem or an du m , Not ices, Agen da an d Min u t es, Dr aft in g Mem os, Met h od of
wr it in g- n ot ices, Agen da an d Min u t es of t h e m eet in gs, Repor t writ in g - Types of
r epor t s - Impor t an ce of r epor t s - St r u ct u r e of r epor t s
Un i t I V Case St u di es (6 Hr s)
Level of Know ledge : Conceptual & Application
Un i t V M ak i n g Ef f ect i v e Pr esen t at i on s (6 Hr s)
Level of Know ledge : Application
(Pr act ical session s by st u den t s) - Or al Pr esen t at ion - Body lan gu age, Voice
Modu lat ion , Au dien ce awar en ess, Eye con t act , St an ce, Pr esen t at ion plan -
Visu al Aids
Sk i l l Dev el opm en t :
1. Gr ou p pr esen t at ion s on var iou s t opics r elat ed t o comm u n icat ion

2. Case st u dies
Cor e Tex t
1. Raym on d, V.L., Marie, E.F. (2009). Basic business communication. New Delh i:
Tat a McGr aw Hill Pu blish in g Com pan y Lt d.(11 t h ed.).
R ef er en c es
1 . Ad l er , R. B . , E l m h or st , J . M a r q u a r d t . , Com m u n i ca t i n g a t w or k . Th e
M c Gr a w - H i l l Pu b l i c a t i on s .
2. Bovee, L., Th ill, J.V. & Ch at u rvedi, M. (2009). Business communication today
coutland ( 9 th ed.).
3. Ch at u r vedi, P.D., Ch at u rvedi, M., Business communication. Delh i: Pear son
Edu cat ion .
21
4 . E w a l d , H . R. , & B u r n et t , R. E . , B u s i n es s com m u n i ca t i on . NJ : Pr en t i c e-
H a l l I n t er n a t i on a l Pu b l i c a t i on s .
5. Rai, Ur m ila., & Rai, S. M., Business communication. Him alaya Pu blish in g Hou se.
6. Ram ach an dr an , K. K., Lak sh m i, K.K, Kar t h ik , K.K & Kr ish n ak u m ar , M.
(2008). Business communication. Macm illan In dia Lt d Pu blicat ion s.
7. Ram an , Meen ak sh i., & Sin gh , Pr ak ash . (2008). Business communication.
Oxfor d Un iver sit y Pr ess Pu blicat ion s.
1. Dr . Viswan at h N.S.
Dir ect or
Bh avan Marsh all In st it u t e of Man agemen t
Race Cou r se Road
Ban galor e.
2. Dr . Su bh ash Sh ar m a,
Dir ect or
Ban galor e.
3. Mr. Gir i Nar ayan an

Dir ect or – HR
GE Power ,
Ban galor e
22
M BA1 39 Pl an n i n g an d Deci si on Mak i n g
2 Cr edi t s
Descr ipt ion
Man ager s ar e r egar ded an d evalu at ed in t er m of su ccess in mak in g decision s.

Decision -m ak in g is t h e m ain r espon sibilit y an d fu n ction of t h e m anager . Th is
cou r se descr ibes t h e st eps n ecessar y to mak e decision s th at ar e align ed wit h
bu sin ess object ives an d pr ovides pr oblem solvin g t ools t o addr ess a ran ge of
ch allen ges t h at every m an ager en cou n t er s.
Th e cou r se u t ilizes lect u r es, in depen den t r eadin g, presen t at ion , an d act ive
par t icipat ion .
To give an in tr odu ction t o m an agem en t st u dies an d a br ief ou t lin e on t he

h ist or y an d developm en t of m an agem en t t h ou gh t .
To pr ovide an u n der st an din g abou t t h e fu n ct ion of plan n in g an d con t r ollin g.
To pr ovide a con cept u al k n owledge of decision m ak in g tech n iqu es
Un i t I I n t r odu ct i on (6 H r s)
Nat u r e an d pu rpose of Man agem en t:

Mean in g; Scope; Man ager ial levels an d sk ills; Man ager ial Roles; Man agem en t :
Scien ce, Ar t or Pr ofession ; Un iver salit y of Man agem en t .
Evolu t ion of Man agem ent Th ou gh t :
An cien t r oot s of m an agem en t t h eor y; Classical sch ools of m an agem en t t h ou gh t ;
Beh aviou r al Sch ool, Qu an t it at ive School; Syst em s Appr oach , Con t in gen cy
Appr oach ; Con t em por ar y Man agemen t t h in k er s & t h eir con t r ibu t ion . An cien t
In dian Man agem ent Syst em s & Pr act ices. Com par at ive St u dy Of Global
Man agem en t Syst em s & Pr act ices.
Visu al Mat er ial:
1. Pat n aik , D. Management using Indian My thology .
2. Docu men t ar y by Tom Pet er s
Assign m en t :
Com par e man agem en t pr act ices (POSLC) of k ey econ om ies in t h e wor ld n am ely
U.S.A., J apan , Chin a, In dia, U.K., Fran ce, Germ an y, Ru ssia & Br azil.
Un i t I I Pl an n i n g (7 Hr s)
Types of Plan s; St eps in Plan n in g Pr ocess; St r at egies, Policies an d Plan n in g

Prem ises (Plan n in g appr oach es); For ecast in g & MBO.
Assign m en t :
1. Gr ou p pr esen t at ion s on act ion plan pr epar at ion t o organ ize even t s e.g.
Blood Don at ion Cam p, A Hou sin g Loan Mela, A Mu sical Nigh t by J agjit
Sin gh , A Man agem en t Fest , A J ob Fair , An Au t o Expo, Nat ion al Games,
Film far e Awar ds.
23
Un i t I I I Deci si on Mak i n g (7 Hr s)
Th e Im port an ce an d Lim it at ion s of Rat ion al Decision Mak in g: Lim it ed or

―bou n dedǁ r at ion alit y.
Th e Decision Pr ocess: Five k ey st eps
St ep 1: Est ablish a con t ext for Su ccess
St ep 2: Fr am e t h e issu e pr oper ly
St ep 3: Gen erat e Alt er nat ives
St ep 4: Evalu at e t h e Alt er n at ives
Qu an tit at ive an d qu alit at ive fact or s, m ar gin al an alysis, cost effect ive
an alysis.
St ep 5: Choose t h e Best Alt ern at ive : 3 Appr oach es - Exper ien ce,
Exper imen t at ion , Resear ch an d An alysis.
Ref er en ce Book s
1. Dr u ck er , P.F. The Effective Decision

2. Ham m on d, J .S., Keen ey, R.L. & Raiffa, H. (Mar ch 1998). Even Swaps: A
Rat ion al m et h od for m ak in g t r ade-offs. Harvard Business Review .
3. St r yk er , P. Can you An alyze Th is Pr oblem? Harvard Business Review .
4. Str yk er , P. How t o An alyze Th at Pr oblem ? Harvard Business Review .
5. Hayash i, A.M.(2001). Wh en t o t ru st you r Gu t . Harvard Business Review ,
79(2), pp. 58-65.
6. Gopalak r ish n a, R.S. (2009). The case of the bonsai manager. Pen gu in Book s
In dia.
Un i t I V (4 Hr s)
Progr amm ed an d Non -Pr ogr am m ed decision s, t h e Un cer t ain t y Pr oblem: How t o
deal wit h u n k n own s, Hu m an Foibles : How t o cou n t er t en den cies t h at can
am bu sh you r decision , Or gan izat ional Tr aps : Th e Madn ess an d wisdom of
cr owds
Su ggest ed Readin g:
1 Ham m on d, J .S., Keen ey, R.L. & Raiffa, H.( J anu ar y, 2006). Th e Hidden Tr aps
in Decision Mak in g. Harvard Business Review .
Un i t V (4 H r s)
Decision Su ppor t Syst em s

Man agin g Cr eat ivit y an d In n ovat ion : Th e creat ive pr ocess, Tech n iqu es t o
en h an ce creat ivit y.
Un i t VI Con t r ol l i n g (2 Hr s)
Nat u r e of or gan izat ion al con t r ol; con t r ol pr ocess; Met h ods and t ech n iqu es of
con t r ol; Design in g con t r ol syst em s.
24
Assign m en t :
1. Iden t ify cases wh ere com pan ies h ave failed du e t o fau lt y / absen ce of
adequ ate con t r ol syst em s. (For ex. Au dit failu re at Sat yam com pu t er s)
[Tot al : 3 0 H ou r s]
1. Exposu r e con t em por ar y m an agem en t pr act ices t h r ou gh r ole plays/

sim u lat ion s
2. To h on e decision m ak in g sk ills th r ou gh case st u dies
Pr i m ar y Ref er en ce Book s
Koon t z, H. & Hein z, W. (2013). Management (12 th Edit ion ). Tat a McGr aw Hill
Pu blicat ion s.
Decision Mak ing – 5 Steps to Better Results. Harvar d Bu sin ess Ser ies.
Secon dar y Ref er en ce Book s
1. Daft, R. L. (2013). The new era of management (10 th ed.). Cen gage
Pu blicat ion s.
2. Prasad, L.M., Pr in ciples an d pr act ices of m an agemen t , New Delh i: Su lt an
Ch an d & Son s.
3. St on er , J .F., Fr eem an , E. R., & Gilber t, D.R. (2012). Management (6 th ed.).
Pear son Pu blicat ion s.
1. Dr . Viswan at h N.S.
Dir ect or
Bh avan Marsh all In st it u t e of Man agemen t
Race Cou r se Road
Ban galor e.
Dir ect or
Ban galor e.
3. Mr. Gir i Nar ayan an

Dir ect or – HR
GE Power ,
Ban galor e
25
M BA 1 4 0 Or gan i zat i on al Beh av i ou r
3 Cr edi t s
Descr ipt ion
Th is is a fou n dat ion cou r se. Th e cou r se is design ed t o in t r odu ce t h e field of

or gan izat ion al beh avior , givin g special at t en t ion t o t h e m ajor ch allen ges an d t h e
par adigm sh ift facin g t oday's m an agem en t ; t o pr esen t t h e or gan izat ion al
beh avior per spect ive for m an agem en t ; t o pr ovide oppor t u n it ies t o express on e‘s
beh aviou r an d exper ien ce ot h er s‘ beh aviou r . Th e experien t ial lear n in g m et h od is
adopt ed.
To en h an ce t h e st u den t s‘ u n der st an din g of on e‘s own beh aviou r an d it s

im pact on ot h er s.
To develop a m ean in gfu l in sigh t t o diagn ose an d effect ively deal wit h h u m an
beh aviou r at t h e wor k place.
To develop stu den t s sk ills for in flu en cin g an d m an agin g gr ou ps t h u s
en h an cin g per son al & in t er per son al sk ills.
Un i t I I n t r odu ct i on t o Or gan i zat i on al Beh av i ou r (3 Hr s)
Level of Know ledge: Basic Know ledge

Hist or ical Developm en t , Beh aviou r al scien ces an d Organ izat ion al beh aviou r ,
Mean in g, Im por t an ce, Basic con cept s, or gan izat ion al beh aviou r (OB) in global
con t ext, Man agin g wor k er diver sit y.
Un i t I I I n di vi du al Beh av i ou r – Per son al i t y & Per cept i on (7 Hr s)
Level of Know ledge: Conceptual & Application

Personality : Fou n dat ion s of in dividu al beh aviou r , Person alit y, Mean in g an d
Im por t an ce, Developm en t of per son alit y, Det er min an t s of per son alit y, Th eor ies of
per son alit y, Relevan ce of per son alit y t o m an ager s.
Perception: Nat u r e, Im por t an ce an d Defin it ion of Per cept ion , Fact or s in volved in
per cept ion, Th e Per cept u al Pr ocess, Per cept u al Select ivit y an d Or gan izat ion ,
Applicat ion s in Or gan izat ion s.
Un i t I I I Lear n i n g, At t i t u des, Val u es & J ob Sat i sf act i on (5 H r s)
Level of Know ledge: Conceptual & Application.

Learn in g: Defin it ion an d Im por t an ce, Th eories of lear n in g, Pr in ciples of lear n in g,
Sh apin g as man ager ial t ool, Applicat ion s in or gan izat ion s. At t it u des, Valu es an d
J ob Sat isfact ion : Sou r ces an d t ypes of at t it u des, At t itu de for m at ion an d
ch an ge, Cogn it ive Disson an ce Th eory. Valu es: mean in g, im por t an ce, sou r ce an d
26
t ypes, an d applicat ion s in or gan izat ion s. Effect s of employee at t it u de, J ob r elat ed
at t it u des
Un i t I V M ot i v at i on (4 Hr s)
Level of Know ledge: Conceptual & Work ing Know ledge

Mean in g, Th eories of mot ivat ion , Mot ivat ion applied in or gan izat ion s, J ob design ,
Per for m an ce appr aisal, Goal set t in g.
Un i t V Gr ou ps & Team s (4 H r s)
Level of Know ledge: application & Work ing Know ledge

Gr ou ps - Mean in g classificat ion an d n at u r e of grou ps, Stages of gr ou p
developm en t , Resou r ces st ru ct u r e an d pr ocesses, Task s an d effect of gr ou ps on
per for m an ce an d sat isfact ion . Team s - Mean in g of t eam s, Types of t eam s,
ch ar act er ist ics of t eam s, Team developm en t , Team decision m ak in g.
Un i t VI En h an ci n g I n t er per son al Ef f ect i v en ess (5 Hr s)
Level of Know ledge: Skill Development & Application

In cr easin g Per son al an d In t er per son al effect iven ess t h r ou gh u n der st an din g an d
pract icin g, Tr an sact ion al An alysis an d J oh ari Win dow Model.
Un i t VI I Power & Pol i t i cs (4 H r s)
Level of Know ledge: Conceptual & Sk ill Development Know ledge

Mean in g, n at u re & bases of power , power relat ion sh ips, or gan izat ion al polit ics,
ou t com es of power .
Un i t VI I I M an agi n g Or gan i zat i on al Cu l t u r e (5 Hr s)
Level of Know ledge: Application & Work ing Know ledge

Mean in g, dim en sion s & Types of cu lt u r e, Cr eat in g, Su st ain in g & Tr an sm it t in g
cu lt u r e, Keepin g cu lt u r es alive & How em ployees lear n cu lt u r e.
Un i t I X M an agi n g Or gan i zat i on al Con f l i ct & St r ess (4 Hr s)
Level of Know ledge: Skill Development & Work ing Know ledge
Man agin g or gan izat ion al con flict : Meanin g & views t o con flict , sou r ces of
con flict , Resolu t ion t ech n iqu es, an d st imu lat ion t ech n iqu es. St r ess: Mean in g,
fact or s r espon sible for st r ess, copin g st r at egies
27
Un i t X M an agi n g ch an ge an d devel opm en t (4 Hr s)
Level of Know ledge – sk ill development & application k now ledge

Mean in g & t ypes of ch an ge, m an aging organ izat ion al chan ge, resist an ce t o
ch an ge, over com in g resist an ce t o ch an ge.
Mean in g & valu es of or gan izat ion al developmen t , Or gan izat ion al developm en t
appr oach es an d t ech n iqu es.
1. A learn in g diar y t o be m ain t ain ed t o st im u lat e in t rospect ion abou t on e‘s

beh aviou r .
2. Case st u dies, gr ou p discu ssion s, exer cises, gam es, r ole-plays & psych ological
in st r u m en t s will be adopt ed.
3. Ter m paper , sm all gr ou p in t er act ion , gr ou p t ask s an d pr esen t at ion s will be
m ade com pu lsor y.
1. Udai Par eek ., (2009). Understanding Organizational Behavior. Oxfor d

Un iver sit y Pr ess.
2. Robbin s & J u dge., (2009). Organizational Behavior. 13t h Edit ion , Pr en t ice
Hall of In dia.
3. Debr a l. Nelson & J am es C. Qu ick ., (2009). Organizational Behavior,
Th om son Sou th West ern .
Ref er en ces
1. Fr ed, Lu t h an s. (2009). Organizational behavior. McGr aw –Hill in t er n at ion al

edit ion .
2. Helr iegel, D., Slocu m , J. N., & Woodm an , R. W. (2009). Organizational
behavior. Macgr aw-Hill.
3. Hodeget t s, R. M. (2009). Organizational behavior. Macm illan .
4. Gr een ber g, J ., & Bar on , R. A. (2009). Behavior in organizations. Pr en t ice h all
of In dia.
5. Rober t , Kr eit n er ., & An gelo, Kin ick i. (2009). Organizational behavior. McGraw
h ill.
1. Dr . B.C San jeevaiah , 3. Mr . Gir in ar ayan
Pr ofessor & Ch air m an Director – Hu man Resou r ce
Post Gr adu at e Depar tm en t of Com mer ce Lin eage Power Lt d
Ban galor e Un iver sit y Ban galor e
2. Dr .Poor n im a 4. Dr . Su bh ash Sh arm a

Facu lt y, Icfai Bu sin ess Sch ool, Dir ect or , In du s Bu sin ess
Ban galor e Academ y Ban galor e
28
M BA 1 4 1 M an ager i al St at i st i cs
2 Cr edi t s
Descr ipt ion
Th is is a cor e cou r se for 2 cr edit h ou rs. It will discu ss fr om bot h con cept u al an d
applicat ion per spect ive, basic st at ist ical an d m at h em at ical con cept s an d t ools
widely u sed in bu sin ess application s. Th e cou r se gives a basic m at h emat ical /
st at ist ical in pu t desir ed for a clear u n der st an din g of cor e cou r ses lik e
Econ om ics, Fou n dat ion s of Fin an ce, Man ager ial Fin an ce, Oper at ion s
Man agem en t an d elect ives in Mar k et in g & Fin an ce Cou r ses. Fu r t h er it en ables
t o con cept u alize bu sin ess pr oblem s in st at ist ical / m ath em at ical t erm s an d solve
t h em t o pr ovide solu tion s.
Mu lt iple pedagogies an d act ive cou r se par t icipan t s sh ou ld m ak e t h is cou r se as

u sefu l fou n dat ion for con t in u ed profession al developm en t . Wit h diligen ce an d
com m it m en t t o m u t u al lear n in g, t h e followin g lear n in g ou t comes can be
accom plish ed.
Becom e awar e of Dat a – t o – In for m ation Con ver sion Process

Su m m ar ize dat a by com pu t in g m easu res of Cen t r al Ten den cy, Disper sion ,
Sk ewn ess an d Ku r t osis
Un der st an d t h e con cept of Probabilit y & r an dom var iables an d applicat ion s of
im por t an t pr obabilit y m odels
Un der st an d th e n eed an d applicat ion of samplin g m et h ods. Var iou s sam plin g
m et h ods u sed in pr act ice will be discu ssed.
Un der st an d an d apply appr opr iat e in fer en t ial st atist ical tools of est im at ion
an d t est in g of h ypot h esis. Un der stan d t h e m et h od of evalu at in g t h e
associat ion bet ween var iables t h r ou gh cor r elat ion an d r egression m odelin g.
Use basic t im e series an alysis for for ecast in g.
Un der st an d t h e appr oach for decision mak in g u n der u n cer t ain t y.
Appr eciat e t h e u se of som e basic m at h em at ical t ools for bu sin ess
applicat ion s.
Un i t I I n t r odu ct i on & Appl i cat i on of Qu an t i t at i ve M et h ods i n m an ager i al

Deci si on M ak i n g (4 Hr s)

Dat a pr ocessin g- Classificat ion – Su m m ar izat ion – Tabu lat ion of dat a –
presen t at ion (t abu lar an d gr aph ic) – Fr equ en cy dist r ibu t ion . Measu r es of cen t r al
t en den cy - Ar it h m et ic m ean , Weigh t ed m ean , Geom et r ic m ean , Median , Mode,
an d Par t it ion valu es – Qu ar t iles, Deciles an d Per cen t iles. Measu r es of dispersion
-Ran ge, Qu ar t ile deviat ion , St an dar d deviat ion , Var ian ce an d Co-efficien t of
var iat ion
29
Un i t I I Pr obabi l i t y (5 H r s)
Level of Know ledge: Conceptual and Work ing

Ru les – Con cept s - Con dit ion s of st at ist ical depen den ce an d in depen den ce,
Bayes‘ t h eor em an d it s applicat ion s. Pr obabilit y dist ribu t ion s – Ran dom variable,
Expect ed valu e, Bin om ial, Poisson, Nor m al an d Expon en t ial dist r ibu t ion s
Un i t I I I Sam pl i n g Desi gn (4 H r s)

Nat u r e, t ypes, Probabilit y sam plin g, Non probabilit y sam plin g. Est im at ion -Poin t
an d In t er val est im ates – Con fiden ce in t er vals – det er m in in g sam ple size
Un i t I V I n dex Nu m ber s & Deci si on An al y si s (4 H r s)

In dex n u m ber s -Defin it ion – Application – In t er pr et at ion . Sequ en t ial
decision m ak in g - Decision m ak in g u n der cer t ain t y, u n cer tain t y, EPPI,
EVPI – Bayesian appr oach – Decision t r ees
Un i t V Bu si n ess For ecast i n g (4 Hr s)

Bu sin ess forecastin g - Tim e ser ies an alysis, com pon en t s – Met h ods – St raigh t
lin e m eth od – Sem i aver ages m et h od – Least squ ar e m et hod – Movin g averages.
Cor r elat ion an d Regr ession -Cor r elat ion – in t er pr et at ion an d applicat ion s.
Regr ession – m ean in g an d u ses – n or m al equ at ion s – m odel bu ildin g. Corr elat ion
versu s Regression .
Un i t VI Test i n g Of H y pot h esi s (6 H r s)

Test in g Of Hypot h esis - Con cept s – t ypes of er r ors – n u ll and alt er n at e
h ypot h esis – level of significan ce. Test in g of m ean s an d pr opor t ion s for sm all
an d lar ge sam ples - on e-sample t est . Test in g of differ en ce bet ween m ean s an d
propor t ions for small an d large sam ples. 2 Test of goodn ess of fit – Test of
in depen den ce – ANOVA – on e way an d t wo way classificat ion s.
Un i t VI I M at h em at i cs (3 H r s)

Mat h em at ics -Pr ogr ession s – Ar it h met ic, Geom et r ic – applicat ion . Differ en t ial
Calcu lu s – m axima, m in im a. Mat r ices – addit ion , m u lt iplication , in ver se.
30
1. Pr oblem solvin g in all t h e t opics of t h e cou r se r elat ed t o applicat ion s in

Fin an ce, Mar k et in g, Oper at ion s, an d HRM.
2. Case Pr oblem solvin g.
3. Pr esen t at ion on Applicat ion s an d Case An alysis.
4. Exposu r e t o u se of soft war e applicat ion s – Excel & SPSS.
An derson , R., Sween y, J .& William s, H. (2011). Statistics for business and
economics w ith CD. New Delh i: Cen gage Pu blicat ion s.
Ref er en ces
Levin , I. R.& Ru bin , D. S (2011). Statistics for management. New Delh i: Pr en t ice
Hall In dia Pu blicat ion s.
Dr . A. Sesh adr i
Associat e Pr ofessor
Al Am een In st it u te of Man agem en t St u dies
Ban galor e Un iver sit y
Ban galor e.
31
CUR R I CUL UM
Y EAR - I
T r i m est er – I I
32
MBA 2 3 2 Resear ch M et h odol ogy

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a cor e paper in t h e secon d t r im ester . Th e paper aim s t o

develop a r esear ch or ien t at ion am on g st u den t s an d t h er eby m ak in g th eir
m an ager ial decision m ak in g effect ive. Broadly, t h e scope of t h e paper in clu des
wh at , wh y an d h ow of Bu sin ess Resear ch wit h gr eat er em ph asis on an alyt ical
t ools an d t h eir applicat ion s. Th e paper t rain s st u dent s in an alyzin g, in t er pret in g
an d pr esen t in g t h e dat a n eeded for decision m ak in g in Bu sin ess.
To m ak e st u den t s appr eciat e t h e r ole of r esear ch in bu sin ess decision s.

To equ ip st u den t s wit h t ools an d t ech n iqu es of bu sin ess research .
To t r ain st u den t s in scien t ifically collect in g, pr ocessin g an d in t erpr et in g of
dat a for m an ager ial decision s.
Un i t I I n t r odu ci n g Bu si n ess Resear ch (4 Hr s)

Level of Know ledge : Conceptual
Business Research: Con cept s, Resear ch sk ills, Types of r esear ch , Man ager -
Resear ch er r elat ion sh ip, Limit at ion s of r esearch .
Ethics in research: Et h ical t r eat m en t of r espon den t s an d su bject s.
Research process and design: Resear ch process, Design in g st u dy, Samplin g
design , Resou r ce allocat ion an d bu dget s, Sch edu lin g of pr oject s.
Research Proposal: Pu r pose, Proposal developm en t , t ypes, st r u ct u r in g t h e
proposal, Evalu at ion .
UNI T I I Dat a Measu r em en t , Sou r ces an d Col l ect i on (5 H r s)

Measurement: Nat u r e, dat a t ypes, sou rces of m easu r em en t differ en ces,
ch ar act er ist ics of sou n d m easu r em en t , validit y an d r eliabilit y.
Scaling Design: Defin ition , classificat ion , r espon se m et h ods, r at in g an d r an k in g
scales, Scale con str u ct ion , Arbit r ar y scale, Con sen su s scale, It em an alysis,
Cu m u lative scales.
Sources of Data: Pr im ar y versu s Secon dar y dat a, Libr ar y r esear ch , Lit er at u r e
r eview, u se of in t er n et . Dat a collect ion design : In t er viewin g – person al &
t eleph on e, self adm in ist ered su r veys, m ail su r veys – ou t sou r cin g.
Un i t I I I I n st r u m en t Desi gn & Ex per i m en t at i on (6 Hr s)

Level of Know ledge – Work ing Know ledge
Instrument Design: Developin g in st r u m en t , Qu est ion n air e con st ru ct ion -
st r u ct u r e – con t en t , Wor din g- sequ en ce, Respon se str at egy, In st r u men t r efin in g
33
Experimentation: Nat u r e, Evalu at ion , Condu ct in g an experim en t – Ran dom ized

design s, Com plet ely r an dom ized design (CRD), Ran dom ized block design (RBD),
Lat in squ ar e design (LSD), Fact or ial design .
Un i t – I V Dat a Pr epar at i on (3 Hr s)
Data Preparation: Editin g, Codin g, Dat a en t ry, Tabu lat ion , Cr oss-t abu lation .
Un i t – V Mu l t i v ar i at e An al y si s (1 0 H r s)
Mu lt iple r egr ession , Fact or an alysis, Discrim in an t an alysis an d Clu st er an alysis
– applicat ion and in t er pr et at ion .
Un i t – VI Repor t Pr esen t at i on (2 Hr s)
Report Presentation: Sh ort an d lon g r epor t – Resear ch r epor t compon en t s –
Repor t wr it in g – Pr esen t at ion – or al an d writt en .
1. St u den t s t o con du ct a sim ple research st u dy as a grou p exer cise.
Pr escr i bed T ex t Book
1. Ch awla, D. (2011). Resear ch met h odology – con cept s an d cases (6 th ed.). New
Delh i: Vik as Pu blicat ion s.
R ef er en c es
1. Cooper , D., & Schin dler , P. (2009). Bu sin ess r esear ch m et h ods (4 th ed.). New
Delh i: Tat a McGr aw Hill Pu blicat ion s.
2. Aak er , D., Ku m ar , V., & Day, G. (2009). Mark eting research (8 th ed.). New
Delh i: Wiley In dia.
1. Dr . Viswan at h N.S. 2. Mr . Gir i Narayan an
Ban galor e.
34
M BA 2 3 4 Cor por at e Dat abase M an agem en t

1 Cr ed i t
Descr ipt ion
Th is paper is offer ed as a cor e su bject s, for en h an cin g t h e k n owledge on

Dat abases an d it s Man agem en t con cept s. in t h e secon d t r im est er . It develops an
u n derst an din g of m an agemen t of var iou s fu n ct ion s in an organ izat ion t h r ou gh
on lin e data capt u r in g, h ist or y dat a cr eat ion an d t h eir su bsequ en t u sage.
Pract ical exposu re th r ou gh SQL in LAB en vir on m en t en h an ces th eir h an ds on
pract ices on Dat abase soft war e.
L ea r n i n g O b j ec t i v es
To differ en t iat e k n owledge, in for m at ion an d dat a, vit al for or gan izat ion asset
m an agem en t . To iden t ify t h e ar eas of applicat ion of in form at ion an d pr ovidin g
t h is facilit at ion t h r ou gh r eposit ory of or gan izat ion al in for mat ion . To pr ovide
con t r ol an d secu rit y of in form at ion an d pr ovide com m u n icat ion for
organ izat ion al pr odu ct ivit y.
Un i t I Dat abase Con cept s & Dat abase Ty pes (4 Hr s)

Dat a vs in for m at ion , Defin it ion , Tradit ion al pr ocessin g syst em s, Dat abase
appr oach , Advan t ages of dat abase appr oach , Compon en t s of dat abase
en vir on m en t , Risk s of dat abase appr oach , Evolu t ion of DBS. Per son al Com pu t er
dat abase, Wor k gr ou p dat abases, Depar t m ent dat abases, En t er pr ise dat a, In t er -
or gan izat ion al dat abase, Dat abase for vir t u al or gan izat ion , Clou d databases.
Ref er en ce Book s
1. Hoffer Jeffr ey A., Prescot t Mary B an d McFadden Fr ed R, Modern Database
Management System.
2. Kort h & Su dar san ., Database concepts, Tat a McGr aw Hill Pu blicat ion s.
3. Hen r y Alber t Silber sch at z., Introduction to Database Systems.
Un i t I I Dat abase M an agem en t (4 Hr s)

Logical design vs ph ysical design , E-R Modelin g, E-ER Modelin g, Dat a flow
an alysis, Im plem en tat ion an d m ain t en an ce an d DBA.
Ref er en ce Book s
1. Hoffer , J .A., Ram esh , V., & Topi, H. (2011). Modern database
management(10 th ed.).Pear son .
2. Kort h , H.F., Silber sch at z, A., & Su dar sh an , S. (2010).Database sy stem
concepts (6 t h ed.). Tat a McGr aw-Hill.
35
Un i t I I I SQL Qu er i es (4 Hr s)
Cr eat e, in ser t , select com m an ds in Micr osoft access.
Un i t I V Dat a War eh ou si n g an d Dat a M i n i n g (3 Hr s)

Con cept s in dat a war eh ou sin g, Ar ch it ect u r e, Dat a t r an sform at ion , OLAP, Dat a
m in in g, Tools, Tech n iqu es, Applicat ion , Dat a visu alizat ion , Dat a cen t ers, Ser ver
far m s.
Ref er en ce Book s
1. Hoffer , J .A., Ram esh , V., & Topi, H. (2011). Modern database
management(10 th ed.).Pear son .
2. Kort h , H.F., Silber sch at z, A., & Su dar sh an , S. (2010). Database system
concepts (6 t h ed.). Tat a McGr aw-Hill.
[Tot al 1 5 Hou r s]
Ex per t Mem ber s
1. Pr of. B.Rajen dr an Th an gadu r ai,

RB & Cr eat ion s,
501 Block 18 Glit t er ,
Su n Cit y Apar t m en t s
Ou t er r in g Road,
Ban galor e -34
2. Pr of. A.R.Mu t h u swam y

Ex-ED-SAIL,
Ban galor e.
36
M BA 2 3 4 M an agem en t I n f or m at i on Sy st em s
1 Cr ed i t
D es c r i p t i on
Th e cou r se cover s t h e t opics on t ypes of In form at ion syst em, it s developm en t

process an d secu r it ies t o be in cor porat ed. Fu n ct ion al an d Cr oss Fu n ction al
In for m at ion System s ar e cover ed wit h indu st r y exam ples. Also it cover s design of
an MIS solu t ion for var iou s m an ager ial fu n ct ion s lik e
produ ct ion / m an u fact u r in g, Mar k et in g, Fin an cial accou n t in g, Hu m an r esou r ces.
L ea r n i n g O b j ec t i v es
Th e cou rse offer s a fu n dam en t al fr am ewor k for in for m at ion syst ems
applicat ion in or gan izat ion . It iden t ifies t h e var iou s in for m at ion systems
solu tion for ver t ical an d h or izon t al wor k flow of bu sin ess oper at ion s. It
provides an opport Un it y for m an agers t o plan , an alyze an d design
in for m at ion syst em solu t ion s for var iou s fu nct ion alit ies of t h e or gan izat ion .
Un i t I I n t r odu ct i on t o I n f or m at i on Sy st em s (5 Hr s)
Con cept of syst em s, In for m at ion syst em s, CBIS, Man agem en t fr am ewor k for
in for m at ion syst em s, Evolu t ion of in form at ion syst em s, In for m at ion t ech n ology
In frast r u ct u r e, In for m at ion syst em s & bu sin ess. In for mat ion Syst em in
HR/ Fin an ce/ Pr odu ction / Mar k et in g
Classification of Information Systems:
Office au t om at ion syst em s, Tr an sact ion & an alyt ical pr ocessin g syst em s,
Man ager ial in for mat ion syst em s, gr ou p su ppor t system s, Decision su pport
syst ems, Exper t syst em s.
R ef er en c e Bo o k s
1. Goyal, D. P. (2010) Management information systems: Managerial perspectives
(3 rd ed.). Macm illan .
2. Lau don , K. C., Dass, R., & Lau don , J . P. (2010). Management
informationsy stems (11 th ed.). Pear son .
3. O‘Br ien J . A., Mar ak as, G.M., & Beh l, R. (2009). Management information
systems (9 th ed.). Tat a McGr aw-Hill.
Un i t I I I n f or m at i on Sy st em s An al y si s & Desi gn (3 Hr s)
Plan n in g of in form at ion syst em s, Syst em s developm en t life cycle, In for m at ion
r equ ir emen t an alysis, J u st ifyin g in for m at ion syst ems, Syst em s an alysis,
Syst em s design , In for m at ion syst em s implem en t at ion & m ain t en an ce.
37
1. An der son , D. L., & Post , G.V. (2002). Management information systems
(3 rd ed.). McGraw-Hill.
2. Lau don K. C., Dass, R., & Lau don , J . P. (2010). Management
informationsystems (11 th ed.). Pear son .
Un i t I I I I n f or m at i on Secu r i t y (3 Hr s)
User -developed application s, Man agemen t of en d-u ser com pu t in g. Secu r it y
t h reat s, Syst em vu ln er abilit y an d hazar ds, In for m at ion secu r it y an d access
con t r ol, Com m u n icat ion an d applicat ion con tr ol, Disast er r ecover y plan n in g, IT
r isk m an agem en t , Infor m at ion pr ivacy.
Essen t i al Tex t s
1. Hoffer , J .A., Ram esh , V., & Topi, H. (2011). Modern database management
(10 th ed.).Pear son .
informationsy stems (11 th ed.). Pear son .
1. An der son , D. L., & Post , G.V. (2002). Management information systems
(3 rd ed.). McGraw-Hill.
informationsystems (11 th ed.). Pear son .
3. Lu cas, H. L. (1994) Information systems concepts f or management.
McGr aw-Hill.
5. Sch u lt h eis, R., & Su m n er , M. (1999). Management information systems:
The manager’s view (4 th ed.). Tat a McGr aw-Hill.
6. Tu r ban , E., Leidn er , D., Mclean , E., & Weth er be, J . (2008). Information
technology for management(6 t h ed.). Wiley.
Ex per t Mem ber s
1. Pr of. B.Rajen dr an Th an gadu r ai, 2. Pr of. A.R.Mu t hu swam y

RB & Cr eat ion s, Ex-ED-SAIL,
501 Block 18 Glit t er , Ext er n al Facu lt y,
Su n Cit y Apar t m en ts Ban galor e.
Ou t er rin g Road,
Ban galore -34
38
MBA 2 3 5 Man ager i al Econ om i cs I I

2 Cr edi t s
Descr ipt ion
Macr oecon om ics in t r odu ces t h e st u den t t o t h e con cept of Macr oecon om ic Policy,
it s object ives an d inst r u m en t s of Macr oecon om ics. Th e pr im ar y object ive of t h is
cou r se is t o discu ss t h e fu n dam en t al pr in ciples of m acr oecon om ics an d h ow
t h ese prin ciples can be applied t o m an ager ial decision m ak in g. Th e secon d
object ive of th e cou rse focu ses on advan ced t opics in m acr oecon om ic an alysis,
wit h a focu s on st r at egic policy opt ion available or for m u lat e for t h e sm oot h
fu n ct ion in g of t h e econ om y. Th ir dly t h e cou r se focu ses on h ow t h e ext er n al
fact or s an d policy issu es affect t h e oper at ion of an econ omy an d h ow m an ager s
n eed t o u n derst an d t h e bu sin ess dyn am ics even at fir m level so as t o oper at e
accor din gly in a br oad m acro en vir on m en t .
Learn in g t o Evalu ate h ow does t h e econ om y fu n ct ion as a wh ole.

Un der st an d an d appr eciat e t h e variou s polices su ch as Mon et ar y policy,
Fiscal policy et c.
Evalu at e an d com pare t h e econ omies of developin g an d developed cou n t r ies
in r espect of cer t ain k ey m acr o econ om ic var iables su ch as in flat ion,
exch an ge rat e, BOT an d BOP, Aggr egat e dem an d an d aggr egat e su pply.
Em ploym en t .
Learn an d Dem on st r at e the use of macr oecon om ic var iables du r in g t h e
var iou s ph r ases of slow down , recession an d depr ession an d n ot t o speak of
boom .
Design polices t h at h elps t h e fir m t o m axim ize pr ofit s an d min im izat ion of
cost s.
Un i t I I n t r odu ct i on (2 Hr s)
Object ives an d in st r u m en t s of Macr o econ om ics, Need for t h e st u dy of Macr o

econ omics for t h e m an ager , St ock and flow var iables, Cir cu lar flow of in com e
an d expen dit u r e in t wo, t h r ee an d fou r sect or m odel.
Un i t I I M easu r i n g Nat i on al Ou t pu t / I n com e (4 Hr s)
Con cept of n at ional pr odu ct , Var ian t s of n at ion al pr odu ct, Met h ods for
m easu r in g n at ion al in com e, an d pr oblem s of m easu r in g, Real vs n omin al pr ice
in dices an d it s applicat ion s.
39
Un i t I I I T h e Th eor y Of Em pl oy m en t (4 H r s)
Th e classical t h eor y of em ploym en t , Keyn es‘s at t ack of classical t h eory an d t he

Keyn esian t h eor y of em ploym en t ou t pu t an d in com e.
Un i t I V Con su m pt i on Fu n ct i on , Sav i n g an d I n v est m en t Fu n ct i on s an d

K ey n es’s Det er m i n at i on Of Nat i on al I n com e an d M u l t i pl i er (7 Hr s)
Th e con su mpt ion fu n ct ion , it s for m s an d fact or s influ en cin g con su m ption
fu n ct ion , t h e savin g fu n ct ion , t h e in vest m en t fu n ct ion , t h e MEC sch edu le an d
r at e of in t er est , Keyn es‘s det er m inat ion of n at ion al in com e in t wo, t h r ee an d fou r
sect or model, in vest m en t or gover n m en t m u lt iplier , t ax m u lt iplier , balan ced
bu dget m u lt iplier an d t r an sfer m u lt iplier .
Un i t V Th e I S an d LM Model (5 Hr s)
Produ ct m ar k et equ ilibr iu m (IS), m on ey m ar k et equ ilibr iu m (LM), sim u lt an eou s

equ ilibr iu m in bot h t h e m ar k et s, t wo m ar k et equ ilibr iu m , t h r ee m ar k et
equ ilibr iu m wit h gover n m en t , fou r m ar k et equ ilibr iu m wit h for eign sect or , sh ift
an d slope in IS an d LM cu r ve, effect of mon et ar y an d fiscal policies on IS an d
LM
Un i t VI I n f l at i on , Un em pl oy m en t an d Macr o Econ om i c Pol i ci es (5 Hr s)
In flat ion , m easu r em en t , t ypes, cau ses effect s an d m easu r es t o con tr ol in flat ion ,
Ph ilips cu r ve, u n em ploym en t t ypes, mon et ary policy, object ives, in st r u m en t s,
fu n ct ion s of m on ey, m on ey su pply an d it s com pon en t s, m on ey m u lt iplier , h igh
power m on ey an d t h e Keyn es ver sion s deman d for mon ey , ban k s, fiscal policy
it s object ives an d in st r u m en t s an d bu dget an d it s im plicat ion .
Un i t VI I For ei gn Ex ch an ge (3 Hr s)
Exch an ge r at e det er m in at ion , fixed vs flexible exch an ge r at e, n om in al an d r eal

exch an ge rat e, BOP an d it s accou n t s disequ ilibr iu m in BOP an d m easu r es an d
n eed for in t er n at ion al t r ade
[Tot al : 30 H ou r s]
1. Applicat ion exer cises on Macr oecon om ic policies

2. Case st u dies
3. Gr ou p pr esen t at ion s on Econ om ic Gr owt h
40
Cor e Tex t s
1. Man k iw,N.Gr egor y. (2011). Principles of Macro economics (4 t h ed.). Har yan a,
In dia:Th om son .
2. Dwivedi, D. N. (2010). Macro Economics – Theory and Policy . New Delh i, In dia:
Tat a McGr aw Hill.
Ref er en ces
1. D‘Sou za, Er r ol. (2008). Macro economics. New Delh i, In dia: Pearson
Edu cat ion .
2. Dor n bu sch , R., Fisch er , S., & St ar t z,R.(2005). Macro economics, New Delh i,
In dia: Tat a McGr aw Hill.
3. Vaish , M.C. (2007). Macro economic theory (13 th ed.). New Delh i, In dia: Vik as
Pu blicat ion .
1. Dr . Viswan at h N.S. 3. Mr .Gir iNar ayan an

Ban galor e.
Dir ect or
Ban galor e
41
M BA 2 3 8 Bu si n ess Law
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a cor e su bject in t h e second t r im est er . It em ph asis t he

im por t an ce of law of con t r act an d sale of goods act in bu sin ess. It also t h rows
an d m ak es a st u den t t o h ave good k n owledge in t h e com pan y law wh ich is
im por t an t for a fu tu r e m an ager an d secu r it y legislation s for fu tu re fin an ce
m an ager s wh ich is ver y essen t ial. Th is su bject also deals wit h in t ellect u al
proper ty law which is ver y im por t an t for a fu t u r e man ager . It gives an
oppor t u n it y t o st u den t m or e abou t copy r igh t s as it is ver y im por t an t in t oday‘s
m ar k et .
Bu sin ess Laws in t h e Mar k et is very im port an t for a st u den t . Th is su bject

t h r ows m ore ligh t an d m ak es an in dept h an alysis on differ en t t ypes of laws
wh ich are u sefu l for a fu t u r e m an ager an d t h rou gh r igor ou s case laws h e/ sh e
can get lot of advice wh en h e/ sh e goes in t o t h e m ar k et .
As t h is su bject deals wit h all t ypes of laws t h is is u sefu l for all t h e st r eams of
st u den t s.
Un i t I Law of Con t r act (1 0 Hr s)

Mean in g an d in t r odu ct ion of law, Law of con t r act – defin it ion , Classificat ion of a
con t r act (in clu din g qu asi con t r act s), Offer or pr oposal, Accept an ce (in clu din g
except ion s), Con siderat ion (in clu din g exceptions).
In tr odu ct ion t o [Capacit y t o con t r act (in clu din g except ion s), Disch ar ge of
con t r act s, Rem edies of br each of a con t r act , Con t r act of in dem n it y and
gu ar an t ee (in clu ding except ion s an d t ypes)]. Con t r act of bailm en t an d pledge
(in clu din g du t ies and r igh t s an d t er m in at ion of bailm en t an d pledge), Pr in cipal
an d agen t , Defin it ion an d essen t ials of sale, Classificat ion of goods, Righ t s of an
u n paid seller , Condit ion s an d war r an t ies (in clu din g t ypes of war r an ties),
Defin it ion an d pr ocess of par t n er ship, Righ t s an d du t ies of par t n er s,
Ter m in at ion of par t n er sh ips, In t r odu ct ion t o E – Con t ract an d E Com m er ce
(Object ives an d it s im plicat ion s on t h e m ar k et ).(To discu ss Case Laws)
Un i t I I Com pan y Law (1 0 Hr s)
Defin it ion of a com pan y, In cor por at ion an d it s pr ocedu re, Types an d pr ocedu res
of con du ct in g meet in gs (in clu din g AGM, SM AND EGM), Sh ar es an d it s t ypes,
Dir ect ors an d k in ds of dir ect or s, Qu alificat ion , Appoin t men t an d r em oval of
dir ect or s, Resolu t ion s an d t ypes of r esolu t ion s an d it s pr ocedu r e, Qu alificat ion s,
Righ t s, Du t ies an d disqu alificat ion s of an au dit or, Bor r owin gs loan s deben t u r es
an d in vest men t s, Preven t ion an d oppr ession of m an agem en t an d it s pr ocedu re,
Win din g u p of a compan y an d it s pr ocedu re. (To discu ss Case Laws)
42
Un i t I I I Secu r i t y Legi sl at i on s (6 Hr s)
Negotiable Instruments Act: Pr om issor y n otes , Bills an d ch equ es, Cr ossin g of

ch equ es, Negot iat ion , Pr esen t m en t of n egot iable in st r u m en t , Ban k in g: SARFESI
Act (secu r it izat ion an d r econ st r u ct ion of fin an cial asset s an d en for cemen t of
Secu r it y In t er est Act , 2002), Pu r pose, In t r odu ct ion an d r isk m an agem en t in
secu r it izat ion , Debt r ecovery t r ibu n als it s object ives an d it s pu r poses, Pr even t ion
of Mon ey Lau n der in g Act (object ives and pu r poses), Con su m er Pr ot ect ion Act ,
1986: Defin it ion of con su m er , Con su m er pr ot ection cou n cils an d con su m er
r edr essal foru ms, In for m at ion Tech n ology Act , 2000: object ives, m ean in g of
digital sign at u r e, pr ot ect ion of t r an sfer of fu n ds u n der t h is act , Righ t to
In for m at ion Act : Object ives, Defin it ion of in for mation , Or gan izat ion s cover ed
u n der t h is act , Except ion s u n der RTI Act . (To Discu ss Case Laws)
Un i t I V I n t el l ect ual Pr oper t y Law (4 Hr s)
In tr odu ct ion , Tr ade Relat ed In t ellect u al Proper t y Righ t s (TRIPS), Defin it ion of
pat en t s, Pu blicat ion an d exam in at ion of applicat ion , Regist er of pat en t s an d it s
procedu r e, Revocat ion of paten t s, Defin it ion of copy r igh t , Copy r igh t s an d it
own er ship, Righ t s of br oadcast in g or gan izat ion s an d of perfor m ers, In fr in gem en t
of copy r igh t , Defin it ion of a t r ade m ar k , Fu n ct ion s of a t rade m ar k , Pr ocedu r e
an d du r at ion of a t r ade m ar k , Assign m en t an d t ran sm ission of t r ade m ar k .
(To Discu ss Case Laws)
1. Gr ou p Pr esen t at ion s on var iou s t opics r elat ed t o legal aspect s an d it s

im plem en t at ion .
2. Case Laws t o be dealt in an in dept h man n er su ch t h at st u den t s sh ou ld h ave
k n owledge r egar din g t h e h appen in gs in t h e mar k et .
Cor e Tex t s
1. Ak ilesh war , Pat h ak . (2011). Legal aspects of business (4 th ed.). New Delh i:
TMH Pu blicat ion s.
2. Kapoor , N.D. (2010). Elements of mercantile law (8 th ed.). New Delh i: Su lt an
Ch an d Pu blicat ion s.
Ref er en ces
1. J abwala, N.H. (2011).The law of contracts (7 th ed.). Bom bay: C, J am u n adas &
Co Pu blicat ions.
2. J abwala, N.H., The sale of goods act. Bom bay: C. J am u n adas & Co
Pu blicat ion s.
43
3. Ujjan war ,S.S.(2000). Law of contract. Calcu t t a: East er n Law Hou se

Pu blicat ion s.
1. Dr . Viswan at h N.S. 3. Mr . Gir i Nar ayan an

Ban galor e.
2. Dr . Su bhash Sh ar m a,
Dir ect or
Ban galor e.
44
M BA 2 4 0 Man agi n g H um an Resour ce

2 Cr edi t s
Descr ipt ion
Th is cou r se is an in t rodu ct ion t o t h e h u m an r esou r ces fu n ct ion an d r elat ed

elem en t s an d act ivit ies. Th e cou r se ou t lin es t h e r oles an d fu n ct ion s of m em bers
of t h e h u man r esou r ces depar tm en t , as well as edu cat in g ot h er s ou t side h u m an
r esou r ces, in h ow t h eir r oles in clu de h u m an r esou r ces-r elat ed act ivit ies. Th e
st u den t will lear n abou t t h e evolu t ion in h u m an r esou r ces man agem en t as we
k n ow it t oday. Em ph asis is placed on t h e m oder n day im por t an ce of HRM an d
t h e n ew ― cor por at e viewǁ of t h e fu n ct ion . Addition ally, th e st u den t will be
exposed t o t h e view of HRM fr om t he per cept ion of both m an agem en t an d
su bor din at e em ployees. Th e im por t an ce of main t ain in g fair an d equ it able
com pen sat ion an d ben efit pr ogr am s will be discu ssed. Th e st u den t will be
exposed t o pr act ical sit u at ion s an d pr oblem solvin g ,r egar din g ar eas of em ployee
cou n selin g, disciplin e an d t erm in at ion.. Ot h er cr it ical areas of t r ain in g an d
developm en t , st affin g an d st r at egy will also be explor ed.
To pr ovide an u n der st an din g of t h e h u m an resou rces m an agem en t

fr am ewor k .
Offer s exper ien t ial an alysis t o u n der st an d th e ch allen ges of HR Man agers in
developin g t h eir or gan izat ion s
Provides in sigh t s on h ow t o develop str at egies, in it iat ives an d pr ogr am s t o
in t rodu ce an d su stain com petit ive HR advan t age in or gan izat ion s
Focu ses on man agem en t best pr act ices, t ools an d m odels t o im plem en t an
effect ive HRM syst em
Addr esses th e h u m an capit al as a cr it ical r ole in fir m 's viabilit y in t h e
k n owledge econ om y
To develop t h e cor e h u man r esou r ces man agem en t sk ills an d compet en cies.
Th e cor e com pet en cies in clu de HRM k nowledge, plan n in g, con t r ol, pr oblem -
solvin g an d com m u n icat ion
PART A: ACQUI SI TI ON OF HUMAN RESOURCES:

Un i t I H u m an Resou r ce Man agem en t (4 Hr s)
Con cept : Mean in g, Objectives, Scope, Fu n ct ion s, m odels of HRM, Cor porat e
st r at egies & HRM.
Hu m an Resou r ce Man agem en t in ch an gin g en vir on men t
Hu m an Resou r ce Man agem en t in In dia an d pr esen t day scen ar io. St r at egic
HRM, sk ills an d com pet en cies of HR pr ofessionals.
45
Un i t I I H u m an Resou r ce Pl an n i n g, J ob An al y si s an d Desi gn (4 Hr s)
Defin it ion , Object ives scope an d im por t an ce, Met h ods of for ecast in g, J ob
an alysis – object ives, pr ocess an d m et h ods, job descr ipt ion , job specificat ion , job
evalu at ion an d job design .
Un i t I I I Recr u i t m en t , Sel ect i on , Soci al i zat i on an d Ret en t i on (4 Hr s)
Mean in g an d object ives, sou r ces an d con st rain t s of recru it m en t , Selection

process, Met h ods of select ion , r eliabilit y an d validit y of t est , m ean in g an d
im por t an ce of socializat ion , m et h ods of socializat ion an d r et en t ion of em ployees.
Par t B: Dev el opm en t of H u m an Resou r ces:
Un i t I V H u m an Resou r ce Dev el opm en t (4 H r s)
Mean in g, Object ives an d scope of h u m an r esou rce developm en t in In dia.

Met h ods for t r ain in g wor k ers & m an ager s, pr oblem s & ch allen ges of t r ain in g an d
developm en t in In dia, Evalu at ion of t r ain in g effect iven ess. Car eer developm en t
Par t C: Mot i v at i on Of H u m an Resou r ces:
Un i t V Per f or m an ce M an agem en t & Appr ai sal s (4 Hr s)

Mean in g, Object ives, scope & pu r pose, Appr aisal pr ocess, m et h ods for
evalu at in g per for man ce, pr oblem s & ch allen ges in appr aisal, feedback &
coach in g, car eer plan n in g & su ccession plan n in g.
Un i t VI Wage & Sal ar y Adm i n i st r at i on (4 H r s)
Defin it ion an d object ives, t h eor y of wages, m et h ods for com pu t in g valu e & wor t h
of jobs, com pon ent s of work er compen sat ion , com pon en t s of execu t ive
com pen sat ion . Pr oblem s & ch allen ges in pr om ot in g equ it y in com pen sat ion &
r ewar d syst em s.
Par t D: M ai n t en an ce of H u m an Resou r ces
UNI T VI I I n du st r i al Rel at i on s- Basi c Con cept s (6 Hr s)
Mean in g an d im por t an ce of in du st r ial r elat ion s, Tr ade u n ion s, Collect ive

bar gain in g an d Wor k er s‘ par t icipat ion in man agem en t .
46
1 . U se of H RD i n s t r u m en t s
2 . Si m u l a t i on s
Pr e s c r i b e d t e x t s :
1. B3: Cam en , M.M, Cr ou ch er , R & Leigh , S. (Eds).(2011). Hu m an resou r ce

m an agem en t : A case st u dy appr oach . In dia: Jaico.
2. J yoti,P. & Ven k at esh , D.N. (2012).Human resource management. In dia: Oxfor d
3. Sn ell, S. Boh lan der ,G. & Voh ra,V. (2012). Human resources management: A
Sou t h Asian per spect ive. In dia: Cen gage Lear n in g.
Ref er en ces
1. Decen zo, D.A & Robbin s, S.P. (2010).Human resource management, Joh n
Wiley & Son s.
2. Dessler ,G& Var k k ey,B.(2012).Human resource management. Pear son
3. Fish er , C.D, Sch oen feldt , L.F, & Sh aw J .B, (2011).Human resource
management, Bizt an t r a.
4. Mat h is R.L., & J ack son J.H. (2000).Human Resource Management (9 th
ed.)..Sou t h West er n : Th omson Learn in g Pu blicat ion s.
5. Mon appa,A. (1992) Personnel management & industrial relations. New Delh i.
Tat a Mc Graw Hill.
6. Rao, V.S.P. (2000). Managing people.New Delh i:Am excel Pu blish er .
7. Ru drabasavar aj,M.N.(2000).Dynamic personnel ad ministration.Bom bay:
Him alaya Pu blish in g Hou se.
8. Sin h a.,R,N., Sin h a,I.B.,& Sh ek h ar S.P.(2001)Industrial relations, trade unions
andlabour legislation. In dia: Pear son Edu cat ion .
9. Sn ell, S., & Boh lan der ,G.(2009).Human resources management: A SouthAsian
perspective. In dia: Cen gage Learn in g.
10. Ven k atar at n am , C.S., & Sr ivast ava, B.N.(2001).Personnel / Human
Resource Management. New Delh i:Am excel Pu blish er .

Bh avan Marsh all In st it u t e of Man agemen t GE Power,
Race Cou r se Road Ban galore
Ban galor e
47
M BA 2 4 1 Mar k et i n g Man agem en t

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ark et in g elect ive in t h e secon d t r im est er . It develops

a basic k n owledge of var iou s m ar k et in g con cept s an d t h eir application in
bu sin ess or gan izat ion s. It pr epar es st u den t s for car eer s in m ar k et in g.
To mak e st u den t s awar e t h at decision m ak in g for m ar k et in g man ager s

r equ ir es u n der st an din g t h e bu yer s, t h e in t er n al an d ext er n al for ces oper at in g
in t h e en ter pr ise an d in t h e en vir on m en t t h at ar e relevan t for m ar k et in g
decision s.
To fam iliar ize con cept s of developin g pr odu ct m an agem en t pr odu ct life cycles,
pricin g, pr om ot ion an d ch an n el decision s.
Un i t I I n t r odu ct i on t o Basi c Mar k et i n g Con cept s (5 Hr s)
Introduction to Mark eting;

Defin it ion of Mark et in g; t h e Mar k etin g Pr ocess
Understanding the market place & customer needs:
Cu st om er n eeds, wan t s & dem an ds; Mar k et offer in gs- Pr odu ct s, Ser vices &
Exper ien ces; Cu st om er valu e & Sat isfact ion ; Exch an ges & Relat ion sh ips;
Mar k et s.
Analyzing the Mark eting Environment:
Th e Com pan y‘s Micro-en vir on m en t : Th e Com pan y, Su pplier s, Mar k et in g
In ter m ediaries, Com pet it or s, Pu blics, & Cu st om er s.
Th e Com pan y‘s Macr o En vir on m en t : Dem ograph ic En vir on m en t , Econ om ic
En vir on men t , Nat u r al En vir on m en t , Tech n ological En vir on m en t , Polit ical &
Social En vir on m en t , Cu lt u r al En viron m en t .
Un i t I I Con su m er Mar k et & Con su m er Bu y er Beh av i or (5 Hr s)
Model of con su m er beh avior ;

Characteristics Affecting Consumer Behavior: Cu lt u r al Fact or s, Social Fact ors,
Per son al Fact or s, Psych ological Fact ors.
Types of Buying Decision Behavior: Com plex Bu yin g Beh avior , Dissonan ce-
Redu cin g Bu yin g Beh avior , Habit u al Bu yin g Beh avior, Var iet y-Seek in g Bu yin g
Beh avior.
48
Un i t I I IM ar k et Segm en t at i on , Tar get i n g, Di f f er en t i at i on & Posi t i on i n g

(5 H r s)
Market segmentation:
Segm en t in g Con su m er Mar k et s; Segm en t in g Bu sin ess Mark et s; Requ ir em en t s
for Effect ive Segm en t at ion
Market Targeting:
Evalu at in g Mar k et Segm en t s; Select in g Tar get Mar k et Segm en t s.
Differentiation & Positioning:
Posit ion in g Maps, Ch oosin g a Differ en t iat ion & Posit ion in g St r at egy.
UNI T I V Pr odu ct s & Ser vi ces (5 Hr s)
Introduction to Product:
Produ ct s, Ser vices & Exper ien ce; Levels of pr odu ct & ser vices, Pr odu ct & ser vice
classificat ion s
Product & Service Decisions:
In dividu al Pr odu ct & Ser vice Decision s, Pr odu ct Lin e Decision s, Produ ct Mix
Decision s.
New Product Development Strategy :
New Pr odu ct Developm en t Pr ocess; Pr odu ct Life Cycle St r at egies
UNI T V Pr i ci n g; Un der st an di n g & Capt u r i n g Cu st om er Val u e, Pr i ci n g

St r at egi es (5 Hr s)
Introduction to Pricing;
Factors to consider w hile setting prices:
Cu st om er Per ception s of Valu e; Com pan y & Produ ct Cost s; Ot h er In t er n al &
Ext er n al Con sider at ion s Affect in g Pr ice Decision s
New product pricing Strategies:
Mar k et -Sk im m in g Pr icin g; Mark et -Pen et r at ion Pr icin g
Product Mix Pricing Strategies:
Produ ct Lin e Pr icin g; Opt ion al-Pr odu ct Pr icin g; Capt ive-Pr odu ct Pricin g; By-
Produ ct Pr icin g; Pr odu ct Bu n dle Pr icin g
Price-Adjustment Strategies:
Discou n t & Allowan ce Pr icin g; Segm en t ed Pr icin g; Psych ological Pr icin g;
Prom ot ion al Pr icin g; Geogr aph ical Pr icin g; Dyn am ic Pricin g
Un i t VI M ar k et i n g Ch an n el s & I n t egr at ed M ar k et i n g Com m u n i cat i on

(5 H r s)
Nature & Importance of Mark eting Channels:
How Ch an n el Mem ber s add Valu e; Nu m ber of Ch an n el Levels
Channel Behavior & Organization:
Ch an n el Beh avior ; Ver tical Mar k et in g Syst em s; Hor izon t al Mar k et in g Syst em s;
Mu lt ich an n el Dist r ibu t ion Syst em s
Introduction to Integrated Mark eting Communications:
Adver t isin g, Pu blic Relat ion s, Person al Sellin g & Sales Pr om ot ion
49
Grow th & Benefits of Direct Mark eting:

Ben efit s to Bu yer s; Ben efit s t o Seller s
Forms of Direct Mark eting:
Dir ect -Mail Mar k et in g; Cat alog Mar k et in g; Teleph on e Mar k et in g; Direct -
Respon se Television Mar k et in g; Kiosk Mar k et in g; New Digit al Dir ect Mar k et in g
Tech n ologies
Online Mark eting:
Mar k et in g on t h e In tern et ; On lin e Mar k etin g dom ain s; Th e Pr om ise & Ch allen ges
of On lin e Mar k et in g
1 . E x p osu r e t o c on t em p or a r y p r a c t i c es ob s er v ed i n t h e i n d u s t r y
2 . Si m u l a t i on s
Tex t Book
Kot ler, P., Ar m st r on g, G., Agn ih ot ri, P. Y., & Haqu e, E. u l. (2012). Principles of
mark eting (13t h ed.). New Delh i: Pear son Pren t ice Hall.
Ref er en ces:
1. Czin k ot a, M. .R., & Kot abe. (2008). Mark eting management. New Delh i: Th omson
Sou t h West er n Pu blicat ion s.
2. Evan s, J . R., & Ber m an , B. (2007). Mark eting management. New Delh i:
Cen gage Lear n in g Pu blicat ion s.
3. Kot ler ,P. Mark eting management, New Delh i: Pr en t ice Hall of In dia
Pu blicat ion s.
4. Neelam egh am , S. (2007). Mar k et in g in In dia-cases an d r eadin gs. New Delh i: Vik as
Pu blicat ion s.
5. Pau l, P., & Jam es, D. H. (2008). Mark eting management. New Delh i: McGr aw Hill
Pu blicat ion s.
6. Per r eau lt , W.D., & McCar t h y, J .E. (2006). Basic mark eting - A global
managerial approach (15 th ed.). New Delh i: Tat a McGr aw Hill.
7. Ram aswam y, V.S. & Nam ak u m ar i, S. (2007). Mark eting management- planning,
implementation and control, global perspective Indian context (3r d ed.). New Delh i:
Macm illan In dia Limit ed.

Bh avan Marsh all In st it u t e of Man agemen t GE Power,
Race Cou r se Road Ban galore
Ban galor e
50
M BA 2 4 2 Fi n an ci al M an agem en t
2 Cr edi t s
Descr ipt ion
Fin an cial m an agem en t is a specific area of fin an ce dealing wit h th e fin an cial
decision s cor por at ion s m ak e an d t h e t ools u sed t o m ak e t h ese decision s. Th e
secr et of su ccess in fin an cial m an agem en t is t o in cr ease valu e. Th e cou r se r aises
t h e awar en ess of th e role, pu r pose, an d cen t r alit y of t h e fin an ce fu n ct ion in
effect ive cor por at e gover n an ce wit h in t h e n ew global m ar k et place. Th is cou r se
focu ses on fin an cial m an agem en t fr om th e perspect ive of inside t h e corpor at ion
or operat in g en t it y. It bu ilds u pon t h e con cept s fr om t h e cor e fin an ce cou r ses,
wh er e t opics cover ed object ives of fin ance, pr ofit v/ s wealt h maxim izat ion . Tim e
valu e of m on ey, fin an cial m ark et s & in st it u t ion s, m easu r in g r isk an d r et u r n ,
cost of capit al, capit al bu dgetin g decision , an d opt im al capit al st r u ct u r e, lon g-
t er m an d sh or t -t erm sou r ces of fu n ds, wor k in g capit al m an agem en t decision an d
der ivat ives m ar k et .
To in t r odu ce con cept s an d object ives of cor por at e fin an ce;

To u nder st an d con cept of t ime valu e of m on ey in fin an cial decision s;
To st u dy differ en t t ech n iqu es of in vest m en t decision s;
To u n der st an d r elat ion sh ip bet ween capit al st r u ct u r e an d t h e valu e of th e
firm ;
To explor e t h e sou r ces of lon g t er m fin an ce & design fin an cial st r at egies.
Un i t I Ov er vi ew of Cor por at e Fi n an ce (2 Hr s)
Scope of fin an ce, Fin an ce fu n ct ion s, fin an cial m anager ‘s r ole, fin an cial goal
Profit m axim izat ion vs. wealt h m axim izat ion , Or gan izat ion of fin an ce fu n ct ion .
Un i t I I Ti m e Val ue of M on ey (4 Hr s)
Tim e pr efer en ce for m on ey; Fu t u r e valu e of a sin gle cash flow & an n u it y, Pr esen t
valu e of a sin gle cash flow of a sin gle cash flow an d an n u it y, Simple in t er est &
com pou n d in t er est , Capit al recover y & loan amor t izat ion , St at ed vs. effect ive r at e
of in t er est
Un i t I I I Cost of Capi t al (4 Hr s)
Objectives: Con cept of oppor t u n it y cost of capit al, Met h od of calcu lat in g cost of
capit al- cost of debt , pr efer en ce & equ ity capit al, CAPM m odel, Det er m in at ion of
weigh t ed aver age cost of capit al (WACC), Weigh t ed m argin al cost of capital.
51
Un i t I V I n v est m en t Deci si on (6 H r s)
Objectives: Nat u re of in vest m en t decision , Type of in vest m en t decision ,
In vest m en t evalu at ion cr it er ia, Com par e & con t r ast NPV & IRR. Det er m in in g
cash flows for in vest m ent an alysis: Cash flows v/ s pr ofit In cr em en t al cash flows,
com pon en t s of cash flows. Complex investment decisions: Pr oject s wit h differ en t
live in vest men t t im in g an d du r at ion .
Un i t V Wor k i n g Capi t al Man agem en t (4 Hr s)

Objectives: Needs for in vest in g in cu r r en t asset s, Con cept of wor k in g capit al
m an agemen t . Appr oach es in work in g capit al, Fact or s affect in g wor k in g capit al
m an agemen t Est im at ion of wor k in g capit al in vest m en t , Cash man agem en t ,
Receivable m an agem en t , In ven t ory man agem en t & Work in g capit al fin an ce
decision .
Un i t VI Capi t al St r u ct u r e an d Di vi den d Pol i cy (6 Hr s)

In tr odu ct ion , plan n in g t h e capit al st r u ct u r e, capit al st r u ct u r e t h eor y (in br ief),
Fact or s in det er m in in g capit al st r u ct u r e decision s. EPS / EBIT an alysis an d
EPS/ ROE an alysis.
Dividen d t h eor ies (Walt er , Gor don , M& M), Dividen d policies in pr act ice, Bon u s
sh ar es.
Un i t VI I Sou r ces of Fi n an ce (4 Hr s)
Sources of Long-term Finance:
Sh ar es, Deben t u r es an d t er m loan s; Raisin g lon g-t er m fin an ce- ven t u r e capit al
fin an cin g, IPO, Right issu e, Pr ivate placemen t et c. Asset s based fin an cin g- h ire
pu r ch ase vs. Lease fin an cin g, Project fin an cin g. In t ern at ion al sou rces of fin an ce
– ECB, FCCB, ADR, GDR et c (on ly t h e pr odu ct an d n ot t h e process of r aisin g
m on ey). Hedgin g of foreign exch an ge r isk arisin g ou t of expor t s, Im por t s an d
bor r owin gs.
1. Gr ou p pr esen t at ion on variou s fin an cial m an agem en t t opics wit h det ailed
descr ipt ion of lon g t er m in vest m en t decision , pu rpose, feat u r es, scope an d
an alysis on t h e par am et er s of r isk fr ee r et u r n , cost of capit al an d t ax ben efit .
2. Pr act ical pr oblem s on capit al bu dget in g, wor k in g capit al m an agemen t , cost of
capit al, capit al st r u ct u r e an d dividen d policy.
3. Case st u dies
4. Pr esen t at ion s on Fin an cial n ews u pdat e
5. Pr esen t at ion on var iou s sou r ces of fin an ce.
52
1. Ch an dr a, P. (2010). Fundamentals of financial management. Tat a McGr aw-

Hill Edu cat ion .
2. Kh an , M. Y., & J ain , P. K. (2010). Financial management. Tat a Mac Gr aw Hill
Pu blish in g Co. Lt d.
3. Pan dey,I M(2010).financial management.(10e)Vik as pu blish in g h ou se pvt lt d.
Ref er en ces
1. Ban er ji, A.S.K. (2002). Financial management and policy . S.Ch an d & Co.
2. Br ealey, R. A. (2007). Principles of corporate finance. Tat a McGr aw-Hill
Edu cat ion .
3. Madh u , V. (2002). Multinational financial management. Excell Book s
Pu blicat ion s.
4. Pan dey, I.M. (2010). Financial management (10 th ed.). Vik as Pu blicat ion
Hou se.
5. Sh ah , P. P. (2005). Financial management+ w ith CD Indian text edition.
Dr eam t ech Pr ess.
6. Van , Hor n e Jam es, C. (2002). Financial management & policy (12 t h ed.).
Pear son Edu cat ion In dia.
1. Pr of. Sh et t y FCA 2. Rat t an Gu pt a CFA (USA),FRM(USA)

Depar t m en t of Managem en t Dir ect or , Kn owledgever sit y,
Dayan an d Sagar In st it u t e Ban agalor e
Ban galor e
3. Pr of Ch owdar i Pr asad
T A Pai Man agem en t In st it u t e
Man ipal Kar n at ak a
53
CUR R I CUL UM
Y EAR - I
T r i m est er – I I I
54
M BA 3 3 4 Oper at i on s Resear ch
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a cor e su bject in t h e t h ird t r im est er . It develops an d

n u rt u res an an alyt ical at t it u de an d pr epar es st u den t s for car eer s in all possible
walk s of life. It por t r ays an d for m u lat es opt im izat ion met h ods for differen t
bu sin ess sit u at ion s. Th e cou r se h as t wo approach es – mat h em at ical an d
probabilist ic.
Th e r eal ch allen ge faced by m an ager s is m ak in g decision s in u n cert ain t y –

t h eir pr im e object ive bein g r esou r ce optim izat ion
To pr ovide a con cept u al u n der st an din g of t h e r ole oper at ion s r esearch plays
in t h e decision m ak in g pr ocess
To cr eat e a scien t ific appr oach t o problem solvin g, for mu lat ion an d ch oice of
opt imal solu t ion s u n der com pet it ive en vir on m en t s
Un i t I I n t r odu ct i on t o Oper at i on s Resear ch (6 Hr s)
Level of Know ledge – Conceptual and basic

Introduction: Evolu t ion – im por t an ce – scope an d impact on bu sin ess – Models –
by fu n ct ion ; by str u ct u r e; by en vir on m en t – lim it at ion s of OR t ech n iqu es lin ear
Programming: In t rodu ct ion t o LP – form u lat ion , Gr aph ical m et h od – Mu lt iple
opt im al solu t ion , Du alit y t h eor y – for m u lat ion of lar ge LPP – in t er pr et at ion . Post
Opt im alit y An alysis
Un i t I I Tr an spor t at i on an d Rel at ed Pr obl em (6 Hr s)
Level of Know ledge – Problem detecting and solving

Transportation Problems: Nat u r e an d scope – Opt im al solu t ion – Nor t h West
Cor n er r u le – Mat r ix m in im a m et h od – VOGEL‘s Appr oximat ion Met h od (VAM) –
Test for opt im alit y – Modified Distr ibu t ion Met h od (MODI) - Un balan ced
t r an spor t at ion pr oblem s
Assignment Problems: Hu n garian m et h od – Un balan ced assign m en t –
Maxim izat ion in assign m en t - Tr avellin g salesm an pr oblem – Fligh t assign m en t
Un i t I I I Gam e Th eor y (4 Hr s)
Level of Know ledge: Conceptual, problem solving

In t r odu ct ion – Definit ion – Payoff – Types of gam es – 2 per son zer o su m game –
Th eor y of gam es – m axim in , m in im ax pr in ciple; Saddle poin t t h eor em – on ly
applicat ion
55
Un i t I V Sequ en ci n g an d Si m u l at i on (4 Hr s)
Level of Know ledge: Conceptual, analy tical, problem solving

Sequencing: Pr ocessin g ‗n ‘ jobs t h r ou gh 2 an d 3 m ach in es.
Simulation: In t r odu ct ion –r an dom n u m ber gen erat ion – Mon t e Carlo Tech n iqu e –
applicat ion .
Un i t V M ar k ov Ch ai n Appl i cat i on s an d Qu eu i n g Th eor y (6 H r s)
Level of Know ledge: Conceptual, analy tical, problem solving

Applicat ion s of Tr an sit ion s Mat r ices of Mar k ov Ch ain s –Br an d Swit ch in g
An alysis, At t r it ion An alysis.
Queuing Theory: Feat u r es of t h e Wait in g Lin e syst em – Ken dall‘s Notat ion –
Qu eu in g models – Sin gle Ch an n el / In finit e capacit y
Un i t VI Spr ead Sh eet M odel l i n g (4 Hr s)
Level of Know ledge: Practical and problem solving

Spr ead Sh eet Modellin g in Oper at ion s Resear ch
1. Pr actical pr oblem s in Fin an ce, Mar k et in g, HRM an d Oper at ion s.

2. Case st u dies
3. Iden t ifyin g pr oblem sit u at ion s in daily life, for m u lat in g t h em an d solvin g
t h em ,
Tex t Book
Pai, P.P. (2012). Operations research: Principles and practice (1 st ed.). New Delh i,
In dia: Oxfor d Un iversit y Pr ess.
Ref er en ces
Hillier , F. S. & Hillier , M.S. (2009). Introduction to management science (4 t h ed.).

New Delh i, In dia: Tat a McGr aw-Hill.
Ex t er n al Ex per t
1 Dr . A. Sesh adr i
Associat e Pr ofessor
Al Am een In st it u t e of Man agem en t St u dies
Ban galor e Un iver sit y
Ban galor e.
56
M BA 3 3 8 En t er pr i se Resour ce Pl an n i n g
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as an elect ive in t h e th ir d t rim est er . It develops an

u n derst an din g of m an agem en t of var iou s fu n ct ion s in an or gan izat ion an d its
in t egr at ed appr oach . Pr act ical exposu r e t o var iou s m odu les of ERP t h r ou gh
h an ds on lab session s on SAP soft war e also in cor por at ed as t h e par t of t h e
cou r se cu r r icu lu m .
Th e cou r se offer s a fu n damen t al fr am ewor k for En t er pr ise Resou rce Plan n in g

(ERP) in an or gan izat ion .
It iden t ifies t h e variou s fu n ct ion al m odu les for ver t ical an d h or izon tal
work flow of bu sin ess oper at ion s.
It provides an in t egr at ed appr oach t o m an ager s for bet t er decision m ak in g.
It or ien t s t h e st u den t s t owar ds u n derst an din g t h e bu sin ess pr ocesses wh ich
can be in t egr at ed in a seam less ch ain t hrou gh h an ds on lab session s on SAP
soft war e.
Un i t I Con cept an d Ben ef i t s of ERP (2 Hr s)

Defin it ion of ERP, ERP pot en t ial in bu sin ess t r an sfor m at ion , Dem an d of ERP,
Evolu t ion , ERP m ar k et
Un i t I I Bu i l di n g Bu si n ess cases f or ERP (4 Hr s)

Roles of ERP, Need for ERP, Gap an alysis, Com pet it ive en vir on m ent an alysis,
St rat egic n eeds an alysis, Feasibility an alysis, ERP Pr oject life cycle,
Cost elemen t s
Un i t I I I ERP Lab Sessi on s – SAP Sof t war e (1 2 Hr s)
Level of Know ledge: Work ing know ledge and hands on training
Th e ERP ben efit s, Modu les of ERP. Int r odu ct ion t o SAP, Modu les of SAP, Lab
session s on var iou s fu n ct ion al m odu les of SAP wit h assign m en t s
57
Un i t I V ERP en abl ed Bu si n ess Pr ocess r e-en gi n eer i n g (3 Hr s)

Is r e – en gin eer in g n ecessary? Bu sin ess pr ocess r e-en gin eer in g, Im plem en tin g
BPR -BPR ch ar act er ist ics an d st eps, ERP an d BPR, ERP m odelin g in BPR,
Bu sin ess case, Five st age AS-IS/ TO- BE an alysis
Un i t V ERP Pr oj ect I m pl em en t at i on (3 Hr s)

ERP im plem en t at ion lifecycle,
ERP wit h r espect t o sm all and m ediu m en t er pr ises (In dian per spect ive),
Issu es in ERP pr oject m an agem en t
Un i t VI M an agi n g ERP-ES En abl ed Ch an ge (2 Hr s)

In tr odu ct ion , plan n in g for in tegr at ion , Ch an ge m an agemen t st rat egies
Un i t VI I ERP- T r en ds i n ERP – Tech n ol ogy & Bu si n ess (4 Hr s)

SaaS, SOA, Clou d com pu t in g, In t egr at ion wit h e-bu sin ess, m obile com m er ce,
ERP solu t ion pr ovider s / ven dor s.
Th e cou rse is facilit at ed by

1. Pract ical Lab session s relat ed t o r elevan t m odu le t opics in SAP.
2. Case st u dies on ERP im plemen t at ion st rat egies.
3. St u den t pr esen t at ion an d classroom discu ssion s on applicat ion of an ERP
solu t ion for variou s m an ager ial pr oblem s of an organ izat ion in Oper at ion s,
Mar k et in g, Fin an cial Accou n t in g, Hu m an Resou r ces.
Gan esh , J . M. Enterprise Resource Planning. MacMillan Pu blicat ion s.
Ref er en ces
1. Dey, B. R. Business process and re-engineering. Bizt an t r a.

2. Leon , A. ERP. Tat a McGr aw Hill Pu blicat ion s.
3. Sadagopan , S. ERP - A Managerial Perspective. Tat a Mc Gr aw Hill
Pu blicat ion s.
4. Sin gh la, A. R. ERP. Cen gage Pu blicat ion s.
58
5. Su m n er , M. Enterprise Resource Planning. Pear son Pu blicat ion s.

6. Wagn er , M. a. Concepts in ERP. Th om son pu blication s.
1. Mr .Sr ir am N.A.
Depu t y Gen n er al Man agem en t Man ager , ERP Syst ems,
Dept . RBIN/ ICO, BOSCH Lt d, Hosu r Road, Adu godi,
Ban galore.
2. Mr . Srik an t Rao,
ERP
59
M BA 34 0 Fi n an ci al St at em en t An al y si s
1 Cr edi t
Descr ipt ion
Th is cou r se is in t en ded t o en h an ce t h e sk ill level of t h e st u den t s in developin g

an alyt ical sk ills. In th is cou r se, t h e st u den t s wou ld be exposed t o work in g on t h e
cor por at e dat abase. Ext r act ion of t h e dat a an d an alyzin g wou ld be t h e m ain
object ive of t h is cou r se.
Pedagogy
Th is is a pr act ical cou r se. Wit h t h e t h eoret ical k n owledge acqu ir ed in t h e cor e
cou r ses viz. ‗Accou n t in g for Man ager s‘, ‗Man agem en t Accou n t in g‘ an d ‗Fin an cial
m an agemen t ‘ t h e st u den t s wou ld get t he h an ds on exper ien ce on an alyzin g t he
dat a of In dian com pan ies. Each session is lab based. Th is cou r se con sist s of t wo
par t s viz., Dat a ext r act ion an d Dat a in t er pr et ation . At t h e en d of t h e session , t h e
st u den t s ar e expect ed t o prepar e a r epor t based on t h e in t er pr et at ion s.
Un i t I I n t r odu ct i on of CM I E Dat a Base & Dat a Ex t r act i on (3 Hr s)

Cr eat ion of u ser id an d passwor d. Br ief in t r odu ct ion of n u m ber com pan ies-
fin din g in for m at ion abou t com pan ies- differen t in dicat or s of t h e com pan ies- BSE
code of t h e com pan ies – locat ion of plan t s- produ ct s of differ en t com pan ies.
Types of compan ies based on own er sh ip- based on sect or s - filt er in g dat a based
on t op lin e, bot t om lin e et c.,
Un i t I I M an u f act u r i n g Com pan i es- Rat i o An al y si s (3 Hr s)

Ext r actin g differ en t r at ios of man u fact u r in g com panies over ser ies of year s an d
an alyzin g t h ese rat ios.
Un i t I I I Ser vi ce Com pan i es - Pr of i t An al y si s (3 Hr s)

Un der st an din g t h e k ey m et rics of n on fin an cial service sect or cat egor y wise an d
an alyzin g t h e k ey perfor m an ce in dicat or s. Th e perfor m an ce an alysis of fin an cial
sect or s. Ban k in g com pan ies- Basel n or m s- capit al adequ acy- NPA an alysis.
Un i t I V Oper at i n g Cy cl e an d Wor k i n g Capi t al Man agem en t (3 H r s)

Oper at in g cycle - raw m at er ial st or age per iod- r eceivables collect ion period-
cr edit or s paym en t per iod calcu lat ion s.
60
Un i t V Sou r ces of Fi n an ce (3 Hr s)
IPO an d FPO - per for man ce of t h e sh ar es im m ediat ely aft er t h e list in g- debt
equ it y r at io- pr efer en ce sh ares, con ver t ible, n on con ver t ible- Pr ivat e placem en t s-
r igh t s issu es- bu y back sh ar es- face valu e ch an ge of t h e sh ares
Ev al u at i on
Th r ou gh h an ds-on exer cise/ r eport s/ Pr oject s an d assign men t s for ever y Un it .
Th is is a con t in u ou s evalu at ion syst em . No m idt er m or en d t er m exam s
proposed.
Ref er en ce
Man u al of In st r u ct ion s provided by CMIE for Pr owess Dat a Base.
61
M BA 3 4 1 Fun dam en t al s of Ser vi ce Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ar k et in g elect ive in t h e t h ir d t rim est er an d it

emph asizes t h e im port an ce of t h e service in du st r y wh ich is goin g t h r ou gh a
per iod of revolu t ionar y ch an ge. Ser vice sect or h as becom e t h e m ost im por t an t
space for bu sin ess h ou ses. Th e cu st om er revolu t ion , t h e bu sin ess en viron m en t ,
global player s h ave br ou gh t in t r emen dou s ch an ges t o ser vice in du st r y.Th e
cou r se equ ips t h e st u den t s t o acqu ir e core com pet en cies & sk ill sets t o mak e a
su ccessfu l car eer in th e ser vice sect or .
To im par t k n owledge n eeded t o im plem en t qu alit y ser vice an d ser vice

st r at egies acr oss ser vice in du st r ies, su ch as ban k s, h ot els, h ospit als,
edu cat ional in st it u t ion s, pr ofession al ser vices an d ot her goods in du st r ies t h at
depen d on ser vice excellen ce for com pet it ive advan t ages.
To in cu lcat e a ser vice cu lt u r e am on g st u den t s in t er est ed in a car eer in ser vice
sect or .
Pedagogy
Class r oom session s will be a com bin at ion of lect u r es, con cept u al discu ssion s on
ch osen cu rr en t sit u at ion s, an d cases: pr esen t at ion s an d discu ssion s.
Un i t I Un der st an di n g Ser v i ce Mar k et s, Pr odu ct s an d Cu st om er s (5 Hr s)

1) Perspectives on Mark eting in the Service Economy : In t r odu ct ion t o ser vices,
im por t an ce & r ole in n ew econ om y, distin gu ish in g ch ar act er ist ics fr om
ph ysical pr odu ct s posin g m ar k et in g ch allen ges, expan ded m ark et in g m ix.
2) Customer Behaviour in Service Encounters: Cu st om er decision m ak in g: Th e 3
st age m odel of ser vice con su m pt ion , u n derst an din g ser vice en cou n t er s,
defin in g m om en t s of t ru t h , Cu stom er expect at ion an d percept ion of ser vices
Un i t I I Bu i l di n g t h e Ser vi ce Model (9 Hr s)
1) Developing Service Concepts: Defin in g t h e cor e an d su pplem en t ar y elem en t s of
a ser vice, The flower of ser vice, Plan n in g an d br an din g ser vice pr odu ct s,
Developmen t of n ew ser vices.
2) Distributing Services: Det er m in in g t h e t ype of con t act : Opt ion s for ser vice
deliver y, Place an d t im e decision s, Th e role of in t er m ediar ies, Dist r ibu t ing
ser vices in t er n at ion ally.
62
3) Pricing and Revenue Management: Tr ipod st r at egy of pr icin g, Act ivit y based
cost in g, Dem an d elast icit y based on pr icin g & cu st om er segm en t s, Yield
m an agem en t t o m axim ize reven u es.
4) Services mark eting communication: Set t in g com m u n icat ion object ives,
Ch allen ges (in t an gibles) an d oppor t Un it ies in com m u n icat in g ser vices,
Mar k et in g com m u n icat ion s m ix u sin g in t er n et .
UNI T I I I M an agi n g t h e Cu st om er I n t er f ace (9 Hr s)

1) Designing and managing service processes: Blu epr in t in g service oper at ion s t o
cr eate valu ed exper ien ces, Ser vice pr ocess r edesign , The cu stom er as co-
produ cer .
2) Balancing Demand & Productive Capacity : Pat t er n s & Det er m in an t s of
dem an d, m an agin g dem an d levels, overcom in g capacit y con st r ain t , In ven tory
dem an d t h rou gh wait in g lin es & r eser vat ion s.
3) Crafting the Service Environment: Un der st an din g con su m er r espon ses t o
ser vice en viron m en t s, Dim en sion s of t h e ser vice en viron men t .
4) Managing People for Service Environment: Im por t an ce of Ser vice Em ployees,
Fr on t lin e & back office, Cycles of failu r e, mediocr it y an d su ccess, Hu m an
r esou r ce man agem en t , Ser vice Leader sh ip & Cu lt u r e.
Un i t I V I m pl em en t i n g Pr of i t abl e Ser v i ce St r at egi es (7 Hr s)

1) Managing relationships & building loy alty: Cu st om er loyalt y, Th e Wh eel of
loyalt y, Cr eat in g loyalt y bon ds, St r at egies for r edu cin g cu st om er defect ion s,
CRM.
2) Achieving Service Recovery: Cu st om er com plain in g beh aviou r , Prin ciples of
effect ive service recover y syst em s, Service gu ar an t ees, discou r agin g abu se
an d opport u n ist ic beh avior , lear n in g fr om cu st om er feedback .
3) Improving Service Quality and Productivity : In t egr at in g ser vice qu alit y an d
produ ct ivity st r at egies, wh at is ser vice qu alit y, Th e GAPS m odel- A con cept u al
t ool t o iden t ify an d cor r ect ser vice qu alit y problem s, Measu r in g an d
im pr ovin g ser vice qu alit y, impr ovin g ser vice pr odu ct ivit y.
Th e cou rse will u se combin at ion s of appr oach es su ch as:

1. Gr ou p pr esen t at ion on var iou s ser vice m an agem en t in it ive fr om diver se
bu sin ess sect or s
2. Case st u dies
3. Presen t at ion on Ser vice Man agem en t n ews u pdat e
63
Ref er en ces
1. Lovelock ,C., Wirt z, J ., Ch at er jee, J . (2011).Services mark eting. Pear son
Pren t ice Hall.
2. Zeit h m l, V.A. & Bit n er , Mar y, J o. (2011).Services mark eting.
Tat a- McGr aw- Hill Edit ion .
3. Sh an k ar , R. (2011). Services mark eting. Excel Book s.
4. Apt e, G. (2011). Services marketing. Oxfor d Un iver sit y Pr ess.
Ex t er n al Ex per t :
Mr . S G Rajash ek ar an
Vice Pr esiden t (Ex)
Kean India, Ban galor e
64
M BA 3 4 2 M an agem en t Accou n t i n g
2 Cr edi t s
Descr ipt ion
Th is cou rse provides an in t r odu ct ion t o t h e fu n dam ent al con cept s of m an ager ial
accou n t in g. Th e focu s of t h e cou r se will be on t h e accou n t in g fu n ct ion in t er n al
t o or gan izat ion s. Man ager ial accou n tin g is con cer n ed wit h t h e an alysis of an d
accou n t in g for cost s, m an ager ial plan nin g, decision m ak ing an d con t r ol. Th e
n at u r e an d beh avior of cost s an d t h e u sefu ln ess an d lim it at ion s of accou n t in g
dat a for t h ese pu r poses ar e st u died. Man agerial accou n t in g, wh ile pr ovidin g
som e dat a for fin an cial st at em en t s pr epar ed for ext er n al u ser s, h as as it s
prim ar y pu r pose t h e developm en t an d pr esen t at ion of in for m at ion u sefu l t o
in t er n al m an agemen t for decision m ak in g, plan n in g an d con t r ol. St u den t s will
lear n t h e r u dim en t s of cost in g an d applicat ion of cost accou n t in g pr in ciples in
Man ager ial decision m ak in g.
Th is cou r se cover s basic mat er ials on term in ology an d ideas on cost beh avior ,
cost -volu m e pr ofit r elat ion sh ips, act ivit y-based cost in g, , in com e effect of dir ect
cost in g ver su s absor pt ion cost in g, an d sim ple n on -r ou t in e decision m ak in g.
In t h is cou rse, h elps in t h e basic u n der st an din g of
Man ager ial accou n t in g con cept s an d r epor t s t h at h elp m an agers m ak e
plan nin g decision s,
To u nder st an d t h e fu n dam en t als of cost accou n t in g;
To lay fou n dat ion for developin g t h e sk ills t o in t er pr et Cost Sh eet s;
To develop an u n der stan din g of pr ocess cost in g an d t h e pr in ciples an d
con cept s of con t r act cost in g.
Decision facilit at in g an d decision en h an cin g r oles of accou n t in g in form at ion ,
Problem -solvin g sk ills wit h an application or ien t at ion t o solve bu sin ess
problem s in t h e r eal wor ld.
Un i t I I n t r odu ct i on t o Cost Accou n t i n g (1 Hr )

Level of Know ledge : Work ing Know ledge
Cat egor ies, Allocat ion , Appor t ion m en t & Absor pt ion , Appor tion m en t of ser vice
cost cen t er s, Pr e-det er m in ed over h ead r at es.
Un i t I I Cost Con cept s an d Cl assi f i cat i on s (1 Hr )

Cost , Cost cen t ers, Cost Un it , Met h od of cost in g, Tech n iqu es of cost in g,
Classificat ion of cost - fixed an d var iable.
65
Un i t I I I Ov er h eads (4 Hr s)
Ou t pu t / Un it cost in g, Cost sh eet , Job cost in g, Con t r act cost in g.
Un i t I V Pr ocess Cost i n g (4 Hr s)
Process accou nt in g, WIP (Equ ivalen t Produ ct ion ), Nor m al & abn or m al losses,
In ter n al pr ocess pr ofit s, J oint s & by-pr odu ct cost in g.
Un i t V CVP an d Br eak Ev en An al y si s (1 0 Hr s)
Mar gin al an d differ en t ial cost in g.Special cost for m an agem en t decision m ak in g
Var iou s m an agem en t decision s su ch as m ak e or bu y, Sh u t down or con t in u e
pricin g decision .
Un i t VI Bu dget s an d Bu dget or y Con t r ol (6 Hr s)

Con cept s of bu dget an d it s advan t ages, Fu n ct ion al, m aster an d cash bu dget ,
Flexible an d zer o based bu dget in g, Respon sibilit y accou n t in g, Per for m an ce
bu dget in g.
Un i t VI I Speci al Topi cs (4 H r s)
Cost r edu ct ion an d cost con t r ol, Man agem en t r epor t in g an d st r at egic cost
m an agemen t , Act ivit y based cost in g, Tar get cost in g, Life cycle cost in g
1. Gr ou p pr esen t at ion on var iou s m an agem en t accou n t in g t opics wit h det ailed
descr ipt ion of decision mak in g, pu r pose, feat u r es, scope an d an alysis on t h e
par am et ers of r et u r n , cost an d t ax ben efit .
2. Pr act ical pr oblem s on Cash bu dget, Flexible bu dget , Cash flow an d Fu n d
flow.
3. Case st u dies
4. Pr esen t at ion s on Man agem en t Accou n t in g n ews u pdat e
5. Pr esen t at ion on variou s man agem en t Accou n t in g t opics
66
1. Ar or a, M.N. ( 2010).Cost and management accounting (9 t h ed.). Vik ash
Pu blicat ion s.
2. Kh an ., & Jain . (2010). Management accounting (5 th ed.). Tat a McGr aw Hills
Pu blicat ion s.
Ref er en ces
1. Hor n gr en , Ch ar les, T., Dat ar Srik an t M, fost er Geor ge, Rajan Madh av V.,
& It t n er , Ch r ist oph er . (2010). Cost accounting a managerial emphasis (15 th
ed.). Pear son Pu blicat ion s.
2. J iam balvo,J ames. (2012). Man ager ial accou n t in g (fou r t h ed.). Wiley In dia
pu blicat ion s.
3. Kh an , M.Y., & J ain , P. K.(2010). Management accounting. text, problems
and cases (4t h ed.). Tat a McGr aw-Hill Com pan y Lt d Pu blicat ion s.
4. Lal,J awah arlal., & Srivast ava, Seem a.(2010). Cost accounting (4 th ed.).
Tat a McGr aw Hill Pu blicat ion s.
5. Lyr ich .(2010). Accounting for management, New Delh i: Tat a McGr aw Hill
Pu blicat ion s.
1.Pr of. Sh ett y FCA
Depar t m en t of Man agem en t
Dayan ad Sagar Inst it u t e
Ban galor e
2. CA Deepik a R Gu pt a FCA
IIM BANGALORE
3. Pr of Ch au dh ar y Pr asad
TAPMI
Man ipal, Kar n at ak a
67
M BA 3 4 3 Oper at i on s Man agem en t

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a Gen n er al Man agem en t su bject in t h e t h ir d Tr im est er . It

develops an in sigh t in t o t h e St r at egy, plan n in g, man u fact u r in g an d
con t r ol aspect s of Oper at ion s. Th is paper pr epar es t h e st u den t s for
car eer s in t h e ar eas of Plan n in g, Man u fact u r in g an d con t r ol
m an agemen t .
To fam iliar ize t h e st u den ts wit h t h e con cept s of oper at ions m an agem en t
syst em s.
To dr ive t h e con cept s of Operat ions Managem en t su ch as In ven t or y
m an agem en t , Pr oject m an agem en t , Su pply Ch ain Man agem en t , Tot al Qu alit y
Man agem en t for effect ive u t ilizat ion of r esou r ces an d meet ing t h e cu st om er
expect at ion s.
To u n derst an d t h e Oper at ion s st r at egies for en su r in g com pet it iven ess an d
bein g globally com pet it ive.
Un i t I I n t r odu ct i on an d Oper at i on s St r at egy (5 Hr s)
In tr odu ct ion : Th e Field of Oper at ion s Man agemen t , Pr odu ct ion Syst ems, OM in
t h e Or gan izat ion al Ch ar t , Oper at ion s as Ser vice, Hist or ical Developm en t of OM,
Cu r r en t Issu es in Oper at ion s Man agem en t .
Oper at ion s St r at egy: Oper at ion s St rat egy, Oper at ion s Com pet it ive Dimen sion s,
Th e Cor porat e St r at egy Design Process, St rat egic Fit -Fit tin g Oper at ion al
Act ivit ies t o St r at egy, Pr odu ct ivit y Measu r em en t .
Un i t I I Pr odu ct Devel opm en t an d Pr ocess sel ect i on (4 Hr s)
Th e Pr odu ct Design Process, Design in g for t h e Cu st om er , Design in g Pr odu ct s for

Man u fact u re an d Assem bly, Pr ocess Select ion , Man u fact u r in g Pr ocess Flow
Design , Measu r in g Pr odu ct Developm en t Per for man ce, Ser vice En cou n t ers,
St ru ct u r ing t h e Ser vice En cou n t er , Service-Syst em Design Mat r ix,
Un i t I I I Faci l i t y Pl an n i n g (4 Hr s)
Plan n in g t h e st r at egic u se of r esou r ces -Plan t locat ion an d Plan t Layou t , Lin e
balan cin g, Tak t t im e, RPW n u m erical.
Un i t I V I n v en t or y Man agem en t (6 Hr s)
In ven t or y Man agemen t : Defin it ion of In ven t or y, Pu r poses of In ven t ory, In ven t or y
Cost s, In depen den t ver su s Depen den t Dem an d, In ven t or y Syst em s, ABC, EOQ, ,
FSN,VED,VMI, In t rodu ct ion to SCM.
68
Un i t V Qu al i t y Man agem en t (4 Hr s)
Man agem en t of Qu alit y – In t r odu ct ion t o QM t ools su ch as TQM, SPC,7 QC

t ools, Six Sigm a, OEE.
Un i t VI Pr oj ect Man agem en t (4 Hr s)
In tr odu ct ion , St r u ct u rin g Pr oject s, Wor k Br eak down St r u ct u r e, Net wor k

PERT/ CPM pr oblem s.
Un i t VI I Cu r r en t t r en ds i n Oper at i on s M an agem en t (3 Hr s)
Lean an d Green oper at ion s
1. Facilit y layou t -- exer cises given on layou t mak in g for Hospit al,
Man u fact u r in g fact or y , h ot el , ret ail ou t let s in gr ou ps.
2. Seven QC t ools --- Exer cises to be don e by st u den t s wit h an exam ple on
Par et o ch ar t , Ish ik awa diagr am , Hist ogr am , et c.
3. Exer cise in class on Qu alit y fu n ct ion deploym en t -- Hou se of qu alit y on an
it em . ( ex camer a , washin g m ach in es or an y ot h er it em )
Essen t i al Tex t
Ch ase, R. B., & Ravi Sh an k ar , Et al. (2010). Operations and Supply Management.
In dia: McGr aw Hill.
Mah adevan , B. (2010). Operations Management. In dia: Pear son .
Ref er en ces
1. Ch ase, R. B. & Nich olas, A. J ., & et al. (2010). Operations management

for competitive advantage. New Delh i: Tat a McGraw Hill.
2. Lee, K. J., & Lar r y, R. P. (2002). Operations management, processes and
value chains. New Delh i: Pear son Edu cat ion Pu blicat ion s.
3. Gaith er , N. F.(2002). Production & operations management. New Delh i:
Th om son Lear n in g Pu blicat ion s.
4. St even son , W. J. (2007). Production and operations management, New
Delh i: McGr aw Hill.
5. J ay, H., & Bar r y, R. (2011). Operations management. New Delh i: Pear son
Edu cat ion Pu blicat ion s.
6. Bu ffa, E. S., & Sar in , R. K. (2008). Modern production/ operations
management. New Delh i: J oh n Wiley & Son s Pu blicat ion s.
7. Ru ssel, R. S., & Taylor, B. W. (2012). Operations management. New
Delh i: Joh n Wiley & Son s Pu blicat ion s.
69
CUR R I CUL UM
Y EAR - I I I
Sp ec i al i z at i o n
70
Fu n ct i on a l El ect i ves - Fi n a n ce
M BA3 01 M an agem en t of Ban k s an d Fi n an ci al I n st i t u t i on s

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a fin an ce elect ive in t h e t h ir d t rim est er. It pr epar es

st u den t s for car eer s in Bank in g an d Fin an ce in du st r y. Stu den t s opt in g for t h is
elect ive u n der st an d t h e var iou s aspect s r elat ed t o m an agem en t of Ban k s an d
Fin an cial In st it u t ion s.
To gain fou n dat ion in t h e k ey issu es con fr on t in g ban k man ager s t oday.
To gain fam iliar izat ion wit h t h e basic fin an cial m odels t h at is u sed t o
for m u lat e decision s an d an u n der st an din g of t h e st r en gt h s an d weak n ess of
dat a an alysis.
To r ecogn ize t h e t rade-offs in volved in m ak in g fin an cial decision s an d t o
develop t he logical t h ou gh t pr ocesses n eeded t o r each reason able
con clu sion s.
Un i t I Ov er vi ew of t h e Ban k i n g I n du st r y & Regu l at i on (2 Hr s)

Level of Know ledge: Work ing know ledge
In for m at ion r elat ed to ban k man agem en t an d cu r r en t ban k in g t ren ds.
Role of compet it ion in for cin g ch an ge in ban k in g, expan ded produ ct an d ser vice
offer in gs acr oss geogr aph ic m ar k et s an d t h e im pact on ban k in g in du st r y
con solidat ion .
Or gan izat ion al st ru ct u r e of local ar ea ban k s an d large ban k in g h oldin g
com pan ies.
Ban k in g r egu lat or y en vir on m en t .
Im pact of k ey ban k in g legislat ion .
Un i t I I Ev al u at i n g Ban k Per f or m an ce (4 Hr s)
Basic r isk an d r et u r n feat u res of com m er cial ban k s. Ban k fin an cial st at em en t s.
Du Pon t m odel for evalu at in g ban k per for m an ce. How ban k s m ak e a profit ?
Tr ade-offs in volved in balan cin g credit risk , liqu idit y r isk , m ar k et r isk ,
operat ion al r isk , r epu t at ion al risk , legal r isk an d solven cy r isk .
St rat egies an d t ren ds in con t r ollin g n on -int er est expen se r elat ive t o n on -in t er est
in com e t o h elp meet efficien cy object ives.
71
Un i t I I I Man agi n g I n t er est Rat e Ri sk (8 Hr s)

How ban k s m easu r e an d man age in t er est r at e r isk ?
Pricin g of secu r it ies, t ot al r et u rn an alysis t o in vest or s an d t h e det er m in an t s of
in t er est r at es.
GAP an alysis an d t he u se of sen sit ivit y an alysis t o assess t h e pot en t ial im pact of
in t er est r at e an d balan ce sh eet ch an ges on n et in t er est in com e.
Du r at ion gap an alysis an d t h e u se of sen sit ivit y an alysis t o assess t h e pot en t ial
im pact of in t er est rat e an d balan ce sheet ch an ges on t h e econ om ic valu e of
st ock h older s‘ equ it y.
Im pact of em bedded opt ion s an d t h e n ecessit y beh in d incorpor at in g sen sit ivit y
an alysis t o assess t h e impact of su ch opt ion s on pr ofit s an d r isk . Basic feat u res
of fin an cial fu t u res, for war d con t r act s, in t er est r at e swaps an d in t er est r at e caps
an d floor s an d h ow ban k s u se t h em t o bot h h edge an d specu lat e. Un der st an din g
t h e m odels, dat a ou t pu t an d st r at egies t o im pr ove per for m an ce.
Un i t I V M an agi n g Cost of Fu n ds, Ban k Capi t al & Li qu i di t y (8 Hr s)

Feat u r es of ban k liabilit ies. Regu lat or y capit al r equ ir em en t s. Over all liqu idit y
an alysis. Est im at in g t h e mar gin al cost of fu n ds for t ak in g in vest m en t decision s
an d pr icin g asset s. How ban k s m eet legal r eser ve r equ ir em en t s an d m an age
cash asset s? A m odel t o est im at e liqu idit y n eeds an d plan for tem por ar y cash
deficien cies an d lon ger -t er m liqu idit y n eeds. Th e n ew Basel II capit al
r equ ir emen t s.
Un i t V Ex t en di n g Cr edi t t o Bu si n esses an d I n di v i du al s (4 H r s)
How ban k s m an age cr edit r isk ?
Basic credit an alysis pr in ciples an d t h e ch ar act er ist ics of differ en t t ypes of loan s.
Procedu r e for est im at in g a bu sin ess bor r ower ‘s cash flow fr om oper at ion s.
Basic credit scor in g m odels applied to in dividu al bor r ower s.
In ter pr et in g fin an cial st at em en t s an d gen er at in g cash flow est im at es t o
det er min e repaym en t pr ospect s. Cu st om er pr ofit abilit y an alysis t h e basic
fram ewor k u sed t o assess wh et h er a ban k is pr ofit in g fr om a cu st omer ‘s t ot al
r elat ion sh ip.
Un i t VI M an agi n g I n v est m en t Por t f ol i o & Speci al T opi cs (4 Hr s)

Role of fixed in com e secu r it ies in h elpin g a ban k m eet pr ofit an d r isk object ives.
Basic object ives a ban k ‘s in vest m en t por t folio an d t h e n at u re of in vest m en t
policy gu idelin es. Basic feat u r es of t axable an d t ax-exempt secu r it ies t h at ban k s
bu y. Variou s st r at egies r elat ed t o ch oosin g secu r it y m at u r it ies, t h e com posit ion
bet ween t axable an d t ax-exem pt secu r it ies an d pu r ch ases or sales t im ed t o t ak e
72
advan t age of t h e bu sin ess cycle. Im pact of em bedded opt ion s on secu r it y pr icin g
an d t h e r isk -r et u r n t r ade-off t o in vest or s of callable bon ds an d m ort gage-back ed
secu r it ies wit h sign ifican t pr epaym en t r isk . Recen t t r en ds in global ban k in g
act ivit ies. Man agem en t of for eign exch an ge r isk .
1. Pract ical assign m ent s related t o lear n in g aft er in dividu al Un it .

2. Case st u dies
3. Presen t at ion s on Fin an cial n ews u pdat es.
1. R M Sh r ivast ava., Dr Divya Nigam , (2009). Management of Indian Financial

Institutions. 8 th edit ion , Pu blish er : Him alaya Pu blicat ion s.
Ref er en ces
1. MacDon ald Scot t S., Koch Tim ot h y W, Management of Bank ing. 6 th Edit ion ,
In dian : Cen gage learn in g.
2. Gu p Ben ton e., Kolari James W, Commercial Bank ing - The Management of
Risk. 3 rd Edit ion , Wiley In dia edition .
3. Hu ll J oh n C., Risk Management and Financial Institutions. Pear son .
4. Du n Br adst r eet ., Financial Risk Management. Tat a McGr aw Hill.
5. Genneral ManagementBank Management. IIBF Book s for CAIIB Exam ,
Macm illan Pu blicat ion s.
6. Risk Management. IIBF Book s for CAIIB Exam , Macm illan Pu blicat ion s.
7. Vivek ., Asth an a P.N, Financial Risk Management. Himalaya Pu blish in g
Hou se.
8. Bh at t ach ar ya Hr ish ik esh ., Bank ing Strategy - Credit Appraisal and Lending
Strategies - A Risk -Return Framew ork . Oxfor d Un iver sit y Pu blicat ion s.
9. Mu k h er jee D.D., Credit Appraisal, Risk Analysis and Decision Mak ing. 4 th
en lar ged an d revised edit ion , Sn ow Wh it e Pu blicat ion s.
10. Tan n an M.L., Tannan’s Bank ing Law and Practice in India. J ain Book
Agen cy.
73
M BA 3 0 2 Secur i t y An al y si s an d Por t fol i o M an agem en t

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a fin an ce elect ive for t h e MBA pr ogr am m e. It develops an

in vest m en t at t it u de an d pr epar es st u den t s for car eer s in t h e ar eas of fin an ce
an d in vest m en t . Stu den t s opt in g for fin an ce specializat ion wou ld fin d t h is cou r se
t o be im por t an t as it s applicat ion s can be seen wh ile u n der stan din g fin an cial
m ar k et s.
To pr ovide st u den t s wit h a con cept u al an d an alyt ical fr am ewor k of evalu at in g

a secu r it y.
To pr ovide st u den t s wit h work in g k n owledge fr am ewor k of differen t fin an cial
in st r u m en t s, t heir risk an d r et u r n s an d t h eir u sefu ln ess wh ile con st r u ct in g
por t folios.
To fam iliar ize st u den t s wit h por t folio con st r u ct ion an d m an agem en t
t ech n iqu es an d st r at egies.
Un i t I I n t r odu ct i on : Th e I n v est m en t Back gr ou n d (5 Hr s)

Or gan izat ion an d Fu n ct ion in g of secu rities m ar k et s - Wh at is a Mar k et?; Pr im ar y
capit al m ar k et s; secon dar y fin an cial m ark et s. Secu r it y m ark et in dexes - St ock
m ar k et in dexes; Bon d m ar k et in dexes. Th e in vest m en t set t in g - Wh at is an
in vest m en t ? Measu r es of r et u r n an d r isk . Th e Asset Allocat ion decision -
In dividu al in vest or life cycle; Th e n eed for a policy st at emen t ; In pu t t o t h e policy
st at em en t ; Con st r u ct in g t h e policy st at em en t ; t h e im por t an ce of asset allocat ion .
Un i t I I M acr o An al y si s an d Mi cr o-Val u at i on of St ock (9 Hr s)

Macr o m ar k et an alysis – Econ omic act ivit y an d secu r it y m ar k et s, Econ om ic
series an d st ock pr ices; t h e cyclical in dicat or approach et c. In du st r y an alysis –
Wh y do In du st r y an alysis? Th e bu sin ess cycle an d In du st ry sect or s; st r u ct u r al
econ omic ch an ges; Evalu at in g t h e In du st r y life cycle. Com pan y an alysis and
st ock valu ation – Com pan y an alysis ver su s valu at ion of stock ; Company
an alysis; Est im at in g in t rin sic valu e; Addit ional m easu r es of r elat ive valu e;
An alysis of gr owt h com pan ies; Valu at ion of alt er n at ive In vest m en t s. Tech n ical
an alysis – Advan t ages of t ech n ical an alysis; Tech n ical t r adin g r u les an d
in dicat ors Efficien t Capit al Mar k et s – Wh y sh ou ld capit al m ar k et s be efficien t?
Alt er at ive efficien t m ar k et Hypoth eses; Test s an d r esu lt s of EMH; Im plicat ion s of
efficien t capit al m ar k et s
74
Un i t I I I Por t f ol i o Man agem en t Th eor y (5 Hr s)

An in t r odu ct ion t o Por t folio Man agem en t - Some back gr ou n d assu mpt ion s;
Mar k owit z por t folio Th eory; An in t r odu ct ion t o asset pr icin g m odels – Capit al
Mar k et Th eor y: An over view; Th e Capit al Asset Pr icin g Model: Expect ed r et u r n
an d r isk ; r elat ion sh ip bet ween Syst em at ic r isk an d r et u r n ; Th e Mar k et Por t folio:
Th eor y Vs Pr act ice Mu lt ifact or Models of r isk an d r et u r n – Ar bit r age Pr icin g
Th eor y
Un i t I V Por t f ol i o Man agem en t St r at egi es (3 Hr s)

Level of Know ledge – Conceptual and Work ing
Equ it y por t folio m an agem en t st r at egies – Passive Vs Act ive man agem ent ;
Over view of passive equ it y por t folio m an agem en t st r at egies; Overview of act ive
equ it y por t folio m an agemen t st rat egies; An over view of st yle an alysis; asset
allocation st r at egies
Un i t V Bon d Val u at i on an d Bon d Por t f ol i o M an agem en t St r at egi es (3 H r s)

Th e An alysis an d Valu at ion of Bon ds – Th e fu n dam en t als of Bon d Valu at ion ;
com pu t in g bon d yields Bon d Por t folio Man agem en t st r at egies – Alt er n at ive Bon d
Por t folio St r at egies – Passive Man agem en t St r at egies; Active Man agem en t
St rat egies
Un i t VI Ev al u at i on of Por t f ol i o Per f or m an ce (2 Hr s)

Evalu at ion of Por t folio per for m an ce – Com posit e Por t folio Per for m an ce m easu res;
Applicat ion of Por t folio per form an ce m easu r es; Evalu at ion of bon d por t folio
per for m an ce.
Un i t VI I Beh av i or al Fi n an ce (3 Hr s)
Wh at is Beh avior al Fin an ce?, St an dar d Fin an ce Ver su s Beh avior al Fin an ce,
Hist or y of Beh avior al Fin an ce, In vest or Beh avior an d asset allocat ion pr ocess,
In vest or Biases-Over con fiden ce, Represen t at iven ess, An chor in g, Men t al
Accou n t in g, Loss Aver sion , Fr am in g, Availabilit y bias an d ot her s
1. Pract ical valu at ion of sh ar es an d bon ds.
2. Solvin g Case st u dies
3. Un der st an din g an d follow u p wit h day-to-day fin an cial n ews u pdat es.
4. Por t folio con st r u ct ion u sin g excel.
5. Doin g In du st r y an alysis.
75
1. Reilly., & Br own . (2009). Investment analysis & portfolio management (8 t h ed.).
New Delh i: Th om son Pu blicat ion s.
Ref er en ces
1. Ch an dr a, Pr asan n a. (2008). Investment analysis and portfolio management.

New Delh i: Tat a McGraw – Hill Pu blicat ions.
2. Fisch er ., & J or dan ., Security analy sis and portfolio management. Pren t ice Hall
Pu blicat ion s.
3. Bh alla, V. K., Investment management, S. Ch an d & Co Pu blicat ion s.
4. Kevin S.(2008). Security Analysis & Portfolio Management, New Delh i: PHI
Learn in g Pvt Lt d Pu blicat ion s.
5. Bodie., Kan e., Moh an t y., Investments (6 t h ed.). Tat a McGr aw Hill Pu blicat ion s.
6. Br ealey., & Myer s., Principles of corporate finance (7 th ed.). Tat a McGr aw Hill
Pu blicat ion s.
76
Fu n ct i on a l El ect i ves – Gen er a l Ma n a gem en t
M BA3 06 M an agem en t of Ban k i n g I n st i t ut i on s

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a fin an ce elect ive in t h e t h ir d t rim est er. It pr epar es

st u den t s for car eer s in Bank in g an d Fin an ce in du st r y. Stu den t s opt in g for t h is
elect ive u n der st an d t h e variou s aspects r elat ed t o m an agem en t of Ban k s an d
Fin an cial In st it u t ion s.
To gain fou n dat ion in t h e k ey issu es con fr on t in g ban k man ager s t oday.
To gain fam iliar izat ion wit h t h e basic fin an cial m odels t h at is u sed t o
for m u lat e decision s an d an u n der st an din g of t h e st r en gt h s an d weak n ess of
dat a an alysis.
To r ecogn ize t h e t rade-offs in volved in m ak in g fin an cial decision s an d t o
develop t he logical t h ou gh t pr ocesses n eeded t o r each reason able
con clu sion s.
Un i t I Ov er vi ew of t h e Ban k i n g I n du st r y & Regu l at i on (2 Hr s)

In for m at ion r elat ed to ban k man agem en t an d cu r r en t ban k in g t ren ds.
Role of compet it ion in for cin g ch an ge in ban k in g, expan ded pr odu ct an d ser vice
offer in gs acr oss geogr aph ic m ar k et s an d t h e im pact on ban k in g in du st r y
con solidat ion .
Or gan izat ion al st ru ct u r e of local ar ea ban k s an d large ban k in g h oldin g
com pan ies.
Ban k in g r egu lat or y en vir on m en t .
Im pact of k ey ban k in g legislat ion .
Un i t I I Ev al u at i n g Ban k Per f or m an ce (4 Hr s)
Basic r isk an d r et u r n feat u res of com m er cial ban k s. Ban k fin an cial st at em en t s.
Du Pon t m odel for evalu at in g ban k per for m an ce. How ban k s m ak e a pr ofit ?
Tr ade-offs in volved in balan cin g credit risk , liqu idit y r isk , m ar k et r isk ,
operat ion al r isk , r epu t at ion al risk , legal r isk an d solven cy r isk .
St rat egies an d t ren ds in con t r ollin g n on -int er est expen se r elat ive t o n on -in t er est
in com e t o h elp meet efficien cy object ives.
77
Un i t I I I Man agi n g I n t er est Rat e Ri sk (8 Hr s)

How ban k s m easu r e an d man age in t er est r at e r isk ?
Pricin g of secu r it ies, t ot al r et u rn an alysis t o in vest or s an d t h e det er m in an t s of
in t er est r at es.
GAP an alysis an d t he u se of sen sit ivit y an alysis t o assess t h e pot en t ial im pact of
in t er est r at e an d balan ce sh eet ch an ges on n et in t er est in com e.
Du r at ion gap an alysis an d t h e u se of sen sit ivit y an alysis t o assess t h e pot en t ial
im pact of in t er est rate an d balan ce sheet ch an ges on t h e econ om ic valu e of
st ock h older s‘ equ it y.
Im pact of em bedded opt ion s an d t h e n ecessit y beh in d incorpor at in g sen sit ivit y
an alysis t o assess t h e impact of su ch opt ion s on pr ofit s an d r isk . Basic feat u r es
of fin an cial fu t u r es, for war d con t r act s, in t er est r at e swaps an d in t er est r ate caps
an d floor s an d h ow ban k s u se t h em t o bot h h edge an d specu lat e. Un der st an din g
t h e m odels, dat a ou t pu t an d st r at egies t o im pr ove per for m an ce.
Un i t I V M an agi n g Cost of Fu n ds, Ban k Capi t al & Li qu i di t y (8 Hr s)

Feat u r es of ban k liabilit ies. Regu lat or y capit al r equ ir em en t s. Over all liqu idit y
an alysis. Est im at in g t h e mar gin al cost of fu n ds for t ak in g in vest m en t decision s
an d pr icin g asset s. How ban k s m eet legal r eser ve r equ ir em en t s an d m an age
cash asset s? A m odel t o est im at e liqu idit y n eeds an d plan for tem por ar y cash
deficien cies an d lon ger -t er m liqu idit y n eeds. Th e n ew Basel II capit al
r equ ir emen t s.
Un i t V Ex t en di n g Cr edi t t o Bu si n esses an d I n di v i du al s (4 H r s)
How ban k s m an age cr edit r isk ?
Basic credit an alysis pr in ciples an d t h e ch ar act er ist ics of differ en t t ypes of loan s.
Procedu r e for est im at in g a bu sin ess bor r ower ‘s cash flow fr om oper at ion s.
Basic credit scor in g m odels applied to in dividu al bor r ower s.
In ter pr et in g fin an cial st at em en t s an d gen er at in g cash flow est im at es t o
det er min e repaym en t pr ospect s. Cu st om er pr ofit abilit y an alysis t h e basic
fram ewor k u sed t o assess wh et h er a ban k is pr ofit in g fr om a cu st omer ‘s t ot al
r elat ion sh ip.
Un i t VI M an agi n g I n v est m en t Por t f ol i o & Speci al T opi cs (4 Hr s)

Role of fixed in com e secu r it ies in h elpin g a ban k m eet profit an d r isk object ives.
Basic object ives a ban k ‘s in vest m en t por t folio an d t h e n at u re of in vest m en t
policy gu idelin es. Basic feat u r es of t axable an d t ax-exempt secu r it ies t h at ban k s
bu y. Variou s st r at egies r elated t o ch oosin g secu r it y m at u r it ies, t h e com posit ion
bet ween t axable an d t ax-exem pt secu r it ies an d pu r ch ases or sales t im ed t o t ak e
78
advan t age of t h e bu sin ess cycle. Im pact of em bedded opt ion s on secu r it y pr icin g
an d t h e r isk -r et u r n t r ade-off t o in vest or s of callable bon ds an d m or t gage-back ed
secu r it ies wit h sign ifican t pr epaym en t r isk . Recen t t r en ds in global ban k in g
act ivit ies. Man agem en t of for eign exch an ge r isk .
1. Pr act ical assign m en t s r elat ed t o lear nin g aft er in dividu al Un it .

2. Case st u dies
3. Pr esen t at ion s on Fin an cial n ews u pdat es.
1. R M Sh r ivastava., Dr Divya Nigam , (2009). Management of Indian

Financial Institutions. 8 t h edition , Pu blish er : Him alaya Pu blicat ion s.
Ref er en ces
1. MacDon ald, Scot t . S., & Koch , Timot h y. W. Management of bank ing. (6 th
ed.). In dian : Cen gage lear n in g.
2. Gu p, Ben t on e., & Kolar i, Jam es. W. Commercial bank ing - the management
of risk . (3 rd ed.). Wiley In dia edit ion .
3. Hu ll, J oh n . C. Risk management and financial institutions. Pear son .
4. Du n , Br adst r eet . Financial risk management. Tat a McGr aw Hill.
5. Genneral Managementbank management. IIBF Book s for CAIIB Exam ,
Macm illan Pu blicat ion s.
6. Risk management. IIBF Book s for CAIIB Exam , Macm illan Pu blicat ion s.
7. Vivek ., & Asth an a, P. N. Financial risk management. Him alaya Pu blish in g
Hou se.
8. Bh at tach ar ya, Hr ish ik esh . Bank ing strategy - credit appraisal and lending
strategies - A Risk-Return Framew ork . Oxford Un iver sit y Pu blicat ion s.
9. Mu k h er jee, D.D. Cred it sppraisal, Risk snalysis and decision mak ing. (4 th
ed.). Sn ow Wh it e Pu blicat ion s.
10.Tan n an , M.L. Tannan’s bank ing law and practice in India. J ain Book
Agen cy.
Ban galor e.
79
M BA 3 0 7 Dy n am i cs of I T & I TES I n du st r y
2 Cr edi t s
Descr ipt ion
In du st r y specific cou r se t h at gives t h e st u dent an u n der st an din g of all facet s of

t h e IT / ITeS in du st r y in In dia.
Learn in g object ives
To equ ip t h e st u den t s wit h det ailed k n owledge abou t t h e in du str y dyn am ics
an d wor k in gs of IT/ ITeS in du st r y in In dia wit h a view t o m ak e t h em in du st r y
r eady.
Pedagogy
Th e cou r se is a com bin at ion of class r oom lect u r es, case st u dies, assign m en t s
an d indu st ry in t er action s.
Un i t I (3 Hr s)
Hist or y of IT/ ITeS in du st r y - even t s t h at lead t o th e evolu t ion of t h e in du st ry in

t h e 90‘s - t h e r apid gr owt h ph ase post 2000, an d t h e cu r r en t m at u r e ph ase
sin ce 2010.
Un i t I I (6 Hr s)
In du st r y over view - t ypes of com pan ies, st u dy of k ey player s, det ails of services
offer ed, k ey ch allen ges
Un i t I I I (9 Hr s)
Oper at ion s in side IT com pan y; Discu ssion on t h e Applicat ion developm en t
process, Applicat ion t est in g pr ocess, Applicat ion su ppor t pr ocess, Bu sin ess
process ou tsou rcin g pr ocesses; t h e k ey man agem en t pr ocesses t h at dr ive t h e IT
/ ITeS ser vice deliver y
Un i t I V (9 Hr s)
Or gan izat ion st ru ct u r e an d k ey depar t m en t s in IT/ ITeS com pan ies – r esou r cin g,
t r ain in g, deploym en t , pr oject m an agem en t an d deliver y, cu st om er acqu isit ion ,
m ar k et in g, fin an ce, in fr ast r u ct u r e an d m an agem en t met r ics
80
Un i t V (3 H r s)
Th e r ole of MBA‘s in IT/ ITeS in du st r y – Bu sin ess an alysis, Fu n ct ion al

con su lt an t , Fin an ce r oles, Mar k et in g r oles, Sales r oles.
1. Applicat ion exer cise

2. Case st u dies
3. Role play
Ref er en ce book s
Nasscom Qu ar t er ly in du st ry r eview –Dec 2012
Ban galor e.
81
Fu n ct i on a l El ect i ves – Hu m a n Resou r ce
M BA 3 1 1 Hum an Resour ce Pl an n i n g, Recr u i t m en t an d Sel ect i on

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a h u m an r esou r ces elect ive in t h e t h ir d t r im est er . It

develops u nder st an din g for t h e h u m an r esou rces plan n in g an d r ecr u it m en t ,
select ion an d pr epares st u den t s for car eer s in t h e ar eas of h u m an r esou r ces.
St u den t s opt in g for t h is elect ive specialize in t h e var iou s aspect s of Hr Plan n in g,
r ecr u it m en t an d select ion - con cept s of h u m an resou r ces an d plan n in g,
con sider at ion s in var iou s t ypes of h u man resou r ces plan n in g, M an agin g
vacan cies, select in g of r igh t tools for select ion process ,An alysis of select ion
processes, var iou s types of int er viewin g t ech n iqu es, car eer plan n in g an d car eer
m ovem en t wit h in t he or gan izat ion
To explore an d u n derst an d t h e issu es in volved in m an power plan n in g an d

select ion m et h ods in t h e in du st r y
To u n der st an d an d develop t h e t ech n iqu es r equ ir ed for select ion & r et en t ion
of em ployees.
To iden t ify an d m at ch or gan izat ion al n eeds an d in dividu al pot en t ial for bet t er
HRM pr act ices.
Un i t I M an power Pl an n i n g (6 Hr s)
Man power Plan n in g: Object ives (m icro an d m acr o levels), Ben efit s, advan t ages,
lim it at ion s, pr oblem s - HR plan n in g, lin k age of HR plan n in g wit h ot h er HR
fu n ct ion s, in flu en cin g fact or s in m an power plan n in g - Man power plan n in g: t ools,
m et h ods an d t ech n iqu es: J ob an alysis, Sk ills an alysis/ sk ill in ven t or y,
Per for m an ce appr aisal, Man power in ven t or y - Use an d applicabilit y of st at ist ical
an d m at h em at ical m odels in m an power plan n in g - Cen su s an alysis - Mark ov
an alysis
Un i t I I Sel ect i on (6 Hr s)
Select ion Cr it er ion in In du st ry - Role of Scien t ific Select ion in Per son n el
Man agem en t , Man power Plan n in g an d Organ izat ion al St r u ct u r in g: Ch allen ges of
Select ion in t oday‘s wor ld - Valu e of good em ployees - Select ion Policy an d
St rat egy - Sou r ce of Recr u it m en t . St eps of System at ic Select ion - J ob
Descr ipt ion - J ob Specification - Select ion Test s – In t elligen ce Apt it u de,
Per son alit y - Psych omet r ic Test in g – Sam plin g, Validit y, Reliabilit y - St at ist ical
in fer en ce - 16 PF an d ot h er Per son alit y Test s - Exer cise on Psych omet ric Test in g
- Gr ou p Select ion Met h ods – Assessmen t Cen t er .
82
Un i t I I I Rel i abi l i t y an d Val i di t y of Sel ect i on Tool (4 Hr s)

Test in g in t h e in du st r y for select in g pr om ot ion an d placemen t . Hist or ical
developm en t of t est in g select ion devices an d applicabilit y, Reliabilit y an d
validit y.
Un i t I V I n t er v i ewi n g Tech n i qu es f or Sel ect i on (4 Hr s)

Devices: Sk ills, t ools an d t ech n iqu es of t h e select ion in t er view.
Un i t V Pr obat i on an d I n du ct i on (3 Hr s)
Level of Know ledge: Conceptual Know ledge
Probat ion & In du ct ion
Un i t VI I n t er n al Mobi l i t y (3 Hr s)
In ter n al m obilit y: Pr om ot ion , Tr an sfer , Dem ot ion an d Separ at ion .
Un i t VI I Car eer Pl an n i n g an d Su ccessi on Pl an n i n g (4 Hr s)

Em ployee Tu r n over : Met h ods t o st u dy t u r n over s & m et h ods t o r et ain em ployees
1. Th ou gh t paper on effect of in du st rial life cycle on HR plan n in g

2. Pr act ical problem s in r eliabilit y an d validit y
3. Case st u dies
4. Mock job fair t o u n der st an d effect iven ess of select ion process
1. Bh at tach ar aya, D., (2007). Human resources and planning (1 st ed.). Excel
book s.
83
Ref er en ce Book s
1. Gat ewood, Filed. Bar r ick . (2009). Human resource selection (2 n d ed.).
Cen age lear n in g.
2. Dian e, Ar t h u r ., Recruiting, interview ing , selection & orienting new
employees (4t h ed.). PHI pu blicat ion .
3. Fish er , Sch oen filed. Sh aw. (2008). Human resource management.
Bizt an t r a pr in t .
4. Sn ell, Boh lan der. (2009). Human resource management. Cen age Learn in g
pr in t .
5. Rober t , Half. (2007). Finding, hiring and k eeping the best employees. Wiley
pu blicat ion s.
6. Har per , Sally. (1997). Personnel management handbook . Gower
pu blicat ion .
7. Walk er , Jam es. W. (2007). Human resource planning. Tat a Mcgr aw h ill.
8. Ch er rin gt on , David. J . The management of human resources (4t h ed.).
9. Tim ple, Dale. The art & science of business management ; Managing
people,Vol.5.
1. Dr .Poor n im a 3. Mr . N. P Man ju n at h a
ICFAI Bu sin ess School, Freelan ce Con su lt an t ,
Ban galor e Dair y Cir cle, Ban galor e
2.Dr . A.K. SRIVASTAVA 4 Dr . B.C San jeevaiah

Freelan ce Con su lt an t , Pr ofessor & Ch airm an
Ulsoor , Post Gradu ate Depar t m en t of
Com m er ce Ban galor e Un iver sit y
Ban galor e
84
M BA 3 1 2 Tr ai n i n g An d Dev el opm en t
2 Cr edi t s
Descr ipt ion
Th e cou r se is offer ed as a h u m an r esou r ce elect ive in t h e t h ir d t r im est er . Th e

cou r se inclu des bot h t h e cogn it ive an d th e beh avior al com pon en t . It will t o
develop bot h k n owledge an d sk ills in h u m an r esou rce developm en t . St u den t s
sh ou ld h ave in cr eased t h eir k n owledge abou t t h e t rainin g fu n ct ion , t r ain in g
processes, design con siderat ion s, alt er n at ive m et hods of in st r u ct ion ,
im plem en t at ion issu es, an d t r ain in g evalu at ion . It is expect ed t o develop an d
im pr ove t h eir sk ills at applyin g t h e t r ain in g pr ocesses in an y con t ext .
To en h an ce u n der st an din g of st u den t s towar ds t r ain in g an d developm en t as

a HRD st r at egic t ool.
To in cr ease th eir k n owledge abou t t h e con n ect ion bet ween HRM, HRD,
Train in g an d developm en t .
To sen sit ize t h e st u den t s wit h t h e con cept s, pr in ciples an d issu es con n ect ed
wit h t r ain in g an d developm en t .
To en able t h e st u den t s to iden t ify, design , deliver an d evalu at e a feasible,
m ean in gfu l an d r elevan t t r ain in g an d developm en t pr ogram .
To in cr ease sk ills in developin g an d deliver y of t r ain in g.
Un i t I Tr ai n i n g i n Or gan i zat i on s an d Bu si n ess St r at egy an d HRD (4 Hr s)

Level of Know ledge: Conceptual and Higher understanding
Over view of t r ain in g, opport u n it ies an d ch allen ges for t r ain in g, im por t an t
con cept s an d m ean in gs
St rat egic plan n in g, OD, st r at egy, an d t rain in g, developin g an HRD st r at egy,
focu s on sm all bu sin ess
Un i t I I Lear n i n g, Mot i vat i on an d Per f or m an ce (4 H r s)

Level of Know ledge: Conceptual, Higher understanding and application
Un der st an din g m ot ivat ion an d per for m an ce, u n der st an din g lear n in g, social
lear n in g t h eor y, align in g t r ain in g design wit h lear n in g pr ocess, m ot ivat ion t o
lear n , t rain in g t h at m ot ivates adu lt s t o lear n .
Un i t I I I Need An al y si s an d Tr ai n i n g Desi gn (8 Hr s)
Level of Know ledge: Higher understanding and application
Wh y con du ct a TNA? Wh en t o con du ct a TNA?, t h e TNA m odel, wh er e t o look for
or gan izat ion al gaps, t h e fr am ewor k for con du ct in g a TNA, ou t pu t of TNA,
appr oach es t o TNA, TNA an d design
85
Or gan izat ion al con st rain t s, developin g object ives, why u se t r ain in g object ives?
Facilit at ion of lear n in g: focu s on t h e t r ain ee, Facilitat ion of lear n ing: focu s on
t r ain in g design , Facilit at ion of t r an sfer : focu s on t r ain in g, Facilit at ion of t ran sfer :
focu s on or gan ization al in t er ven t ion , design t h eor y an d ou t com es of design
Un i t I V Tr ai n i n g M et h ods: Tr adi t i on al an d Com pu t er Based (8 Hr s)

Mat ch in g ou t com es wit h m et h ods, lect u r es an d dem on st r at ion s, gam es an d
sim u lat ion s, on -t h e-job t r ainin g, au diovisu al en h an cem en t s t o t r ain in g
Over view of com pu t er based t r ain in g (CBT), com pu t er -based t r ain in g m et h ods
Un i t V Dev el opm en t an d I m pl em en t at i on of Tr ai n i n g an d Ev al u at i on of
Tr ai n i n g
(8 H r s)
In st r u ct ion al st r at egy, m at er ials an d equ ipm en t , m an u als, facilit ies, t rain er ,
alt er n at ives t o developm en t , Implem en tat ion ideas for t rainin g, Im plemen t at ion
ideas for t r ain er , dr y r u n , pilot pr ogr am , t r ansfer of t r ain in g
Rat ion ale for evalu at ion , r esist an ce t o t r ain in g evalu at ion , wh y m u st we
evalu at e, t ypes of evalu at ion dat a collect ed – pr ocess dat a an d ou t com e data,
m odels of evalu at ion , evalu at ion beyon d lear n in g
Un i t VI K ey Ar eas of or gan i zat i on al Tr ai n i n g an d M an agem en t

Dev el opm en t (8 H r s)
Over view, or ien t at ion t r ain in g, diver sit y tr ain in g, sexu al h ar assm en t t r ain in g,
t eam t r ain in g, ot h er t r ain in g pr ograms an d issu es, t h e learn in g or gan izat ion
Wh y focu s on m an agem en t developm en t , appr oach t o m an agem en t developm en t ,
Gen n eral Man agem en t over view of the m an agerial job, Gen n eral
Man agem en t ch ar act er ist ics of m anager s, in t egr at ion : st r at egies an d
m an agemen t ch ar act er ist ics, m an agemen t developm en t im plicat ion s, sou rces of
k n owledge/ sk ill acqu isit ion , t r ain in g for execu t ive level m an agem en t
1. Design , deliver an d evalu at e a t r ain in g m odu le

2. Exper ien t ial lear n in g t h r ou gh Case stu dies, gr ou p discu ssion s, exer cises,
gam es, role-plays & psych ological in str u m en t s; sm all gr ou p in t er act ion ,
gr ou p t ask s an d presen t at ion s
86
1. Blan ch ar d. P. N., & Th ack er , J . W. (2009). Effective training: Sy stems,

strategies, and practices (2 n d ed.). Pear son Edu cat ion .
Ref er en ce Book s
1. Tru elove, S. (2009). Training and development: theory and practice. Jaico
Pu blish in g Hou se.
2. Mcgr at h , E. H. (2008). Training f or life and leadership in industry. Pr en t ice
Hall of In dia Pvt Lt d.
3. Noe, A. R. (2008). Employee training and development. Th e McGr aw-Hill
Com pan ies.
4. J an ak ir am , B. (2007). Training & development, Biztantra innovations in
management. Dr eamt ech pr ess.
5. An der son , A.H. (2000). Training in practice: Successful implementation of
plans. In fin it y Book s.
6. Ph illips, J . J . (2004). Handbook of training evaluation and measurement
methods. J aico Pu blish in g Hou se.
7. Sah u , R. K (2005). Training for development: All you need to k now . Excel
Book s.
8. Ir win , L. Goldst ain . L. I., & For d, J . K. (2002). Training in organization: Needs
assessment, development, and evaluation (4 t h ed.).Th om son Lear n in g.
1. Dr . Su bh ash Sh ar m a 3. Kevin Sam u el

Dean , In dian Bu sin ess Academ y Dir ect or – gr een sh oot s
2. Dr . Vivek an an d 4. Alok Ch at t er jee

Facu lt y, Icfai Bu sin ess Sch ool CEO - Moss an d Hu e
87
Fu n ct i on a l El ect i ves – Lea n Oper a t i on s a n d Syst em s
MBA 3 1 6 QUALI TY MANAGEMENT SYSTEM
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a cor e su bject in t h e t h ir d t r im est er . It em ph asis t h e

im por t an ce of t ot al qu alit y m an agem en t i n all ar eas or segm en t s of bu sin ess an d
or gan izat ion s. St u den t s develop an d specialize on t h e variou s appr oach es t o
qu alit y, problem solvin g m et h odology lik e qu alit y t ools.
To assist in developin g con cept s, k n owledge an d sk ills for an in t egr at ed

appr oach t o Qu alit y Man agemen t
To expose t o t h e lat est t ools an d tech n iqu es in effect ive decision -m ak in g.
To fam iliar ize wit h t h e cu r ren t pr act ices in t h e field of QMS
Un i t I Qu al i t y Ph i l osoph y (5 H r s)
Level of Kn owledge – Con cept u al an d Basic

Qu alit y Ph ilosoph ies - Dem in g ― 14 Poin tsǁ - J u r an : Tr ilogyǁ - Cr osby ― Zer o
Defect ǁ - Ish ik awa ―Next On e in t h e Oper at ion is t h e Cu st om erǁ, Tagu ch i,
Un i t I I Cost of Qu al i t y (3 H r s)
Level of Kn owledge – Work in g Kn owledge

Cost of Qu ality - Discret ion ar y Cost : - Pr even t ion – Appraisal - Con sequ en t ial
Cost : In t er n al Failu re - Ext er n al Failu r e
Un i t I I I I n t r odu ct i on t o TQM (5 H r s)
Level of Kn owledge – Con cept u al

Tot al Qu alit y Man agemen t – Con cept - Com par ison wit h Tr adit ion al Qu alit y -
Im plem en t at ion of TQM - Malcolm Bald Ridge Awar d - TQM in Edu cat ion
Un i t I V Qu al i t y Tool s (4 H r s)

Man agem en t t ools for qu alit y
88
Un i t V Qu al i t y Sy st em s (5 Hr s)

Qu alit y Circles, ISO 9000, ISO 14000
Un i t VI Lean Si x Si gm a (4 Hr s)

Six Sigm a Tools, In t egr at ion wit h lean con cept s
Un i t VI I Cu r r en t Tr en ds (4 Hr s)

Best pr actices in Man u fact u r in g & ser vice in du st r ies
1. Gr ou p act ivities on 7 qu alit y t ools Pract ical pr oblem s.

2. Case st u dies
3. Presen t at ion s on TQM pr act ices
4. Gr ou p act ivity on Kaizen an d QFD
Cor e Tex t s:
1. Best er field, D. H, & Best er field, M.C., & et al. (2011). Total Quality
Management. New Delh i: Pear son Pu blicat ion s.
Ref er en ce Tex t s:
1. Bedi, K. (2010). Quality management. New Delh i: Oxfor d Pr ess Pu blicat ion s.
2. Bh at t , S. (2007). Total quality management. New Delh i: Him alaya
Pu blicat ion s.
3. Evan s, J . R. (2005). Total quality management, organization, strategy. New
Delh i: Th om as Sou t h west er n Pu blicat ion s.
4. Git low, K. (2005). Quality management. New Delh i: Th e McGr aw Hill
Pu blicat ion s.
5. Logot h et is, N. (2002). Managing for total quality – from deming to taguchi and
SPC. New Delh i: Paper back .
1. Mr. Sivan an dam 2. Mr . J ayat h ir t a
Dir ect or Man agin g Dir ect or
Th iru ven i Con su lt an t s Bu lls Eye Lt d.,
Ban galor e Ban galore
89
M BA 3 1 7 Pr oj ect M an agem en t
2 Cr edi t s
Descr i pt i on
Th is paper is offer ed as an elect ive in t h e t h ir d t r im est er . It develops pr oject

m an agemen t m in dset in t h e st u den t s an d pr epar es st u den ts for car eer s in t he
ar eas of pr oject m an agem en t . St u den t s opt in g for t h is elect ive su bject , specialize
in t h e var iou s aspect s of pr oject m an agem en t ; – defin in g, scopin g, pr oject
estim at ion an d cost in g, project qu alit y man agem en t , pr oject n et wor k
m an agemen t an d r isk m an agem en t .
Lear n i n g Obj ect i v es

To develop in st u den t s, a pr oject m an agemen t m in dset an d pr epar e t h em for
car eer s in t h e ar eas of pr oject man agem en t .
To en able t h e st u den t s t o acqu ir e an u nderst an din g of t h e con cept an d
m ean in g of project , an d project m an agem en t t ech n iqu es.
To enable t h e st u den t s t o assess an d u n der stan d pr oject select ion pr ocess,
t h e r isk associat ed wit h pr oject s an d project t eam m an agem en t .
To t rain t h e st u den t s on soft ware sk ills t h r ou gh t r ain in g on MS Pr oject s for
Project plann in g, sch edu lin g an d m on it or in g.
Un i t I Pr oj ect M an agem en t Fr am ewor k (3 Hr s)

Level of Know ledge – Conceptual and Basic
Defin it ion of pr oject, n eed for pr oject m an agem en t , Pr oject life cycle, pr oject
st ak e h older s
Un i t I I Pr oj ect Man agem en t Scope (4 Hr s)

Defin in g pr oject scope, Establish in g pr oject pr ior it ies, Wor k br eak down
st r u ct u r e, Pr ocess br eak down str u ct u r e, Respon sibilit y m at r ices.
Un i t I I I Est i m at i n g Pr oj ect Ti m e, Cost An d Sel ect i on (6 Hr s)

Fact or s in flu en cin g t h e qu alit y of est im at es, est im at in g gu idelin es for t imes,
cost s an d r esou r ces, Macr o an d m icro est im at in g, m et h ods for estimat in g, level
of det ail, developin g bu dget s, t ypes of cost s, r efin in g est im at es an d con t in gen cy
fu n d, select ion of pr oject .
Un i t I V Pr oj ect Team s (4 Hr s)
Level of Know ledge – Conceptual Know ledge
Five st age t eam developm en t model, situ at ion al fact or s affect in g t eam , bu ildin g
h igh per form an ce pr oject t eam s, man agin g vir t u al pr oject t eam s.
90
Un i t V Pr oj ect Expedi t i n g (4 Hr s)
GANTT CHART, Cr ash in g of Pr oject s, Cost An alysis for Pr oject Crash in g.
Un i t VI Pr oj ect Ri sk Man agem en t (5 Hr s)

Risk con cept , r isk iden t ificat ion , r isk assessm en t , risk r espon se developm en t ,
con t in gen cy plan n in g, con t in gen cy fu n din g an d t im e bu ffer s, r isk r espon se
con t r ol, an d ch an ge con t rol m an agem en t .
Un i t VI I Pr oj ect Con t r ol Pr ocess (4 Hr s)

Project progr ess & perfor m an ce m easu r em en t an d evalu ation -Str u ct u r e of a
project m on it or in g in form at ion syst em, pr oject con t r ol pr ocess, m on it or in g t im e
per for m an ce, n eed for an in t egrat ed in for m at ion syst em , Progr ess mon it orin g
in dexes.
1. Pract ical cases fr om exper t s in t h e field of pr oject m an agem en t .

2. Pract ical pr oblem s in evalu at ion of differ en t pr oject s.
3. Case st u dies
4. Presen t at ion s on mega pr oject case analysis.
5. Presen t at ion s on lat est t r en ds in pr oject m an agem en t .
6. Wor k sh op on MS Pr oject s.
1. Gr ay, C. F., & Lar son , E. W. (2010). Project management: The managerial
process(4 t h ed.). New Delh i: Tat a Mc-Gr aw Hill.
Ref er en ces
1. Ker zner , H. (2013). Project management: A systems approach to planning,

scheduling, and controlling (10 t h ed.). New Delh i: J oh n Wiley.
2. Lest er , A. (2012). Project management planning and control. New Delh i:
Elsevier .
3. Mer edit h , J .R., & Man t el, S.J . (2011). Project management: A managerial
approach. New Delh i: J oh n Wiley.
4. Nich olas, J . M., & St eyn , H. (2008). Project management for business,
engineering and technology (3r d ed.). New Delh i: PHI.
1.Mr .Sivan an dam 2. Pr of.Krish n a Pr asad
Pr ofessor & ex-D.G.M B.E.L H.O.D. Dept . of M.B.A.
Visit in g Facu lt y B.I.T , Ban galore.
91
Fu n ct i on a l El ect i ves – Ma r k et i n g
M BA 3 21 Sal es M an agem en t & Negot i at i on Sk i l l s
2 Cr edi t s
Descr ipt ion
Th is cou r se differ s fr om t h e r est of t h e cu r r icu lu m in som e im por t an t r espect s.

Th e focu s of t h e cou r se is a set of in t er act ive exer cises and sim u lat ion s t opped -
u p wit h lect u r es an d t em plat es. Man ager ial su ccess r equ ires agreem en t an d
collabor at ion wit h oth er people. Th is is cer t ain ly t r u e for t r an sact ion s bet ween
or gan izat ion s an d cu st om er s, an d bet ween in vest or s an d st ar t -u p com pan ies.
Th is cou r se is aim ed at en ablin g st u den t s t o becom e m or e effect ive sales
profession al an d a n egot iat or . Effect iven ess requ ir es m an y aspects, in clu din g:
Th e abilit y t o cr eat e valu e an d execu t e deals t h at ot h er s m igh t over look ;

Th e st r at egic sk ill an d com pet en cies n eeded for su ccess.
Th e abilit y t o avoid com m on m ist ak es made by sales pr ofession als an d
n egot iat or s;
Th e abilit y t o wor k wit h people wh ose back gr ou n ds, expect at ion s, an d valu es
differ fr om you r own ; an d
Th e capacit y t o r eflect an d lear n fr om you r exper ien ce.
Un i t I Sal es Man agem en t (5 Hr s)
Nat u r e an d im por t an ce of sales m an agem en t , Dim en sion s of sales m an agem en t

Lat er al r elat ion sh ips of a Sales m an ager
Plan n in g an d or gan izin g Sales For ce
Est im at in g m ark et pot en t ial an d for ecast in g sales
Im por t an ce an d defin it ion s, Sales for ecast in g m et h ods-qu an t it at ive an d
qu alit at ive t ech n iqu es
Or gan izin g t h e sales for ce --Nat u r e an d ch ar act erist ics, Basic t ypes of
or gan izat ion , Specializat ion wit h in sales depart m en t
Un i t I I M an agem en t of t h e Sal es For ce (5 H r s)
Sales Force Staffing Process: Th e plan n in g ph ase, Th e recr u itin g ph ase - Th e

select ion ph ase– Hir in g an d assim ilat ion Ph ase.
Directing the Sales force: Tim e an d t err it or y m an agem en t --Object ives an d
cr it er ia for t er r it or y for m at ion, Sales t er r it or ies design , Tim e man agem en t ,
Rou t in g an d sch edu lin g
Sales quotas and compensation: Pu r pose, Types of qu ot as, Adm in ist r at ion of
qu ot as, Object ives of a com pen sat ion plan , Developin g t h e com pen sat ion plan s-
basic an d com bin at ion , Tr en ds in compen sat ion plan
92
Restr u ct u r in g qu ot as du e t o ch an ges in or gan izat ion , pr odu ct por t folio, an d

geogr aph ical coverage.
Controlling and evaluating the sales force: An alysis of sales, cost s an d
profit abilit y, Bu dget in g, Sales an alysis-Mar k et in g cost an alysis-In cr easin g sales
for ce pr odu ct ivit y.
Un i t I I I Per son al Sel l i n g (1 0 Hr s)
Th e differen t appr oach es-Ben efit sellin g, Relat ion sh ip sellin g, St im u lu s r espon se
sellin g, Form u la appr oach , Need sat isfact ion sellin g, Problem -solvin g sellin g,
Con su lt at ive sellin g
Selling process:
Prepar at ion & Pr ospect in g – Ch allen ges of pr ospect in g, qu alifyin g leads, effect ive
prospect ing
Sales Appr oach , Diagn osis an d Solu t ion gen er at ion
Han dlin g Objection s: com m on cu st om er object ion s , Reason s wh y pr ospect s
r aise object ion s, Object ion h an dlin g t ech n iqu es an d m et h ods
Closin g call: Types of sales closu r es
Sales Communication Sk ills:
Sales com m u n icat ion & collabor at ive pr ocess, Qu est ion in g, Act ive list en in g,
Body lan gu age
Sales pr esen t at ion : pr esen t at ion plan n in g & for m at , or gan ized pr esen t at ion s,
sales r epor t s
Per su asion / asser t iven ess : Pr in ciples of per su asion an d asser t iven ess –
m et h ods an d t ech n iqu es
Cold Callin g : Th e ar t of cold callin g , Cold callin g tech n iqu es
Bu sin ess et iqu et t es : Pr ofession al dressin g, Teleph on e & em ail et iqu et t es,
Meet in g man n ers
Ch ar ish m a : Im por t an ce of ch arish m a, Ch ar ish m a elem en t s, h ow t o develop
per son al ch ar ish m a
Un i t I V Negot i at i on Sk i l l s (1 0 H r s)
Understanding negotiation: Wh at is n egot iat ion , Ru les of n egot iat ion ,

beh avior s of su ccessfu l n egot iat ors, Negot iat ion st yles
Negotiation tactics & counter measures: Com m on n egot iat ion t act ics, dealin g
wit h t ou gh n egot iat or s
Cross cultural negotiations & Negotiation ethics
93
1. Plan ,coach an d cou n sel wit h in dividu al salespeople

2. Provide sales sk ills t rain in g & con du ct effect ive sales meet in gs
3. Bu ild a sales t eam & su cceed wit h large-or der oppor t u n it ies
4. Man age su pplier r elat ion sh ips
5. Negot iiat e a win -win ou t com e & implem en t a cou r se of act ion
Pr escr i bed t ex t
William , J . St an t on ., & Rosan n , Spir o. ( 1999). Management of a sales force

(12 th ed.). Ir win : McGr aw –Hill.
Mich aell, R. Car ell., & Heavr in , Ch rist in a. Negotiation essentials. Pearson .
Ref er en ce Book s
1. Ch ar les, M. Fu t rell. Sales management teamw ork , leadership and technology.

Th om son .
2. Cu n diff. & St ill. Sales management – decision, strategy & cases(5 th ed.). PHI.
3. Mn ook in , Peppet ., & Tu lu mello. (2000). Beyond einning: negotiating to create
value in deals and disputes. Har var d Un iver sit y Pr ess.
4. Raiffa. (1982). The art and science of negotiation. Har vard Un iver sit y Pr ess.
5. Roger , J .Volk em a. (2008). Negotiation tool k it. PHI.
6. Th om pson . (2001). The mind and heart of the negotiator. Pr en t ice-Hall.
Mr . S G Rajash ek ar an
Vice Pr esiden t (Ex)
Kean India, Ban galor e
94
M BA 3 2 2 Mar k et i n g An al y t i cs
2 Cr edi t s
Descr ipt ion
In t oday‘s com pet it ive en vir on men t , t h e con su m er occu pies a pr edom in an t
posit ion in t h e eyes of a mar k et er or bu sin ess organ izat ion . Th e prefer en ces an d
predilect ion s of t h e con su m er s, an d t h eir beh aviou r an d ch oices are n eeded to
be car efu lly an alyzed as; u lt im at ely, t h eir pu r ch ase pr efer en ces will in cr ease t h e
m ar k et sh ar e of t h e com pan y, m axim ize it s pr ofit an d en han ce su st ain abilit y.
Or gan izat ion s ar e u sin g an alyt ics st r at egically t o m ak e bet t er decision s an d
im pr ove cu st om er an d sh ar eh older valu e. Th e past decade h as seen r em ar k able
gr owt h in an alyt ics amon g bu sin ess or gan izat ion s. Th e sam e goes for impact of
an alyt ics in solvin g m ar k et in g r elat ed bu sin ess pr oblem s. Cor e t opics in
m ar k et in g an alyt ics lik e st at ist ics, dat a an alysis an d in for m at ion an d decision
su ppor t syst em s h ave been a par t of bu sin ess edu cat ion for lon g. Bu t t h ey ar e
presen t ed in separ at e an d in depen den t cou r ses wit h lit t le t opical int egr at ion .
Th is cou r se is design ed t o pr esen t t h e em er gin g disciplin e of an alyt ics in a
u n ified fash ion for pot en t ial applicat ion in pr oblem s r elat ed t o m ar k et in g lik e
for ecast in g, segm en t at ion , classificat ion u sin g dat a an alysis soft ware
applicat ion s Excel an d PASW (SPSS).
Th e cou r se is developed wit h an object ive of in t r odu cin g spr ead sh eet based
solu t ion appr oach t o bu sin ess pr oblem s in t egr at in g con cept s in st at ist ics, dat a
an alysis, in for m at ion syst ems an d decision su pport system ar eas. Specifically,
t h e cou r se object ives ar e as follows:
To h elp par t icipan t s u n der st an d t h e im por t an ce an d n eed for m ar k et in g

an alyt ics.
To pr ovide exposu r e t o spr ead sh eet m odellin g an d best pr actices of an
appr opr iat e spr ead sh eet m odel.
To pr ovide exposu r e t o t h e u se of PASW (SPSS) applicat ion for dat a in pu t ,
codin g, pr epar at ion , clean in g an d an alysis for m ar k etin g r elat ed applicat ion s.
To in t r odu ce an d u n der st an d t h e applicat ion of an alyt ics m et h ods –
descr ipt ive, pr edict ive an d pr escr iptive an alyt ics m odels for solu t ion t o
m ar k et in g pr oblem s.
Un i t I I n t r odu ct i on t o Mar k et i n g An al y t i cs (2 H r s)
Level of k n owledge: Con cept u al

In tr odu ct ion t o Mark et in g An alyt ics. Evolu t ion an d Scope of An alyt ics. Dat a for
Mar k et in g An alyt ics. Decision Models – Descr ipt ive, Pr edictive an d Pr escr ipt ive
Models. Pr oblem Solvin g an d Decision m ak in g pr ocess.
95
Un i t I I An al y t i cs on Spr ead sh eet s (3 Hr s)
Level of k n owledge: Wor k in g Kn owledge an d Applicat ion

Basic Excel sk ills. Usin g Excel fu n ct ion s an d developin g Spr ead Sh eep Models.
Art of developin g Spread sh eet m odels – Gu idelin es t o develop an adequ at e
spr ead sh eet m odel. Debu ggin g a spr ead sh eet m odel.
Un i t I I I Dat a M an agem en t , Pr epar at i on an d Descr i pt i v e An al y t i cs u si n g

PASW (SPSS) Appl i cat i on (6 Hr s)
Level of k n owledge: Applicat ion

In tr odu ct ion t o PASW applicat ion . Dat a in pu t, codin g, r ecodin g an d dat a
r esh apin g in PASW. Split file, Gr ou p, Su bset , m er ge file opt ion s an d descr ipt ive
st at ist ics u sin g PASW. Descript ive An alytics u sin g PASW. Visu alizat ion ,
explor at ion an d ext r act in g data su mm ar y st at ist ics an d t h eir in t erpret at ion .
Im por t an t par am et ric an d n on -par am et r ic t est s for sin gle, t wo an d m u ltiple
gr ou p com par ison .
Un i t I V Pr edi ct i ve An al y t i cs M et h ods i n Mar k et i n g (8 H r s)
Level of k n owledge: Wor k in g Kn owledge

For ecast in g t ech n iqu es – St at ist ical for ecast in g t ech n iqu es. Decom posit ion
m odel – Estim at ion of t r en d, season alit y an d cyclical com pon en t s. Regr ession
based for ecast in g wit h t r en d an d season alit y com pon en t s. Sm oot hin g m odels for
for ecast in g – m ovin g aver age, expon en tial sm oot h in g m et h ods for st at ion ar y an d
n on -st at ion ar y t im e ser ies. Th e pr act ice of for ecast in g. Excel an d PASW
applicat ion for bu sin ess forecast in g.
Regr ession Modellin g – fit t in g, m odel fit m easu r es, h ypot h esis t estin g, predict ion
an d validat in g m odel assu m pt ion s by r esidu al an alysis. Regr ession m odel
bu ildin g – St epwise, for war d select ion , back war d elim in at ion an d opt im u m su b
set m et h ods. Regr ession m odels wit h cat egor ical pr edict or var iables. Regr ession
an alysis an d m odellin g wit h PASW.
Un i t V Cu st om er Segm en t at i on an d Cl assi f i cat i on Met h ods (6 H r s)

An alyt ics for Segmen t at ion – Int r odu ct ion t o Clu ster an alysis m u lt ivar iat e
m et h od. Est im at ion , Model per for m an ce an d validation of assu m pt ion s for
Clu st er analysis. Clu st er an alysis u sin g PASW. In t er pr et at ion of PASW r esu lt s.
An alyt ics m et h ods for Classificat ion – In t r odu ct ion t o Logist ic r egression an d
Discr im in an t an alysis m odels. Assu m pt ion s, est im at ion , model per for m an ce an d
m odel bu ildin g for logist ic r egr ession an d discr im in an t an alysis m odels. Logist ic
r egr ession an d discr im in an t an alysis u sin g PASW. In t erpr et at ion of PASW
r esu lt s.
96
Un i t VI Deci si on An al y si s (5 H r s)
Level of k n owledge: Con cept u al an d Wor k in g k n owledge

Decision m ak in g wit h u n cer t ain in for m at ion . Decision st r at egies for a m in im ize
object ive. Decision st r at egies for a m axim ize object ive. Risk an d var iabilit y.
Expect ed valu e st r at egy. Decision Tr ess. Bu ildin g a decision t r ee u sin g Excel
Tr ee plan add in . Decision Tr ee an d Mon t e Car lo simu lat ion . Decision t r ees an d
r isk . Sen sit ivit y an alysis in Decision t r ees. Valu e of in for m at ion . Baye‘s Ru le.
Ut ilit y an d Decision m ak in g.
1. Usin g Excel spr ead sh eet s an d developin g Excel Spr ead Sh eet based solu t ion
in all t h e Un it s of t h e cou r se.
2. Exposu r e t o u se of PASW (SPSS) soft war e for dat a in pu t , pr epar at ion ,
su mm ar y an d an alysis of dat a for m ar k et in g decision s.
3. Case St u dies r equ ir in g st u den t s t o bu ild spr ead sh eet m odels an d apply
st at ist ical m et h ods u sin g PASW t o pr ovide solu t ion s to m ar k et in g pr oblems.
Pr escr i bed T ex t book (s):
1. Rao, P. H. (2011). Predictive modeling for strategic mark eting. New Delh i.
Pren t ice Hall In dia
Ref er en ces:
1. Albr igh t , C. S., Win st on , Wayn e. L., & Zappe, C. J . (2009). Decision mak ing
using microsoft excel (In dia ed.). Cen gage Lear n in g.
2. Evan s, J .R. (2012). Bu sin ess an alyt ics methods, models and decisions. New
J er sey: Pear son , Upper Saddle River.
Pu n eet Mish r a,
Sen ior an alyst
m yn t r a.com
97
CUR R I CUL UM
Y EAR - I I
T r i m est er – I V
COR E
98
M BA 4 3 1 St r at egi c Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ain cou r se in t h e fou rt h t r imester . Th e cou r se gives

par t icipan ts a Gen er al Man agem en t per spect ive an d facilit at es u n der st an din g of
t h e con cept of st r at egy, st r at egic process an d it s impact on fu n ct ion al, division al
an d cor por at e levels.
To en able t h e st u den t s acqu ir e an u n der st an din g of t h e con cept an d m eanin g

of st r at egy, it s developm en t an d im plem en t at ion .
To give t h e st u den t s an in sigh t on st r at egy at differ en t levels of an
organ izat ion .
To h elp st u den t s u n der st an d t h e st r at egic dr ive in m u lt in at ion al fir ms an d
t h eir decision s in differ en t mark et s.
To en able t h e st u den t s t o gain k n owledge of st r ategy im plem en t at ion an d t he
con t r ol m easu r es for effect ive decision -m ak in g.
Un i t I I n t r odu ct i on an d Ov er v i ew of St r at egi c Man agem en t (6 Hr s)

Nat u r e an d Scope - Defin it ion s of var iou s st rat egic t er m s – St rat egy, Cor por at e
St rat egy, Bu sin ess St rat egy, Oper at ional St r at egy Com pet it ive Advan t age an d
gen er ic bu ildin g block s, Su st ain able Com pet it ive Advan t age, Resou r ces,
Capabilit ies,
Resou r ce Based View of t h e Or gan izat ion , cor e com pet en cy, dist in ct ive
com pet en cy, Mission , Vision s, Goals, Objectives, Bu sin ess Model
St rat egy Mak in g Process: cu r sor y con cept s
Un i t I I St r at egi c An al y si s - ex t er n al an d i n t er n al f act or s i m pact i n g t h e

or gan i zat i on (6 Hr s)
Level of Know ledge: Conceptual and w ork ing k now ledge

Ext er n al An alysis: St r at egic Gr ou ps, Com pet it or An alysis: Por t er‘s FFF,EFE
(Ext ern al Fact or An alysis) In du st r y Life Cycle, PESTLED,CPM Mat r ix
(Com pet it ive Pr ofile) Mat r ix
In ter n al An alysis: Valu e Ch ain Con cept an d An alysis, IFE (In t ern al Fact or
Evalu at ion ) Mat r ix
SWOT, TOWS m at rix, SPACE m at r ix
99
Un i t I I I St r at egi es – Cor por at e, Bu si n ess St r at egi es (1 2 Hr s)

Bu sin ess Level St r at egy-Par t 1: Com pet it ive posit ion ing an d t h e bu sin ess m odel,
Com pet it ive posit ion in g an d bu sin ess-level st r at egy, Com pet it ive posit ion in g:
Gen er ic bu sin ess level st r at egies, Dyn am ics of compet it ive posit ion in g: St r ategic
Gr ou ps in clu ded
Bu sin ess Level St rat egy-Par t 2: St r at egies in fr agm en t ed, em br yon ic, growt h
in du st ries, Navigat in g t h r ou gh life cycle t o m at u r it y, St r at egy in mat u r e an d
declin in g in du str ies, Gam e Th eor y
Cor por at e-level St r at egy: Hor izon t al an d Ver tical In t egr at ion , Cooper at ive
Relat ion sh ips, St r at egic Ou t sou r cin g, Relat ed an d Un relat ed Diver sificat ion
St rat egy in t h e Global En vir on m en t : Por t er ‘s Diam on d, Profit abilit y an d profit
gr owt h t h r ou gh global expan sion , Cost r edu ct ion an d local r espon siven ess
pressu r es, ch oosin g a global st r at egy, Basic en t r y decision s, Global st r at egic
allian ces, Mer gers & Acqu isit ion s
St rat egic Ch an ge an d Tu r n ar ou n d St r at egy: Ch an ge Man agem en t , Tu r n ar ou n d
St rat egy,
Un i t I V St r at egi c I m pl em en t at i on an d Con t r ol (6 Hr s)

Im plem en t in g St r at egy t h r ou gh Or gan isat ion al Design : Con t r ols, St r u ct u r e,
Cu lt u r e; Bu ildin g Dist in ct ive Com pet en cies at t h e fu n ct ion al level
Im plem en t in g st r at egy in com pan ies oper at in g in single in du st r y, acr oss
in du st ries an d cou n t r ies
St rat egic Au dit ; Str at egy Review, Evalu at ion an d Con t r ol – Balan ced Score Car d
1. Gr ou p pr esen t at ion s on var iou s t opics r elat ed t o St r at egic m an agem en t

t h at is r elat ed t o bu sin ess m odels, com pan ies, in du st r ies an d
cou n t r ies.
2. Sim u lat ion by en Par adigm an d Har var d Bu sin ess Sch ool On lin e
Sim u lat ion s
3. Case an alyses
4. Class room discu ssion s
Pr escr i bed T ex t book s
1. Hill, Ch ar les W. L. an d J on es, G. R. (2012). Strategic Management Theory:

An integrated approach (10t h ed.). Cen gage Lear nin g.
2. Haber ber g, Adrian an d Rieple, A. (2007). Strategic Management: Theory &
Application. Oxford Un iver sit y Pr ess.
100
Ref er en ces
1. David, Fr ed.R . (2010). Strategic management: concepts (13t h ed.). Pr en t ice

Hall.
2. Hit t , Mich ael. A., Hosk isson , Rober t . E. , Irelan d, R. Du an e., & Man ik u t t y, S.
(2012). Strategic management. Cen gage Learn in g.
3. Th om pson , A. A. & S. (2003). Strategic management: concepts and cases (13t h
ed.). McGr aw- Hill.
4. Hu n ger , J . David., & Wh eelen , T. L. (2000). Strategic management (7t h ed.).
Pren t ice Hall.
5. J au ch , Lawren ce. R., & Glu eck , W. F. (1989). Strategic management and
business policy (3 rd ed.). McGr aw-Hill Edu cat ion .
6. J ohn son . (2008). Exploring corporate strategy: text and cases (7t h ed.).
Pear son Edu cat ion In dia.
7. Pear ce, Joh n . A., & Robin son , R. B. (1988). Strategic management: strategy
formulation and implementation. Ir win Pu blicat ion s.
8. Sr in ivasan , R. (2008). Strategic management: The Indian Context (3 r d ed.). PHI
Learn in g.
Bh avan Marsh all In stit u t e of Man agem en t GE Power ,
Ban galor e.
101
M BA 4 35 E-Busi n esses
2 Cr edi t s
Descr ipt ion
Th e su bject en h an ces t h e level of pr act ical k n owledge abou t E-Bu sin ess t h er eby
h elpin g stu den t s t o appr eciat e t h e in tegral par t played by elect r on ic m ean s of
doin g bu sin ess. It prepares t h em t o be able t o im plem en t digit al t ech n ologies in
bu sin ess.
To en able st u den t s t o u n der st an d and im plem en t digit al t ech n ologies in

bu sin ess
To be able t o appr eciat e t h e r ole of e-paym en t s, e-secu rit y, e-m ar k et in g, e-
ser vices
To u nder st an d t h e basic aspects of cyber laws
To appr eciat e t h e obst acles in im plem en t at ion of digit al t ech n ology wit h it s
im pact on bu sin ess, societ y an d in dividu als
To u nder st an d e-bu sin ess im plem en t at ion t h r ou gh an awar en ess of SAP ERP
In tr odu ct ion t o E- Bu sin ess, advan t ages an d limit at ion s of E-Bu sin ess,
Differ en ce bet ween E-Bu sin ess an d E-Com m er ce, Valu e ch ain s an d m an agerial
im plication s of E- Bu sin ess
Un i t I I En abl i n g Tech n ol ogi es (3 Hr s)

Th e In t er n et an d t h e wor ldwide web, t h e In t ern et Pr ot ocol Su it e, In t er n et
ar ch it ectu re over view, In t er n et ser vice pr ovider s, En ablin g t ech n ologies of t he
worldwide web
Un i t I I I E-Pay m en t s & E-Secu r i t y (4 Hr s)

Elect r on ic paym en t syst em s an d t h e issu es in volved, Secu r it y issu es an d
Cr ypt ogr aph y
Un i t I V EDI an d Mobi l e Com m er ce (5 Hr s)

In ter -or gan izat ion al Com m er ce an d EDI, EDI implem en tat ion , VANs, Mobile
Com m er ce an d it s applicat ion s
Un i t V M aj or Bu si n ess Appl i cat i on s (3 H r s)

E-CRM, E-SCM
102
Un i t VI E-M ar k et i n g an d On l i n e Ser v i ces (4 H r s)

Con su mer or ien t ed Elect ron ic Com merce, Adver t isin g an d Mar k et in g on th e
In ter n et, E-m ail m ark et in g, E-services
Un i t VI I Lau n ch i n g E-Bu si n ess (3 H r s)

E-St r at egy, Web based B2B E-Com m er ce, In tr an et s an d Ext r an et s, Lau n ch in g
an E-bu sin ess, Role of Sear ch En gin es
Un i t VI I I Legal & Et h i cal I ssu es (3 H r s)

Legal an d et h ical issu es, legal in frast r u ct u re for E-Com m erce in In dia (Th e
In for m at ion Tech n ology Act , 2000)
1. Gr ou p pr esen t at ion s on select ed t opics aft er ascer t ain in g t h e mar k et

sit u at ion
2. Class exercises
3. Class discu ssion s on assign ed t opics
4. Case st u dies
5. Video/ au dio t r ain in g
Kalak ot a Ravi B an d Wh in st on An dr ew B., Latest, Frontiers of Electronic

Commerce. USA: Addison Wesley Pu blicat ion s.
Ref er en ces
1. Lau don , Ken n et h . C., & Traver , Car ol. Gu er cio. E-commerce- business.
technology society (4 t h ed.). In dia: Pear son Edu cation .
2. P T Joseph S J , E-Commerce: An Indian Perspective. Fou r t h Edn ,
3. In dia: Pr en t ice -Hall Of In dia Pvt . Lt d. Pu blicat ion s.
4. Sch n eider Gar y P., Electronic Commerce. Fift h Edn , USA: Th om son - Cou r se
Tech n ology Pu blicat ion s.
5. Bh ask er Bh arat , Electronic Commerce Fr am ewor k . Technologies and
Applications. Th ir d Edit ion , In dia: Tat a McGr aw Hill Co. Lt d. Pu blicat ion s.
6. Sch n eir Br u ce an d Fergu son Neils., Practical Cryptography. Wiley-
Dr eam t ech In dia Pr ivat e Lt d. Pu blicat ion s.
7. Awad Elias M., Electronic Commerce” , From Vision to Fulfillment. PHI
Pu blicat ion s.
8. Raypor t Jeffr ey F an d J awosk i Ber n ar d J ., Introduction to E-Commerce.
Prof. Sh ivan adam . T.S.
Dir ect or, M/ S Tr iven i Con su lt an t ,
Mem ber PMI of In dia, Ban galor e.
103
CUR R I CUL UM
Y EAR - I I
F I NA NCE
104
MBA 4 02 Tax at i on for M an ager s
2 Cr edi t s
Descr ipt ion
To pr ovide a wor k in g level k n owledge of th e Fiscal policies of In dia, In come Tax

Act 1961, Cen t r al Excise, Cen t r al Cu st om pr ovision s, Ser vice Tax, VAT, GST an d
t h eir im pact on man ager ial decision s in act u al pr act ice.
To develop an u n der st an din g of t axat ion an d t h e pr in ciples an d con cept s

u n der lyin g t h em ;
To cr eat e an awar en ess of t h e im por t an ce an d u sefu ln ess of t h e dir ect an d
in dir ect t ax plan n in g fr om Man ager s‘ per spect ive;
To lay fou n dat ion for developing th e sk ills t o u n der t ak e n ecessar y
plan n in g wit h in t h e ambit of In dian Tax laws part icu lar ly In com e Tax Act
1961 an d t h e laws gover n in g In direct taxat ion ;
To u n der st an d com plicat ed t axat ion pr ovision t h r ou gh case st u dy.
Un i t I Pr ov i si on s Of I n com e Tax Act 1 9 61 , Pl an n i n g An d Fi scal Pol i ci es

(6 Hr s)
Level of Kn owledge- Wor k in g Kn owledge
Basic Con cept s of Fiscal Policies & Defin it ion s, Residen t ial St at u s & Tax
In ciden ce, In com e from Salar y, In com e from Hou se Pr oper t y & Tax Plan n in g
Un i t I I Pr of i t Fr om Bu si n ess Or Pr of essi on & Pl an n i n g (8 Hr s)

Profit fr om Bu sin ess or Pr ofession , Capit al Gain s & Plan n in g, In com e fr om ot h er
sou r ces & Tax Plan n in g, How to plan for Clu bbin g provision s, Tax Plan n in g
t h rou gh Car r y For war d & Set off of Losses an d Dedu ct ion s fr om Tot al In come.
Un i t I I I T ax Pl an n i n g I n Speci al Ar eas (4 Hr s)

Tax Plan n in g t h r ou gh Am algam at ion & Mer ger , Holdin g & Su bsidiary Com pan y,
Capit al St r u ct u r e, Min im u m Alt er n at ive Tax an d it s com plian ce an d plan n in g
an d ot h er aspect s of Tax Plan n in g an d Complian ce.
105
Un i t I V Tax Pl an n i n g Wi t h Respect T o Man ager i al Deci si on s (4 Hr s)

Dividen d dist r ibu t ion , Bon u s Sh ar e issu es, Pu r ch ase of asset ou t of own fu n d or
from bor r owed fu n d, Own vs. Lease, In st allm en t vs. Hire pu r ch ase For eign
collabor at ion , Join t Ven t u r es an d Tax Plan n in g, NRI‘s an d Tax Plan n in g,
Im plicat ion s of Avoidan ce of Dou ble Taxat ion Agreem en t s an d Tr an sfer Pr icin g
an d Pr oposed GAAR.
Un i t V Pr ovi si on s Of Cen t r al Ex ci se, Cu st om s, Ser v i ce Tax , Vat An d Gst

(8 H r s)
Law r elat in g to Cent r al Excise, Cu st om s, Ser vice Tax, VAT an d r elat ed r u les,
procedu r es, complian ce an d pr oposed GST.
[Tot al 3 0 H ou r s]
1. Lect u r e an d Discu ssion

2. Classr oom Case discu ssion an d an alysis
3. Presen t at ion by st u den t s in Grou p
4. Class exercise an d Test s
5. In dividu al/ Grou p Assign men t s.
1. Man oh ar an , T. (2013). Direct Tax Law, Taxm an Pu blicat ion , New Delh i
2. Dait y, V. (2013). In direct Tax law, Taxm an Pu blicat ion , New Delh i
Ref er en ces
1. Ah u ja, G., & Gu pt a, R. (2013). Dir ect t axes: law an d pr act ice. New Delh i:
Bh ar at law Hou se.
2. Kan ga, J ., & Palk h ivala. (2013). In com e t ax bombay. 1-3, N-M. Tr ipat h i,
Mu m bai
3. Sin ghan ia, V. (2013). Dir ect t axes: law an d pr act ice. New Delh i: Taxman
Pu blicat ion .
4. Man u pt ralaw.com & In com et ax.gov.in
5. ITR repor ted cases, HBR cases on Taxat ion
6. Cou r se Mat er ial
106
1. Pr of. Ch au dh ar i Pr asad
TAPMI, Man ipal
2. CA Deepik a R Gu pt a FCA
IIM Ban galore
3. CA Vish wash Pan jiar FCA

Sen ior Man ager
Gr an t Th or n t on
4. Dr . Rajesh Ku m ar Ph D
Visit in g Facu lt y- Taxat ion
ICAI, Ban galor e Ch apt er
107
M BA4 03 I n t er n at i on al Fi n an ci al M an agem en t
2 cr edi t s
Descr ipt ion
To pr ovide st u den t s wit h a con cept u al fr am ewor k of h ow fin an cial decision s ar e

u n dert ak en in a m u lt in at ion al com pan y an d t o fam iliar ize st u den t s wit h u n iqu e
econ omic fact or s t h at ch allen ge a fin an cial m an ager in t h e in ter n at ion al con t ext .
Pedagogy
Th is cou r se will be t au gh t t h rou gh lectu re session s, case st u dies, assign m en t s,

r ole plays an d class pr esen t at ion s .
Un i t I I n t r odu ct i on t o I n t er n at i on al Fi n an ci al Man agem en t (6 Hr s)
Level of Know ledge: Work ing

Th e en vir on m en t – t h e natu r e of int er n at ion al r isk exposu r e – In t er n at ion al
Mon et ar y syst em - det erm in at ion of exchan ge r at es –– Balan ce of paym en t s- –
In ter est parit y – in ter n at ion al fish er effect
Un i t I I For ei gn Ex ch an ge M ar k et (6 Hr s)

Fu n ct ion s – Part icipan t s - cu r r en cy der ivat ives – Forwards – Swaps – Cu r r en cy
fu t u r es an d Opt ion s – In t erest r at e fu t u r es – specu lat ion
Un i t I I I For ei gn Exch an ge Ri sk Man agem en t (6 Hr s)

Measu r in g an d m an agin g accou n t in g exposu re – t ran saction exposu r e –
t r an slat ion exposu r e – Hedgin g – m easu r in g an d m an agin g econ om ic exposu r e -
m an agin g oper at in g exposu r e – m anagin g in t er est r at e exposu r e
Un i t I V M an agi n g Mu l t i n at i on al Oper at i on s (4 Hr s)

Mu lt in at ion al t axat ion - in t er-com pan y fu n d flow - Mu lt in at ion al wor k in g capit al
Man agem en t - For eign Tr ade - Sh or t –t er m finan cin g - Finan cin g t he global firm –
global cost of capit al an d fin an cial st r u ctu r e – Equ it y an d debt fin an cin g t h r ou gh
global m ar k et s.
108
Un i t V For ei gn I n v est m en t s (4 Hr s)

Decision – cor por at e st r at egy – In t er n at ion al por t folio diver sificat ion - foreign
dir ect in vest m en t - m u lt in at ion al capit al bu dget in g – in t ern at ion al pr oject
appr aisal - polit ical r isk an d cou n t r y r isk an alysis.
Un i t VI An Ov er v i ew of For ei gn Tr ade an d For ei gn Ex ch an ge (4 Hr s)
Level of Know ledge - Work ing

Mean in g-t ypes-fin an cin g of for eign t r ade-ban k s an d in st it u tion al fin an ce- expor t
an d im por t - fin an cin g an d Docu m ent s- let t er of cr edit -t ypes-foreign exch an ge
an d for eign exch an ge m ar k et s-player s an d dealer s in foreign exch an ge-volu m e
an d dyn am ics of foreign exch an ge.
Man agem en t of for eign exch an ge in st r u m en t s - mon ey m ar k et an d capit al
m ar k et –Exch an ge r at e ar r an gem en t in In dia- for eign t r ade con t ract s: t er ms an d
docu m en t at ion - man agin g of for eign exch an ge r eser ves-an ou t lin e of FEMA and
for eign exch an ge m an agem en t in In dia.
Ref er en ces
1. Eiet em an et al David K., Multinational Business Finance. Pear son Edu cat ion .
2. Vij Madh u .,(2006). International Financial Management. New Delh i: Excel
Book s.
3. Madu r a J eff., International Financial Management. Sou t h – West er n Th omson
Learn in g.
4. Apt e Pr ak ash G., Global Business Finance. Tat a McGr aw – Hill.
5. Eu n / Resn ick ., International financial management. 2 n d Edition , Tat a
McGr aw–HILL.
6. Bh ar adwaj H.P., (1994). Foreign exchange handbook . Wh eeler Pu blish in g.
7. Sh ar an Vyu pt ak esh ., (2009). International Financial Management. New Delh i:
PHI Lear n in g Pvt Lt d Pu blicat ion s.
8. Apt e P G., (2008). International Financial Management. New Delhi: Tat a
McGr aw Hills Pu blicat ion s.
9. Sh apir o Alan C., (2008). Multinational Financial Management. New Delh i:
Wiley In dia Pvt Lt d.
109
M BA 4 0 4 Advan ced Fi n an ci al St at em en t An al y si s- Pr act i cal
1 Cr edi t
Descr ipt ion
Th is cou r se is in t en ded t o en h an ce t h e sk ill level of t h e stu den t s in fin an cial

an alyt ical an d valu at ion sk ills. In t h is cou rse, t h e st u den t s wou ld be exposed t o
developin g a fin an cial m odel t o evalu at e a compan y.
Pedagogy
Th is is a pract ical cou r se lik e t h e on e on ‗Fin an cial St at em en t An alysis (FSA)‘

an d ‗Advan ced Fin an cial St at em en t An alysis (AFSA)‘ is an ext en sion of t h e sam e.
Wit h t h e pract ical han ds on k n owledge acqu ir ed in FSA t h e st u den t s wou ld get
h an ds on exper ien ce on valu in g In dian com pan ies. Each session is lab based. At
t h e en d of t he session , t h e st u den t s are expect ed t o pr epar e a fu ll fledged
valu at ion on t h eir project ion s of t h e fin an cials of a com pan y.
Un i t I I n t r odu ct i on To Advan ced Fi n an ci al St at em en t An al y si s (3 H r s)
Recap of Fin an cial Rat ios, Calcu lat ion of Fin an cial Rat ios, Un der st an din g
in du st ry specific par am et er s – How r at ios look in var iou s sect or s.
Un i t I I Val u at i on M odel (9 Hr s)
Readin g Com pan y An n u al Repor t, Bu ildin g a basic Discou n t ed Cash Flow

Valu ation Model u sin g Excel, Un der st an din g t h e bu sin ess model, Project ion of
Free Cash Flows, Calcu lat ion of Discou n t Rat es, 4 differ en t sect or s and
com pan ies t o be an alyzed.
Un i t I I I An al y si s An d Obser v at i on s Fr om T h e Val u at i on (3 H r s)
Presen t at ion of r epor t fr om t h e fin an cial Model.
[Tot al 1 5 H r s]
Ev al u at i on :
Th r ou gh h an ds-on exer cise/ r eport s/ Pr oject s an d assign men t s for ever y Un it .

Th is is a con t in u ou s evalu at ion syst em . No m idt er m or en d t er m exam s
proposed.
Mr .Peeyu sh Ch it lan gia,

Fou n der - Dir ect or
Fin Sh ik sh a, Ban galor e.
110
M BA 4 6 5 Man agem en t of Fi n an ci al Ser v i ces

2 Cr edi t s
Descr ipt ion
Th is cou rse is offer ed as a fin an ce elect ive in th e MBA pr ogr am m e. It familiar izes
t h e st u den t s abou t t h e In dian Fin an cial Syst em . Wit h in t h e fin an cial syst em , t h e
focu s of st u dy wou ld be t h e fin an cial pr odu ct s, fin an cial in st it u t ion s an d t h e
m on ey an d capit al m ar k et s.
To pr ovide k n owledge t o t h e st u den t s abou t In dian Fin an cial System ,

in clu din g t h e m ajor fin an cin g in st it u t ion s apar t fr om Ban k s, fin an cial
produ ct s an d m on ey an d capit al m ar k et s fu n ct ion in g.
Un i t I Ov er vi ew of I n di an Fi n an ci al Sy st em an d Ser v i ces (2 H r s)

Fin an cial syst em – An over view, In dian fin an cial syst em , Global fin an cial syst em ,
Fin an cial ser vices – An over view
Un i t I I M on ey Mar k et s (4 Hr s)
Role an d respon sibilit ies of RBI wit h r espect t o m on ey m ar k et , RBI m on et ary
policy an d it s r elevan ce t o m on ey m ar k et .
Mon ey m ar k et , Call m on ey m ark et , Com m er cial paper m ar k et, Com m er cial bill
m ar k et , Cer t ificat e of deposit (CD), Tr easu r y bills, Govt . Secu r it ies m ar k et
Un i t I I I Capi t al Mar k et s – Pr i m ar y M ar k et (5 Hr s)
Capit al m ark et s – An over view, Capit al m ar k et in st r u m en t s, Capit al m ar k et
r efor m s, New issu es m ar k et – A Con cept u al fr am ewor k , New issu es m ar k et – An
evalu at ion , Pr ospect u s, Global deposit or y receipt s
Un i t I V Capi t al Mar k et s - Secon dar y (5 H r s)

Level of Know ledge : Conceptual and Work ing
St ock exch an ge – An over view, St ock exch an ge t r adin g, St ock exch an ge –
Regu lat ory fr am ewor k , In dian st ock exch an ges – A Pr ofile, In sider t r adin g,
list in g, Delist in g, SEBI – Fu n ct ion s an d Wor k in g, Rest r u ct u r in g of In dian st ock
exch an ges – Major issu es
111
Un i t V Fi n an ci al I n st i t u t i on s (6 Hr s)
Clear in g Cor por at ion of In dia Lim it ed (CCIL), Cr edit In for m at ion Bu reau of In dia
Lim it ed (CIBIL), Discou n t an d Fin an ce Hou se of In dia Lim ited (DFHI), Over -t h e-
Cou n t er Exch an ge of In dia Limit ed (OTCEI), Nat ion al Secu r it ies Deposit or y
Lim it ed (NSDL), Nat ion al Hou sin g Ban k (NHB), Expor t Impor t Ban k of In dia
(EXIM)
Un i t VI Fi n an ci al Ser v i ces (8 Hr s)
Level of Know ledge: Con cept u al an d Work in g
Cr edit r at in g, Hir e pu r ch ase fin an ce, Fact or in g an d For fait ing, Leasin g- An
over view, Lease evalu at ion , Mu t u al fu n ds, Secu r it izat ion , Ven t u r e capit al an d
Privat e equ it y fu n ds
1. Un der st an din g an d follow u p of day-t o-day developm en ts in t h e area of

Fin an cial Ser vices Indu st r y.
2. Fam iliar izat ion of fin an cial syst em in clu din g pr odu ct s.
1. Dr . Gu r u sam y, S. Financial mark ets and institutions ( 2 n d ed.). Tat a McGr aw

Hill.
2. Dr . Gu r u sam y, S. Indian financial sy stem. Tat a McGraw Hill.
Ref er en ces
1. Kh an , M.Y. (2011) Financial services (5 th ed.). New Delh i: Tat a McGr aw Hill
Pu blicat ion s.
2. Bh alla, V.K. (2010) Management of financial services (1 st ed.). New Delh i:
An m ol Pu blicat ion s Pvt . Lt d.
3. Sr ivast ava, R.M. (2010) Financial management. Mu m bai: Him alaya
Pu blish in g.
4. Bh ole, L.M. (2008) Financial institution and mark ets (3 r d ed.). New Delh i: Tat a
McGr aw Hill Pu blicat ion s.
112
M BA471 Pr oj ect Appr ai sal an d Fi n an ce

2 cr edi t s
Descr ipt ion
Th is cou r se is design ed t o provide exposu r e on h ow a project deal can be

or gan ized fr om In du st rial, Legal an d Fin an cial st an dpoin t s an d t h e alt er n at ives
for fu n din g it .
To fam iliar ize stu den t s wit h issu es r elat ed t o t h e design , or gan izat ion , an d
fu n din g of com plex pr oject s.
Un i t I I n t r odu ct i on t o t h e T h eor y an d Pr act i ce of Pr oj ect Fi n an ce (2 Hr s)

Level of k now ledge: Conceptual and basic
Mean in g of t h e t er m pr oject fin an ce; wh y pr oject fin an ce is u sed by spon sor in g
firm s; Main cat egories of pr oject spon sor s; Basic t erm in ology of pr oject fin an ce;
Th eor y of pr oject fin an ce.
Un i t I I Th e m ar k et f or pr oj ect f i n an ce: Appl i cat i on s an d sect or s (2 Hr s)

Level of k now ledge: Conceptual and basic
Evolu t ion of pr oject fin an ce an d m ar k et segm en t s; Th e global pr oject fin an ce
m ar k et ; Th e dom est ic pr oject fin an ce mar k et .
Un i t I I IPr oj ect Ch ar act er i st i cs, Ri sk An al y si s an d Ri sk M an agem en t

(4 H r s)
Level of k now ledge: Conceptual and w ork ing
Ident ifyin g project risk s; Risk allocat ion wit h con t r act s stipu lat ed by t h e SPV;
Su m m ar y of t h e Risk m an agem en t process.
Un i t I V Th e Rol e of Adv i sor s I n A Pr oj ect Fi n an ce Deal (4 Hr s)

Level of k now ledge: Work ing
Th e r ole of Legal advisor s in pr oject fin an ce deals; Th e r ole of In depen den t
En gin eer in pr oject fin an ce deals; Role of In su r an ce Advisors an d In su r an ce
Com pan ies in pr oject fin an ce deals.
Un i t V Val u i n g t h e Pr oj ect an d Pr oj ect Cash Fl ow An al y si s (6 H r s)

An alysis of oper at in g cash flows an d t h eir beh avior in differ en t pr oject life-cycle
ph ases; Defin in g t h e opt im al capit al st ru ct u r e for t h e deal; Fin an cial viabilit y
an d t h e Cover r at ios u sed t o m easu re it ; Sen sit ivit y Analysis an d Scen ario
An alysis.
113
Un i t VI Fi n an ci n g t h e Deal (4 Hr s)
Level of k now ledge: Work ing
Fin an cial in ter m ediaries in volved in pr oject fin an ce; Fu n din g opt ion s: Equ it y;
Mezzan in e fin an cin g, Su bordin at ed debt an d Sen ior debt ; Pr oject leasin g; Pr oject
bon ds.
Un i t VI I Legal Aspect s of Pr oj ect Fi n an ce (4 Hr s)

Special ch ar act er ist ics of a pr oject compan y; Cont r act st ru ct u r e of t h e deal.
Un i t VI I I Th e Basel Capi t al Accor d (4 Hr s)

Th e Basel com m it t ee‘s posit ion on St r u ct u r ed fin an ce t r an sact ion s (Specialized
len din g - SL); Basel com mit t ee‘s posit ion on r isk r elat in g t o SL
1. Pr act ical u n der st an din g of issu es relat ed t o fu n din g lar ge pr oject s

2. Solvin g Case st u dies
3. Un der st an din g t h e variou s im plicat ion s of lar ge on -goin g pr oject s.
1. St efan o, Gat t i. (2008). Project finance in theory and practice – Designing

structuring and financing private and public projects. Edit ion (In dian )
Academic, Pr ess - An im pr in t of Elsevier .
Ref er en ces
1. Fabozzi, F., & Nevit t , P.K. (2006). Project financing (7 th ed.). Lon don :
Eu r om on ey.
2. Yescom be, E.R. (2002). Principles of project finance. San Diego, CA:
Academ ic Press.
3. Scot t , H. (2007). The law and business of international project finance (3 rd
ed.). Cam bridge Un iv. Pr ess.
4. Sar da Govin d Pr ak ash an ,D.P. Handbook on project appraisal and follow -up - A
practical guide.
5. Prasan n a, Ch an dra. Projects - planning, analysis, selection, f inancing,
implementation and review – CFM -TMH Professional series in finance.
114
CUR R I CUL UM
Y EAR - I I
GE NE R A L M A NA GE M E NT
115
M BA 4 1 1 Busi n ess An al y si s – I
2 Cr edi t s
Descr ipt ion
Th e pu r pose of t h is cou r se is t o equ ip st u den t s on h ow t o iden t ify t h e n eed for

ch an ge in or gan izat ion s, art icu lat e t h e solu t ion t h at will deliver t h e ch an ge an d
defin e a bu sin ess case ju st ifyin g t h e in vest m en t n eeded t o im plemen t t h e
ch an ge.
To u n der st an d t h at an y solu t ion sh ou ld address t h e ROOT CAUSE of t h e

per ceived pr oblem s, an d lear n t h e t ech n iqu es t o u n cover r oot cau ses
To r ealize t h at n ot ever y pr oblem is WORTH SOLVING, an d h ow to
det er m in e t h e pr oblems wor t h y of solu t ions
To u n der st an d wh y t h e abilit y t o FACILITATE is im port an t for a BA an d
lear n t h e best pr act ices/ ar t of facilit at in g m eet in gs an d r equ ir em en ts
wor k sh ops
To PRIORITIZE init iat ives, becau se n ot ever yt h in g can be don e at t h e sam e
t im e
To iden t ify an d m an age t h e IMPACT OF CHANGE on people
To iden t ify capabilit ies desir ed t o m eet object ives by per for m in g GAP
ANALYSIS
To det er m in e t h e BEST APPROACH t o solve t h e pr oblem
To develop a BUSINESS CASE
Un i t I I n t r odu ct i on t o Bu si n ess An al y si s (2 Hr s)

- Wh at is Bu sin ess An alysis?
- Bu sin ess An alysis Life Cycle
- In t r odu ct ion t o IIBA® an d t h e BABOK ®
- Six St ep appr oach t o En t er prise An alysis
Un i t I I Un der st an di n g Bu si n ess Pr obl em an d/ or Oppor t u n i t y (6 Hr s)
Level of Know ledge: Conceptual, Case Study and Analy tical

- Bu sin ess dom ain & sit u at ion u n der st an din g
- Per for m in g Ben ch m ark in g an d Docu m en t An alysis
- Fu n dam en t als of Facilit at ion an d Elicit at ion
- Un der st andin g Root Cau se An alysis & Min d Mappin g
- Det er m in in g Act ionable Cau ses
116
Un i t I I I Def i n e Bu si n ess Need (5 Hr s)
Level of Know ledge: Analy tical and Case Study

- Det er m in in g Pu r su able Cau ses fr om Act ion able Cau ses
- Usin g Par et o An alysis & ot h er Tech n iqu es
- Docu men t in g Bu sin ess Requ ir em en t s
- Pr ior it izin g Bu sin ess Requ ir emen t s
- Ar t icu lat in g t h e Pr oblem St at em en t
Un i t I V St ak eh ol der An al y si s (4 Hr s)
Level of Know ledge: Conceptual and Case Study

- Defin in g St ak eh older
- Un der st andin g St ak eh older Role an d Gr ou ps
- Iden t ifyin g St ak eh olders (t h e On ion Diagram appr oach )
- Det er m in in g Stak eh older In t er est an d Influ en ce
- Dr awin g a St ak eh older Map
- Det er m in in g Stak eh older Collabor at ion appr oach
Un i t V Desi r ed Capabi l i t y (4 Hr s)

- Defin in g Capabilit y
- 3 st ep appr oach t o det er m in in g desir ed capabilit ies
Un i t VI Sol u t i on Appr oach (4 Hr s)
Level of Know ledge: Conceptual, Analy tical and Case Study

- Solu t ion Appr oach & Solu t ion : Com par e & Con t r ast
- 3 St eps t o iden t ify solu t ion approach
- Feasibilit y An alysis
Un i t VI I Bu si n ess Case (5 Hr s)

- Bu sin ess Case Fu n dam en t als
- Cost Ben efit An alysis
- Risk s an d Depen den cies
- Bu sin ess Case Pr esen t at ion
117
1. Facilit at ion an d m eet in g man agem en t sk ills

2. Pr oblem solvin g sk ills
3. St ak eh older man agem en t sk ills
1. IIBA® 2009. A Gu ide t o t h e Bu sin ess An alysis Body of Knowledge® Ver sion
2.0 (BABOK ® Gu ide, Ver sion 2.0)
Ref er en ces
Hu ll, J ack son ., & Dick . Requ ir em en t s en gin eerin g. Spr in ger .
Ban galor e.
118
M BA 4 1 2 Negot i at i on
2 Cr edi t s
Descr ipt ion
Negot iat ion is on e of t h e k ey aspect s of su ccess in t oday‘s bu sin ess en vir on m en t .

At all poin t of t im e m an ager ial su ccess requ ires agr eem en t an d collabor at ion
wit h ot h er people. Th is is cer t ain ly t r u e for t ran sact ion s bet ween or gan izat ions
an d cu st omer s, an d bet ween in vest or s an d st ar t -u p com pan ies.
Th is cou r se is aim ed at en ablin g st u den t s t o becom e m or e effect ive n egot iat or .
Effect iven ess r equ ir es m an y aspect s, in clu din g:
• Th e abilit y t o cr eat e valu e an d execu t e deals t h at ot h er s m igh t over look ;

• Th e st r at egic sk ill an d com pet en cies n eeded for su ccess.
• Th e abilit y t o avoid com m on m ist ak es m ade by n egot iat or s;
• Th e abilit y t o wor k wit h people wh ose back gr ou n ds, expectat ion s, an d valu es
differ from you r own ; an d
• Th e capacit y t o r eflect an d lear n from you r experien ce.
Pedagogy
Th is cou r se differ s fr om t h e r est of t h e cu r r icu lu m in som e im por t an t r espect s.

Th e focu s of t h e cou r se is a set of in t er act ive exer cises an d sim u lat ion s t opped -
u p wit h lect u r es an d t em plat es.
Un i t I Un der st an di n g Negot i at i on (5 Hr s)
Wh at is n egotiat ion , Ru les of n egot iat ion , beh avior s of su ccessfu l n egot iat ors,
Negot iat ion st yles. Negot iat ion wit h differ en t t ypes of people.
Win -Win , Lose-lose : u n der st an din g n egot iat ion ou t com es
Un i t I I Th e Negot i at i on pr ocess (5 H r s)
Var iou s st ages of t h e n egot iat ion pr ocess. Min im u m accept an ce & pr obin g for
in con sist en cies.
Un i t I I I Negot i at i on t act i cs & cou n t er m easu r es (1 0 Hr s)
Com m on n egot iat ion t act ics, dealin g wit h t ou gh n egot iat ors. Deadlock s,
st an dst ills & con cession s. Recogn ise, or gan ize & r an k con cession s.
Tr ick s, t r aps & t act ics : Wh at to be awar e of.
119
Un i t I V Negot i at i on act i on pl an n i n g (1 0 Hr s)
Set t in g t h e st age : Wh en & wh er e t o n egot iat e. Negotiation simulation

Cross cultural negotiations & Negotiation ethics
Ref er en ces
1. Mn ook in , Peppet ., & Tu lu m ello. (2010). Bey ond w inning: negotiating to

create value in deals and disputes (1 st ed.). Hyder abad: Har vard Un iver sit y
Pr ess.
2. Raiffa, Howar d. (1985). The art and science of negotiation. (2 n d ed.).
London : Har var d Un iver sit y Press.
3. Th om pson , L. L. (2009). The mind and heart of the negotiator. (4 th ed.).
Noida: Pear son Edu cat ion Lim it ed.
4. Ur y,W. (2010). Getting past no- negotiating w ith difficult people, (2n d ed.).
London : Ran dom Hou se U.K. Limited.
Volk em a, Roger . J . (2008). Negotiation tool k it. (1 st ed.). New Delh i. PHI.
Ban galor e.
120
MBA 4 1 3 M an agem en t Sci en ce

2 Cr edi t s
Descr ipt ion
Th e su bject of m an agem en t mat u r e scien ce h as evolved for m or e t h an 50 year s

an d is n ow r ecogn ized as a field wit h in t h e bran ch of applied m at h em at ics. Th is
cou r se will em ph asize bot h t h e applied an d con cept u al aspect s of m an agem en t
scien ce. Th e cou r se will discu ss man y su ccessfu l m an agem en t scien ce
applicat ion s, wh er e t eam s of h igh ly t r ain ed people h ave implem en t ed solu t ion s
t o pr oblem s faced by m an y or gan izat ion s r esu lt in g in sign ifican t savin gs an d
valu e addit ion . For exam ple, m an y oil com pan ies, air lin es; au t om obile
m an u factu rer s can h ar dly oper at e as t h ey do today with ou t t h e su ppor t of
m an agemen t scien ce. Th is cou r se will in t rodu ce st u den t s t h e solu t ion pr ocedu r e
t o m an y r ealist ic pr oblem s t h r ou gh spr ead sh eet m odels wh ich is at t h e h ear t of
lear n in g m an agemen t scien ce.
Th e cou r se is developed wit h an object ive of in t r odu cin g spr ead sh eet m odellin g
appr oach t o for mu lat e an d apply var iou s m an agem en t scien ce m odels
for m u lat ed across fin an ce, mar k et in g, oper at ion s an d h u m an r esou r ce
fu n ct ion s.
Specifically, t h e cou r se object ives are as follows:
To h elp par t icipan t s u n der st an d t h e im por t an ce an d n eed for m an agem en t

scien ce
To pr ovide exposu r e t o spr ead sh eet m odellin g an d best pr act ices of an
To u se t o Excel Solver an d Solve Table t o ext r act opt im al solu t ion an d
per for m sen sit ivity an alysis in opt im izat ion m odels.
To in t r odu ce an d u n der st an d t h e application of con t em porar y m an agemen t
scien ce m odels lik e LPP, Non lin ear Models, Goal Progr am m in g, AHP an d
Sim u lat ion Models for pot en t ial applicat ion across fu n ct ion s.
Un i t I I n t r odu ct i on t o Model l i n g an d Spr ead Sh eet Model l i n g (3 H r s)

In t r odu ct ion t o Managem en t Scien ce. Con cept of m at h em at ical m odels. Need
for Man agem en t Scien ce. Seven st ep m odellin g process. Basic Spread Sh eet
Modellin g – Con cept s an d Best pr act ices. Edit in g an d Debu ggin g spr ead sh eet
m odels. Design in g, Bu ildin g an d Test in g an Excel Wor k book .
121
Un i t I I I n t r odu ct i on t o Opt i m i zat i on Model l i n g (4 H r s)
Level of k n owledge: Wor k in g Kn owledge an d Applicat ion

In tr odu ct ion t o Opt im izat ion m odels. Lin ear Pr ogr am m in g Pr oblem (LPP) m odel.
Ch ar act er ist ics of LPP. Form u lat in g LPP model an d developin g a spr ead sh eet
m odel for LPP an d u se of Excel solver . Solu t ion an d Sen sit ivit y An alysis u sin g
Excel Solver an d Solver Table - Adver t isin g Models, Wor k for ce Sch edu lin g
Models, Aggr egat e Plan n in g models an d Blen din g Models, Pr odu ct ion Pr ocess
Models, Fin an cial Models. In t rodu ct ion Per for m an ce Measu r em en t Models u sin g
Dat a En velopm en t An alysis (DEA).
Un i t I I I Net wor k Opt i m i zat i on Model s (4 Hr s)

In tr odu ct ion t o Net wor k Opt im izat ion Models. Maxim al flow, Min im u m Cost an d
Sh or t est Rou t e problem s. Spread sh eet m odel solu t ion for – Tr an spor tat ion ,
Tr an sh ipm en t an d Sh or t est pat h pr oblem s. Applicat ion of Net wor k Opt im izat ion
m odels in Fin an ce, Dist r ibu t ion , Mar k et in g an d Oper at ion s.
Un i t I V Non l i n ear Opt i m i zat i on M odel s (5 Hr s)

Basic idea of n on lin ear opt im izat ion m odels. Spr ead sh eet m odel bu ildin g an d
solu t ion t o n on lin ear m odels an d t h eir applicat ion – Pr icin g Models, Advert isin g
r espon se an d select ion m odels, Facilit y locat ion m odels, Por t folio Opt im ization
m odels.
Un i t V Ev ol u t i on ar y Sol v er : an al t er n at i v e Opt i m i zat i on Pr ocedu r e

(5 H r s)
In tr odu ct ion to Gen et ic algorit h m s. In t r odu ct ion t o Evolu t ion ar y Solver .
Non lin ear pricin g m odels. Com bin at or ial Models. Fit t in g an S sh aped cu r ve.
Por t folio opt im izat ion , Clu st er An alysis, Descr im in an t An alysis, Tr avellin g
Salesper son pr oblem .
Un i t VI M u l t i Obj ect i v e Deci si on m ak i n g (5 H r s)

In tr odu ct ion t o Mu lt i Object ive Decision Mak in g. Goal Pr ogram m in g. Par et o
Opt im alit y an d Tr ade off cu r ves. An alyt ic Hier ar ch y Pr ocess (AHP). Spr ead sh eet
m odels for Goal Progr am m in g, Par et o Opt im alit y an d AHP.
122
Un i t VI I I n t r odu ct i on t o Si m u l at i on Model l i n g (4 Hr s)

In tr odu ct ion t o Sim u lat ion . St eps in Sim u lat ion Pr ocess. Exam ples of real
applicat ion s of Simu lat ion . Mon t e Car lo Sim u lat ion . Pr obabilit y Dist r ibu t ion s for
in pu t var iables. Sim u lat ion wit h bu ilt in Excel t ools. In tr odu ct ion t o @RISK.
Effect of in pu t dist r ibu t ion in r esu lt s. Sim u lat ion m odel applicat ion s in
Oper at ion s, Fin an ce an d Mar k et ing fu n ct ion s. Usin g Or acle Cryst al Ball for
Mon t e Car lo Sim u lat ion .
1. Developin g Excel Spr ead Sh eet Models in all t h e Un it s of t h e cou r se.

2. For m u lat ion , Developin g, Debu ggin g, Solu t ion an d Sen sit ivit y An alysis of
Man agem en t Scien ce m odels u sin g Excel Solver, Solver Table, Evolu t ion ar y
Solver , @RISK an d Or acle Cr yst al Ball for Mon t e Car lo Sim u lat ion .
3. Case St u dies r equ ir in g st u den ts t o bu ild spr ead m odels an d provide solu t ion s
t o bu sin ess pr oblem s r elevan t fin an ce, m ark et in g, operat ion s an d h u m an
r esou r ces.
Pr escr i bed T ex t Book
Albr igh t Ch r ist ian .S an d Win st on Wayn e. L., (2009). Management Science-
Modelling w ith Spread Sheets (4 th ed.). Place of Pu blicat ion : New Delh i. Cen gage
Learn in g.
Ref er en ces
1. An der son , David. R., Sween ey, Den n is. J ., & Williams, Th om as. A. (2011).
Introduction to management science – quantitative approaches to decision
mak ing (13 t h ed.). New Delh i: Cen gage Lear n in g.
2. Albr igh t , C. S., Winst on , Wayn e. L., & Zappe, C. J. (2009). Decision
mak ing using microsoft excel ( 3 rd ed.). New Delh i: Cen gage Lear n in g.
3. Powell , St eph en . G., & Bak er , Ken n et h . R . (2009). Management science – the
art of modelling w ith spread sheets, (3r d ed.). Mu m bai: Wiley In dia
Ban galor e.
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MBA 4 1 4 Bu si n ess An al y t i cs
2 Cr edi t s
Descr ipt ion
Or gan izat ion s ar e u sin g an alyt ics st r at egically t o m ak e bet t er decision s an d

im pr ove cu st om er an d sh ar eh older valu e. Th e past decade h as seen r em ar k able
gr owt h in an alyt ics am on g bu sin ess organ izat ion s. Core t opics in bu sin ess
an alyt ics lik e st at ist ics, dat a an alysis an d in for mat ion an d decision su ppor t
syst ems h ave been a par t of bu sin ess edu cat ion for long bu t pr esen t ed in
separ at e an d in depen den t cou r ses wit h lit t le t opical in t egr at ion . Th is cou r se is
design ed t o pr esen t t h e em er gin g disciplin e of bu sin ess an alyt ics in a u n ified
fash ion con sist en t wit h t h e con t em por ar y defin it ion of t h e field
Th e cou r se is developed wit h an object ive of in t r odu cin g spr ead sh eet based
solu t ion appr oach t o bu sin ess pr oblem s in t egr at in g con cept s in st at ist ics, dat a
an alysis, in for m at ion syst ems an d decision su pport system ar eas. Specifically,
t h e cou r se object ives ar e as follows:
To h elp part icipan t s u n der st an d th e im por t an ce an d n eed for bu sin ess
an alyt ics.
To pr ovide exposu r e t o spr ead sh eet m odellin g an d best pr act ices of an
To u se Dat a an alysis, Solver , Solver t able, Risk Solver plat for m excel add in
for var iou s applicat ion s as a part of solu t ion t o bu sin ess pr oblem s.
To in t r odu ce and u n derst an d t h e application of bu sin ess an alyt ics m et h ods –
descr ipt ive, pr edict ive an d pr escr iptive an alyt ics m odels for solu t ion t o
bu sin ess problem s in fin an ce, oper at ion s, m ar k et in g an d h u m an r esou rces.
Un i t I I n t r odu ct i on t o Bu si n ess An al y t i cs (2 h ou r s)

In tr odu ct ion t o Bu sin ess An alyt ics (BA). Evolu t ion an d Scope of Bu sin ess
An alyt ics. Dat a for Bu sin ess An alyt ics. Decision Models – Descr iptive, Pr edict ive
an d Pr escr ipt ive Models. Problem Solvin g an d Decision mak in g pr ocess.
Un i t I I An al y t i cs on Spr ead sh eet s (3 h ou r s)
Level of k now ledge: Work ing Know ledge and Application

Basic Excel sk ills. Usin g Excel fu n ct ion s an d developin g Spr ead Sh eep Models.
Art of developin g Spread sh eet m odels – Gu idelin es t o develop an adequ at e
spr ead sh eet m odel. Debu ggin g a spr ead sh eet m odel.
Un i t I I I Descr i pt i v e An al y t i cs (7 h ou r s)
Level of k now ledge: Application

Visu alizin g an d Explorin g Dat a. Descr ipt ive m easu r es t o su mm ar ize t h e dat a.
Applicat ion of Excel Descr ipt ive st at ist ics t ool. Pr obabilit y dist r ibu t ion s an d Dat a
124
m odelin g. Sam plin g an d In fer ent ial stat ist ical m et h ods. Usin g Excel Dat a
An alysis add in for est im at ion an d hypot h esis t est in g.
Un i t I V Pr edi ct i ve An al y t i cs M et h ods (8 h ou r s)
Level of k now ledge: Work ing Know ledge

Predict ive Modelin g an d An alysis. Logic an d dat a dr iven m odellin g. An alyzin g
u n cer t ain t y an d m odel assu m pt ions – Wh at if an alysis, Dat a t ables, Scen ar io
m an ager an d Goal Seek . Model An alysis u sin g Risk Solver plat for m – Par am et r ic
sen sit ivit y an alysis an d Tor n ado ch ar t s.
Regr ession An alysis – fit t in g, m odel fit m easu r es, h ypot h esis t est in g, predict ion
an d validat in g m odel assu m pt ion s by r esidu al an alysis. Regr ession m odel
bu ildin g – St epwise, for war d select ion , back war d elim in at ion an d opt im u m su b
set m et h ods. Regression models wit h cat egor ical pr edict or var iables. Regr ession
m odel wit h n on lin ear t er m s.
For ecast in g t ech n iqu es – St at ist ical for ecast in g t ech n iqu es. Decom posit ion
m odel – Estim at ion of t r en d, season alit y an d cyclical com pon en t s. Regression
based for ecast in g wit h t r en d an d season alit y com pon en t s. Sm oot hin g m odels for
for ecast in g – m ovin g aver age, expon en tial sm oot h in g m et h ods for st at ion ar y an d
n on -st at ion ar y t im e ser ies. Th e pr act ice of forecast in g.
Un i t V Si m u l at i on , Ri sk An al y si s an d Dat a Mi n i n g (6 h ou r s)
Level of k now ledge: Work ing Know ledge

Sim u lat ion an d Risk An alysis – Mon t e Car lo simu lat ion wit h Risk Solver
plat for m – Defin in g u n cert ain model in pu ts, r u n n in g a sim u lat ion , in t er pr et at ion
of sim u lat ion resu lt s. Exam ples of sim u lat ion m odels – New Pr odu ct
Developmen t , News Ven dor Model, Over book in g Model an d Cash Bu dget Model.
In tr odu ct ion t o Data Min in g – Scope of Dat a Min in g. Dat a explor at ion an d
r edu ct ion . Classificat ion – Measu r in g classificat ion perfor m an ce. Usin g t r ain ing
an d validat ion dat a. Classifyin g n ew dat a. Classification t ech niqu es – K n ear est
n eigh bou r , Discr imin an t An alysis, Logist ic r egression .
Un i t VI Deci si on An al y si s (4 h ou r s)
Level of k now ledge: Application

Decision m ak in g with u n cer t ain in for m ation . Decision st r at egies for a m in im ize
object ive. Decision st r at egies for a m axim ize object ive. Risk an d var iabilit y.
Expect ed valu e st r at egy. Decision Tr ess. Bu ildin g a decision t r ee u sin g Excel
Tr ee plan add in . Decision Tr ee an d Mon t e Car lo simu lat ion . Decision t r ees an d
r isk . Sen sit ivit y an alysis in Decision t r ees. Valu e of in for m at ion . Baye‘s Ru le.
Ut ilit y an d Decision m ak in g.
125
1. Usin g Excel spr ead sh eet s an d developin g Excel Spr ead Sh eet based solu t ion
in all t h e Un it s of t h e cou r se.
2. Use of Excel add in – Dat a An alysis, Solver , Solver Table, Tr ee Plan , Sen sit
an d Risk Solver Plat for m .
3. Case St u dies r equ ir in g st u den t s t o bu ild spr ead sh eet m odels an d pr ovide
solu tion s t o bu sin ess pr oblem s.
Pr escr i bed T ex t Book :
1. Evan s J. R (2013). Bu sin ess An alyt ics Methods, Models and Decisions.
Pear son , Upper Saddle River , New J er sey.
Ref er en ces:
1. Albr igh t C. S., Win st on Wayn e L. an d Zappe C. J (2009). Decision Mak ing
Using Microsoft Excel (India Edition). Cen gage Lear n in g.
Ban galor e.
126
M BA 4 1 5 Cor por at e I m age M an agem en t

2 Cr edi t s
Descr ipt ion
Th is cou r se aims t o develop com preh en sive k nowledge of br an din g & pu blic
r elat ion s in clu din g iden t ifyin g an d r each in g in t er n al an d ext er nal pu blics;
dealin g wit h pr in t an d elect r on ic m edia; adver t isin g, pr in t in g, dir ect m ail; an d
prepar in g a br an din g & pu blic r elat ion s plan an d bu dget .
Un der st an d t h e r ole of br an din g & pu blic r elat ion s in t h e pu blic an d privat e

sect or s.
Un der st an d t h e dist in ct ion bet ween pu blic r elat ion s an d adver t isin g as well
as bet ween pu blicit y/ pr ess agen cy.
Evalu at e an d an alyze t he et h ical an d legal r espon sibilit ies of t h e PR
Un i t I Br an d Def i n i t i on an d Su ccess (4 Hr s)

St rat egic Su ccess an d Pion eer advan t age, Su ccessfu l br an ds, Con cept of Mar k et
r e-defin it ion , Gen n er al Man agem en t su ccess an d Br an d su ccess
Un i t I I A st r at egi c pr ocess f or Bu i l di n g I n t egr at ed br an ds (6 Hr s)
Br an d Vision , Bran d Object ives. Choosin g br an d Elem en t s, Design in g &

Im plem en t in g Br an din g St r at egies
Un i t I I I Pu bl i c Rel at i on s: Def i n i t i on s, Rol es an d Respon si bi l i t i es (8 Hr s)
Defin e pu blic r elat ion s, Iden t ify t h e differ en ces am on g adver t isin g, pu blicit y,
press agen cy an d PR. PR & it s r ole in or gan izat ion s.
Exam in e t h e differen t pu blics of an or gan izat ion
Un i t I V M edi a Rel at i on s, Em pl oy ee r el at i on s & Com m u n i t y r el at i on s

(6 Hr s)
Dealin g wit h t h e m edia. Iden t ify t h e differ en t t ypes of n ews an d in for m at ion
m edia wh ose com m u n icat ion affect s or gan izat ion s, an d wh ose ch an n els
or gan izat ion s u se t o com m u n icat e wit h t h eir pu blics.
Or gan izin g n ews con fer en ces
127
Un i t V Cr i si s Com m u n i cat i on an d t h e Pl an n i n g Pr ocess (6 Hr s)
Differ en t iat e bet ween r eact ive an d pro-act ive plan n in g. Evalu at e t h e pr ocess of
cr isis m an agem en t in several r ecen t m ajor cor por at e cr ises. Develop a m edia
st r at egy for a pr oposed cr isis
Gr ou p pr esen t at ion s on var iou s Br an din g in it iat ives fr om diver se bu sin ess
sect or
Case st u dies
Pr esen t at ion s on Br an din g n ews u pdat es
1. Lan e Kevin Keller ., (2006). Strategic Brand Management. Pear son

edu cat ion
2. Den n is L. Wilcox & Glen T. Cam er on ., (2012). Pubic Relations: Strategies
& Tactics. Pear son edu cation
Ref er en ce Book s
1. Kapfer er , J ean. Noel. (2007). The new strategic brand management. Kogan
page
2. Rich ar d, Elliott ., & Lar r y, Per cy. (2007). Strategic brand management.
Oxfor d Un iver sit y press
3. Sim on , A. David., Aak er , & Sh cu st er . Building strong brands
4. Gaet an T. Gian n in i Jr . (2012). Mark eting Public Relations. Pear son
edu cat ion
Ban galor e.
128
CUR R I CUL UM
Y EAR - I I
H UM A N R E SOUR CE
129
M BA4 21 Or gan i zat i on al Ch an ge an d Devel opm en t

2 Cr edi t s
Descr ipt ion
Th e cou r se is offer ed as a h u man r esou r ce elect ive in t h e secon d year . Th is

cou r se in t r odu ces st u den t s t o t h e social scien ce t ech n iqu es an d ch an ge
in t er ven t ion s u sed t o im pr ove or gan izat ion al effect iven ess an d en h an ce th e
per son al developm en t of in dividu als. It focu ses on t h e ph ilosoph y, h ist or y, an d
evolvin g approach es associat ed wit h or gan izat ion al ch an ge an d developm en t ,
wit h special focu s on in it iat in g an d m an agin g ch an ge. In t rodu ces m et h ods u sed
t o iden t ify organ izat ion al pr oblem s, u n der st an d t h e u n derlyin g cau ses for t h ese
problem s, an d collect in form at ion an d dat a abou t t h e cau ses or problem s, an d
presen t diagn ost ic resu lt s.
Recogn ize an im pr ovem en t in you r abilit y t o syn t h esize, art icu lat e, an d
dissem in at e in for m at ion an d k n owledge con cer n in g or gan izat ion al ch an ge t o
ot h er s t h r ou gh dialogu e an d cr it iqu e.
Explain or gan izat ion al ch an ge pr ocesses fr om m u lt iple r ole per spect ives
To lear n appr oach es an d st r at egies for m an agin g or gan izat ion al ch an ge
Describe an d explain t h e st eps in volved t o effect ively m an age or gan izat ion al
ch an ge in a var iet y of con t ext s an d set t in gs.
Dist in gu ish bet ween differ en t t ypes an d t er m in ologies of or gan izat ion al
ch an ge.
Iden t ify t h e t ype an d sign ifican ce of var iou s driver s of or gan izat ion al ch an ge
an d iden tify th e n at u r e an d sign ifican ce of variou s im pedim en t s t o
organ izat ion al ch an ge
To lear n t o diagn ose or gan izat ion s an d design OD in t erven t ion s
To lear n t o evalu at e t h e effect iven ess of OD in t er ven tion s.
Un i t I Ov er v i ew of Or gan i zat i on Dev el opm en t (5 Hr s)

Defin it ion , h ist or y, evolu t ion of OD. Th eor ies of plan n ed ch an ge, Genn er al
Man agem en t m odel of plan n ed ch an ge, t ypes of plan n ed chan ge, cr it iqu e of
plan ned ch an ge, wh o is t h e OD pract it ioner ? Profession al OD, valu es and
et h ics
Un i t I I Th e Pr ocess of Or gan i zat i on Dev el opm en t (Par t 1 ) (4 Hr s)

En t er in g an d con t r act in g, person al pr ocess issu es in en t er in g an d
con t r act in g, Diagn osin g or gan izat ion s, open -syst em s m odel, or gan izat ion -
130
level diagn osis, diagn osin g gr ou ps an d jobs – gr ou p level diagn osis, in dividu al
level diagn osis, collect in g an d an alysin g diagn ost ic in form at ion - diagn ost ic
r elat ion sh ip, m et h ods for collect in g dat a, an d t ech n iqu es for an alyzin g dat a
Un i t I I I T h e Pr ocess of Or gan i zat i on Devel opm en t (Par t 2 ) (4 Hr s)

Feedin g back diagn ost ic in for m at ion , design in g effect ive in t erven t ion s – h ow
t o design ? Over view of in t er ven t ion s, leading an d m anagin g ch an ge –
m ot ivat in g ch an ge, developin g polit ical su ppor t , en vision ed fu t u r e, man agin g
t r an sit ion an d su st ain in g
Un i t I V H u m an Pr ocess I n t er v en t i on s (7 Hr s)
In t er per son al an d grou p process appr oach es – T-gr ou ps, pr ocess
con su lt at ion , th ir d part y in t er ven t ion s an d t eam bu ildin g.
Or gan izat ion pr ocess appr oach es – or gan izat ion con fr on t at ion m eet in g, in t er
gr ou p r elat ion s in t erven t ion s, large gr ou p in t erven t ion s, an d grid OD
Un i t V Tech n o St r u ct u r al I n t er v en t i on s (8 Hr s)
Level of Know ledge: Higher understand ing and application

Rest r u ct u r in g or gan izat ion s – st r u ct u r al design , grou p‘s pr ocess st ru ct u r e,
down sizin g, an d r een gin eer in g
Em ployee in volvemen t – Wh at is it ? Employee in volvem en t pr act ices, par allel
st r u ct u r es, h igh – in volvem en t or gan izat ion s, h igh in volvem en t , an d TQM
Wor k design – t h e en gin eerin g appr oach , t h e m ot ivat ion al appr oach , t h e socio
t ech n ical appr oach an d design in g wor k for t ech n ical an d per son al n eeds
Un i t VI H u m an Resou r ces M an agem en t I n t er v en t i on s (7 H r s)
Level of Know ledge: Higher understand ing and application

Per for m an ce m an agem en t – m odel of per for m an ce m an agem en t, goal set t in g,
per for m an ce appr aisal, an d r ewar d syst em s
Developin g an d assist in g m em ber s – career plan n in g an d developm en t
in t er ven t ion s, r esou r ces plan n in g an d str at egy, wor k for ce diver sit y
in t er ven t ion s, an d em ployee welln ess in t er ven t ion s
Un i t VI I St r at egi c I n t er v en t i on s (5 Hr s)

Or gan izat ion an d en vir on m en t – or gan izat ion an d en vir on m en t fr am ework ,
in t egr at ed st r at egic ch an ge, t r an s or gan izat ion al developm en t an d m er ger s
an d acqu isition s
131
Or gan izat ion al t r an sfor m at ion – char act er ist ics of t r an sform at ion al ch an ge,
cu lt u r e ch an ge, self-design in g or gan izat ion or gan izat ion al lear n in g an d
k n owledge m an agem en t
OD in global set t in g an d fu tu re dir ect ion s in OD
1. Case st u dies, gr ou p discu ssion s, exer cises, gam es, r ole-plays & psych ological
in st r u m en t s will be adopt ed.
2. Assign m en t s, sm all grou p in t er act ion , grou p t ask s an d pr esen t at ion s will be
m ade com pu lsor y.
3. Lect u r es an d in t eract ive discu ssion s
4. Com pu lsory In dividu al pr oject
Cu m m in gs, T. G an d Wor leyC. G.,( 2009). Organization Development and
Change, Sou t h -West er n College Pu blish in g.
Ref er en ce Book s
1. Fr en ch W. L an d Bell, C. H., (2007). Organization Development: Behavioural

science interventions for organizational improvement, Pear son Edu cat ion .
2. Fr en ch W.L., Bell, C. H an d Voh r a V, (2009). Organization Development:
Behavioural science interventions for organizational improvement. Dor lin g
Kin der sley (In dia) Pvt . Lt d.
3. Har vey D an d Br own D. R.,( 2004). An Experiential approach to Organization
Development. 7/ e, Pear son Edu cat ion .
4. Kot t er J.P., (1996). Leading Change. Bost on : Harvar d Bu sin ess Sch ool Pr ess.
ISBN # 0-87584-747-1.
5. Kavit a Sin gh .,( 2006). Organization Change and Development. Excel Book s,.
6. Nilak an t V an d Ram n ar ayan S.,(2006). Change Management: Altering
mindsets in a global context. Respon se Book s.
1. Dr . Vivek an an d
Facu lt y, Icfai Bu sin ess Sch ool
2. Alok Chatt er jee

CEO - Moss an d Hu e
3. Kevin Sam u el
Dir ect or – gr een sh oot s
4. Dr . Su bh ash Sh ar m a
Dean , In dian Bu sin ess Academ y
132
MBA 4 22 Hu m an Resour ce An al y t i cs
2 Cr edi t s
Descr ipt ion & Lear n in g Object ives
Th is cou r se focu ses on t h e st at ist ical tech n iqu es an d dat a an alysis m eth ods
appr opr iat e for qu an t it at ive h u m an r esou r ce man agem en t r esear ch pr oject s.
St u den t s lear n t h e im por t an ce of r eliabilit y, validit y, an d accu r at e m easu r em en t ,
an d h ow t o con du ct r eliable an d valid r esear ch pr oject s vis-à-vis calcu lat in g t h e
cost s of var iou s HR pr ocesses wh ich will en able t h e or gan izat ion s t o fact or in t h e
t an gible ben efit s der ived fr om HR act ivit ies. This will h elp in cost plan n in g for
HR act ivit ies.
Th is is a u sefu l t ool for h u m an du e diligen ce exer cise in m erger s & acqu isit ion s.
Un i t I Pr i n ci pl es of HR Resear ch an d Qu an t i t at i v e H RM (3 H r s)
Conceptual & know ledge based

Defin in g HR r esear ch an d Qu an t it at ive HRM –sign ifican ce an d r elevan ce.
Types of HR r esear ch . Advan t ages of m easu rin g HRM. Con sequ en ces of n ot
m easu r in g HRM, Com m on pr oblem s with m et r ics, Usin g st atist ical t est s in HR
Resear ch , Sam plin g.
Un i t I I Tool s, Tech n i qu es an d Non par am et r i c Test s i n H R Resear ch (3 H r s)
Know ledge & sk ill based

Types of qu an t it at ive r esear ch , dat a t ypes an d pr epar at ion for an alysis
h ypot h eses for m u lat ion , comm on an d u n com m on dat a collect ion m et h ods, n on
par am et r ic t est s for r elat ed an d in dependen t samples. Mu ltivar iat e dat a an alysis
an d Met a analysis.
Un i t I I I St af f i n g M et r i cs (6 H r s)
Conceptual & sk ill based

Wh y m an agers n eed t o pay at t en t ion t o r ecr u it m en t ? Wh at ar e t h e expect at ion s
from r ecru it m en t fr om or gan izat ion al/ m an ager ial perspect ive? Recru it in g t ools
an d pr act ices – a qu ick au dit , How an d wh en t o m easu r e t h e qu alit y of h ire,
m easu r in g t h e qu alit y of applican t s. Measu r in g t h e costs of h ir in g. At t r it ion
m et r ics – t ech n iqu es u sed t o calcu lat e at t r it ion , man power plan n in g m etr ics –
pu sh m odel (m ar k ov) an d pu ll m odel (r en ewal models), qu an t it at ive t ools for
for ecast in g m an power r equ irem en t s.
133
Un i t I V Dev el opm en t M et r i cs (6 H r s)
Sk ill based
Tr ain in g ROI, m easu r in g em ployee sat isfact ion , at t it u de m easu r em ent an d
su r vey, Tr ain in g evalu at ion m odels, t rack in g t h e valu e of car eer m an agem en t ,
m easu r emen t ,
Per for m an ce m et rics, per for m an ce m at rix – Sh in go pr ize m odel, EFQM, an d
Baldr idge cr it eria
calcu lat in g 6sigma, assessin g t h e t r ain in g or gan izat ion , cu st om er focu sed
m et r ics, BSC, HR Scor ecar d, per for m an ce m easu r em en t u sin g r an k in g an d
r at in g syst ems, scales for evalu at ion of per for man ce, HR‘s role in valu e ch ain ,
HR Accou n t in g.
Un i t V Com pen sat i on Met r i cs (5 Hr s)
Sk ill based
Con n ect in g it t o r even u es an d expen ses, calcu lat in g var iou s wage/ salar y r elat ed
m easu r es. Var iable pay syst em s, t ypes of execu t ive com pen sat ion , qu an t it at ive
applicat ion in Compen sat ion – per cen t iles, cost ben efit an alysis, an d
com par at or s. Mist ak es in com pen sat ion design in g. Em ployee ben efit s,
Calcu lat ion of in cen t ives, m easu r in g t h e im pact of weak in cen t ives.
Un i t VI Tr en ds i n Quan t i t at i v e HRM (5 Hr s)
Know ledge & sk ill based

Developmen t of HR dash boar d, HR in dex, in t er n al impr ovem en t
Mon it or s an d sm ok e det ect or s, u sin g fact or an alysis in HR r esear ch – problem s,
HR Au dit r esear ch , an d Or gan izat ion Healt h su r vey.
1. St u den ts will h ave t o develop m et r ics an d in t erpret t h em based on

sim u lat ion .
2. Case st u dies, gr ou p discu ssion s, exer cises, gam es.
3. Ter m paper, small gr ou p in t er act ion , gr ou p t ask s an d pr esen t at ion s will
be m ade com pu lsor y.
Essen t i al Tex t
1. Bh at tach ar yya., Ku mar , D. (2007). HR research methods. Un iver sit y

Pr ess.
134
Ref er en ces/ Mat er i al
1. Su llivan , J . (2007). HR metrics. Ken n edy In for m at ion .

2. HR Metrics standards & glossary published by the HR metrics service. Version
6.3/ Dec 2010
3. Valer ie, P., & An dr easson ,R., HR metrics : Bench mark ing human resources
4. HR Met r ics Th at Mat ter Oct ober 22, 2009 Ward Ch r ist m an Sen ior
Con su lt an t HRsmar t
5. HR m et r ics service, HR m et r ics In t r epr et at ion gu ide pu blish ed by BC HRMA
ver sion 2.4 / Decem ber 20 th 2010
1. Dr Vivek an an d, Pr ofessor , IBS Ban galor e.
2. Dr Pallab Ban dyopadh yay, Dir ect or HR Cit r ix Lim it ed, Ban galor e.
3. Mr. Naga Siddar t h , Sen ior HR con su lt an t , Ban galor e.
135
M BA 4 6 6 Per f or m an ce M an agem en t & Em pl oy ee Coun sel i n g
2 Cr edi t s
Descr ipt ion
It can be ar gu ed th at t h e perceived defect s of appr aisal syst em s (t h at lin e

m an ager s r egar ded t h em as irr elevan t, in volvin g for m -fillin g to k eep t h e
per son n el depar t m en t h appy, an d n ot as a n or m al pr ocess of m an agemen t ) led
t o t h e developm en t of m or e r ou n ded con cept s of per for m an ce m an agem en t .
Per for m an ce m an agem en t is a pr ocess, n ot an even t . It operat es as a con t in u ou s
cycle. Cor por at e st r at egic goals pr ovide t h e st ar t in g poin t for bu sin ess an d
depar t men t al goals, followed by agr eem en t on perfor m an ce an d developm en t ,
leadin g t o t h e dr awin g u p of plan s between in dividu als an d m an ager s, wit h
con t in u ou s m on it or in g an d feedback su ppor t ed by for m al reviews. Per for m an ce
m an agemen t as a pr ocess con t ribu t es t o t h e effect ive man agem en t of in dividu als
an d t eam s in or der t o ach ieve h igh levels of or gan izat ion al per for m an ce. It
establish es sh ar ed u n der st an din g abou t wh at is t o be ach ieved an d is an
appr oach t o leadin g an d developin g people. Th is cou r se focu ses on t h e
per for m an ce m an agem en t pr ocess an d h ow it wor k s an d ou t lin es t h e t ools u sed
in per for man ce m an agem en t an d evalu at ion . The st u den t s will exam in e t he
developm en t of Per for m an ce Man agem en t in or gan izat ion s. Th is cou r se will
develop basic sk ills am on g st u den t s t o in depen den t ly h an dle a wide ran ge of
employee cou n selin g an d per for m an ce cou n selin g issu es.
To k n ow an d u n der st an d h ow a per for m an ce m an agemen t syst em wor k s.

To develop t h e n ecessary sk ills an d abilit y t o design & deliver an effect ive
per for m an ce m an agem en t system
To acqu ir e t h e sk ills for per for m an ce & em ployee cou n selin g
How t o elicit t h e su ppor t of t h e t op m an agem en t of t h e or gan izat ion t o
develop t h ese con cept s.
To give & r eceive feedback on ot h er s & t h eir own per form an ce
How t h ey can discu ss an d con t ribu t e t o in dividu al an d team aim s and
object ives.
Un i t I (3 Hr s)
Introduction: Performance Management : Con cept an d per spect ives , defin it ion ,
ph ilosoph y beh in d perfor m an ce m an agem en t , pr e–r equ isit es, im per at ives, five
fact or model, Per form an ce pr ism , Elem en t s of effect ive man agem en t ,
Per for m an ce m an agem en t as a bu sin ess st r at egy.
136
Un i t I I (3 H r s)
Performance management system definition: Fu n ct ion s, Pr er equ isit es, Gen er ic
m odel of PMS – Object ives & st r at egy, Assessm en t of organ izat ional n eeds,
sett in g or gan izat ion al per for m an ce expect at ion s, an d Com pet en cy based
per for m an ce m an agem en t syst em - set t in g u p of a com pet en cy based
per for m an ce man agem en t syst em . Design in g of per for m ance m an agem en t
syst ems, per for man ce m an agem en t syst em in In dian com pan ies.
Establishing performance management process: Per form an ce plan n in g- Th eor ies
of goal set t in g, Goal set t in g t h eor y, Expect an cy t h eor y , set t in g of per for m an ce
cr it er ia, process of set t in g perfor m an ce cr it er ia, m et h odologies of per for m an ce
plan n in g, pr ocess of per for m an ce plann in g, bar r ier s t o per for m an ce plan n in g-
or gan izat ion al & in dividu al, com pet en cy m appin g & it s link age t o per for m an ce
plan n in g. Per form an ce m an agin g & it s pr ocess. Ch allen ges ah ead in
per for m an ce m an agem en t syst em s
Un i t I V (8 Hr s)
Performance Appraisal: Con cept , n eed an d object ives, pr in ciples, u ses an d
process of per for man ce appr aisal, ch ar act er ist ics of effect ive appraisal syst em ,
appr oach es to PA- beh avior based & r esu lt s focu sed. Differ en t m et h ods of PA :
t r adit ion al an d m oder n ,-st r aigh t ran k in g m et hod, pair ed com par ison m et h od,
cr it ical in ciden t m et h od, bar s, MBO, 360 degr ee or Mu lt ir at er assessmen t & it s
debat e, Balan ced scor e card : Assessm en t cen t er s, PA for m an ager s ,
su per visor s an d wor k er s. Com m on r at in g er r or s, com m on pit falls in PA,
im pr ovin g qu alit y of Per for m an ce r at in gs, Developm en t of per form an ce
appr aisal/ r eview syst em . Per for m an ce r eview discu ssion , r eliabilit y an d validit y
of appraisal, Tr ain in g for evalu at ion , con t in u ou s feedback , poten t ial appr aisal,
PA as a t r ain in g n eeds assessm en t .
Un i t V (4 Hr s)
Performance Monitoring: Con cept , DSMC/ ATI m odel, Process of Per for m an ce
m on it or in g, On - goin g Men t or in g & pr ot égé developm en t , Men tor in g ben efit s t o
m an ager s.
Per for m an ce Man agem en t Im plem en t at ion : Per for man ce Man agem en t Lin k ed
Rewar d Syst em s Role of HR Pr ofession als in Per for m an ce Man agem en t , Et h ics in
Per for m an ce Man agem en t .
Un i t VI (4 Hr s)
Emergence and Grow th of Counseling Services: Appr oach es t o cou n selin g,

Cou n selin g pr ocess- begin n in g, Developin g an d t erm in at in g a cou n selin g
r elat ion sh ip an d follow u p. Cou n selor‘s at t it u de an d sk ills of cou n selin g,
Assessin g Clien t s pr oblem s
137
Un i t VI I (4 H r s)
Select in g Cou n selin g St r at egies an d In ter ven t ion s: Ch angin g beh aviou r t h r ou gh
cou n selin g special pr oblem s in cou n selin g, Applicat ion of cou n selin g t o
or gan izat ion al sit u at ion s wit h a focu s on per for man ce cou n selin g.
1. Lect u r e session s, case st u dies, assign m en t s, r ole plays an d class

presen t at ion s.
2. Live pr oject s t o be u n der t ak en in variou s MNC‘s
3. Th e class will be exposed t h r ou gh , gr ou p discu ssion , an d sever al ot h er
an alyt ical appr oach es t o iden t ify an d in flu en ce effect ive an d in effect ive
beh avior s (t o bet t er m an age em ployee popu lat ion s on an on goin g basis).
4. St u den t s will design & pr esen t perfor m an ce m an agemen t system s for var iou s
t ypes of in du st r ies.
Pr escr i bed T ex t :
1. Koh li, A.S., & Deb,T. (2009). Performance management. New Delh i: Oxfor d
Ref er en ces
1. Agu in is, H. (2009). Performance management (2 n d ed.). New Delh i: Pear son
Edu cat ion .
2. Ar m st r on g, M. (2009). Performance management: Key strategies and
practical guidelines (3 rd ed.). Kogan Page.
3. Bacal, R. (2009). Performance management. New Yor k : McGr aw-Hill
Pu blicat ion s. ISBN 0-07-071866-0.
4. Hu selid, M. A., & Ulr ich , D. (2009). The HR scorecard: Link ing people,
strategy , and performance. Bost on , MA: Har var d Bu sin ess Sch ool Pr ess.
5. Lat h am G.P., & Wexley, K.N. (2009). Increasing productivity through
performance appraisal (2 n d ed.). New Yor k : Addison -Wesley Pu blish in g
Com pan y. ISBN= 0-201-51400-1.
6. Pu lak os, E. D. (2000). Performance management: A road map for
developing, implementing and evaluating performance management
systems. SHRM Fou n dat ion .
(h t t p:/ / www.sh r m .or g/ fou n dation / 1104pu lak os.asp).
7. Sm it h , J .D., & Mazin , R. (2009).The HR answ er book : An ind ispensable
guide for managers and human resources professionals (2 n d ed).New Yor k :
AMACOM.
8. Rao, T.V. (2004). Performance management & appraisal systems: HR tools
for global competitiveness. New Delh i: Sage-Respon se Book s.
138
M BA 4 7 2 Labor Laws I
2 Cr edi t s
Descr ipt ion
Th e cou rse is offer ed as a h u m an r esou r ce elective in t h e secon d year . Th e paper

h elps t h e st u den t s to u n der st an d t h e legal aspect of th e Hu man r esou r ces in t h e
or gan izat ion . Th e paper develops t h e awar en ess abou t t h e var iou s act s an d legal
com plian ces r equ ir ed for sm oot h fu n ct ion in g of t h e organ izat ion . An d for HR
m an ager s it also h elps in com plian ce act ivit ies.
To m ak e t h e st u den t s aware of
Th e em ployer s obligat ion s u n der t h e st at u t es
Th e em ployee/ wor k er s r igh t s u n der t h e Act s
Con sequ en ces of n on com plian ce of t h e st at u t es
Th e powers of t h e gover n m en t / au t h or it ies u n der t h e Act
Un i t I Fact or i es Act , 1 9 4 8 (4 Hr s)
Defin it ion s, Welfare Measu r es u n der t h e act , Safet y Measu r es u n der t h e act ,
Wor k in g h ou r s for adu lt s, Em ploym en t of [You n g per son s, Wom en ], An n u al leave
wit h wages, Pen alt ies an d Pr ocedu r es. [Pr act ical case laws t o be discu ssed in
depth ].
Un i t I I Sh ops an d Est abl i sh m en t s Act (4 Hr s)
Kar n at ak a Sh ops an d Est ablish m en t s Act 1961, Activit ies of Kar n at ak a Labor
Welfar e Boar d, Docu m en t s t o be filed by Sh ops an d Own er s in Kar n at ak a,
Docu m en t s t o be filed for r egist r at ion an d it s pr ocess, Plan t at ion Act [ Em ployers
obligat ion s on Welfar e, Leave an d Safet y]
A. Ch i l d Labou r Pr oh i bi t i on an d Regu l at i on Act , 1 9 8 6 , Object s, Defin it ion s of

[Ch ild Labor , Em ployer ], Pr oh ibit ion of Ch ildr en in Cer t ain Occu pat ion s, Hou r s
an d per iods of wor k , Con dit ion s of Wor k , Safet y, Welfare an d Healt h Measu r es
for Ch ildren , Pen alt ies if Ch ildr en ar e Em ployed.
B. Con t r act Labou r (Regu l at i on an d Abol i t i on Act ), 1986 Defin it ion s [Con t r act
Labor , Con t r act or , an d Pr in cipal Em ployer], an d Procedu r e for Regist rat ion of
Est ablish m en t , Licen sin g, Obligat ion s of em ployer s t o pr ovide cer t ain am en it ies,
paym en t of wages, Pen alt ies if t h is act is violat ed.
139
Un i t I V (8 H r s)
Pay m en t of Wages Act , 1 9 3 6 [Defin it ion s: In du st r ial Est ablish m en t , Wages],

Respon sibilit y, Tim e an d dedu ct ion s for paymen t of wages, Recover y of Am ou n t ,
Appeals, Con dit ion s wh er e at t ach m en t of pr oper t y can be made, Pen alt ies.
Pay m en t of Bon u s Act , 1 9 6 6 [Defin it ion s: Accou n t in g year , Allocable su r plu s,
available su r plu s, dir ect t ax, em ployee, em ployer , Wage], Com pu t at ion of gr oss
profit s, Com pu t at ion of available su r plu s, Eligibilit y an d disqu alificat ion for
bon u s, Min imu m an d Maxim u m Bon u s, Set on Set Off of allocable su r plu s, Tim e
lim it for paym en t of bon u s, Calcu lat ion , For feit u r e of Bon u s an d Bon u s in case
of New Est ablish men t s, Pen alt ies.
Un i t V (4 Hr s)
Th e Mi n i m u m Wages Act , 1 9 4 8 : Object ives, Defin it ion s [ Adolescen t , Ch ild,

Com pet en t au t h orit y, Cost of livin g in dex, Em ployer, Wages, Employee], Fixat ion
an d r evision of wages, Procedu r e an d fixin g of m in im u m r at e of wages, Advisory
Boar d an d Cen t r al Boar d, Safegu ards in paym en t of m in im u m wages, Act s
im plem en t at ion , Exem pt ion in cer t ain cases, Power s of gover n m en t s.
Un i t VI (6 H r s)
Th e Appr en t i ces Act , 1 9 6 9 : Defin it ion s [ Scope of t h e act , Appr en t ice,

Design ated t r ade, Gr adu at e or t ech n ician appr en t ice], Qu alificat ion s for bein g
en gaged as an appr en t ice, Con t r act of appr en t ice, m in or as an appr en t ice,
Nu m ber of appr en t ice, Per iod of t r ain in g, Ter m in at ion , Obligat ion s of em ployer
r egar din g h ou r s of wor k , safet y an d h ealt h measu r es, Pen alt ies. Em ploym en t
Exch an ges Act , 1959 Defin it ion s [Em ploym en t exch an ge, employee, em ployer],
n ot ificat ion of vacan cies, r igh t of access t o r ecor ds or docu m en t s, exem pt ion s
u n der t h e act , Pen alt ies.
Cor e Tex t s:
1. Kapoor N.D. (2009). Elements of mercantile law (28 t h ed.). New Delh i: Su lt an
2. Sin gh, B.D. (2011). Labor Law s (1 st ed.). New Delh i: Excel Book s.
Ref er en ces
1. Law , Ethics and Communication, ICAI (IPCC) Pu blicat ion .
140
1. Dr . Viswan at h N.S. 3. Mr .Gir iNar ayan an

Bh avan Marsh all In st it u t e of Man agemen t Lin eage Power,
Ban galor e.
2. Dr . Su bhash Sh ar m a,
Dir ect or
Ban galor e.
141
CUR R I CUL UM
Y EAR - I I
L E A N OPE R A T I ONS A ND
SY ST E M S
142
M BA 4 7 7 Pr oduct Desi gn an d Faci l i t y Pl an n i n g

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a specializat ion paper in t h e fou r t h t r im est er . It

emph asis t h e im por t an ce of pr odu ct design an d facilit y decision s for a bu sin ess
scen ar io. St u den t s develop an d specialize on t h e sever al con cept s an d m odels
in volved in pr odu ct design an d facilit y layou t decision .
To assist in developin g con cept s, k n owledge an d sk ills for an in t egr ated

appr oach t o pr odu ct design an d facilit y plan n in g
To expose t o th e lat est t ools an d t ech n iqu es in effect ive decision -m ak in g.
To em ph asize th e im por t an ce of applyin g syst em s con cept in an alyzin g
produ ct ion plan n in g related problem s.
To give st u den t s con cept s of pr odu ct design an d facilit y plan for efficien t
produ ct ion syst ems.
Un i t I I n t r odu ct i on t o Pr odu ct Desi gn an d Dev el opm en t (4 Hr s)

Ch ar act er ist ics of su ccessfu l pr odu ct developm en t , Du r at ion an d cost of pr odu ct
developm en t .Th e ch allen ges of pr odu ct developm en t , Developm en t pr ocesses
an d or gan izat ion s : A gen er ic developm en t pr ocess , con cept developmen t ,
produ ct developm en t pr ocess flow
Un i t I I Pr odu ct Devel opm en t Pr ocess (6 Hr s)

Level of Know ledge: Conceptual and Work ing Know ledge
Produ ct Plan n in g –Th e pr odu ct plan n in g process, iden t ifyin g cu st om er n eeds,
Produ ct specificat ion s pr odu ct developm en t pr ocess – Con cept gen erat ion ,
con cept select ion –con cept scr een in g , scorin g , caveat s .Con cept Test in g –
m et h ods an d m easu r es. Produ ct Fam ily Design : Mass cu st om izat ion , pr odu ct
por t folios ar ch it ect u r e Im plicat ion of ar ch it ect u r e ,est ablish in g ar ch it ect u r e,
delayed differ en t iat ion ,plat for m plan n in g
Un i t I I I Pr odu ct Li f e Cy cl e Desi gn (5 Hr s)
Design for m an u fact u r e an d assem bly– t ypes of pr ocesses, pr ocess flow
st r u ct u r es, pr ocess an alysis, Man u fact u r in g an d associat ed cost s, Pr ot ot ypin g,
Robu st design , In du st r ial au t om at ion , Design for ser vices – produ ct pr ocess
m at r ix for ser vices, Design for en vir on m en t .
143
Un i t I V Obj ect i v es of Faci l i t y Pl an n i n g (3 Hr s)

Facilit ies plan n in g, sign ifican ce, Object ives of facilit ies plan n in g, facilit ies
plan n in g pr ocess, developin g facilit ies plan n in g st r at egies.
Flow of Facilit y Plan n in g: Flow, space an d act ivit y r elat ion sh ips-Depar t m en t al
plan n in g, act ivity r elat ionsh ip, flow pat t er n s, flow plan n in g, m easu r em en t of
flow, space r equ ir emen t s. Per son n el Requ ir em en t s-Em ployee-facilit y in ter face,
office facilit y plu g.
Un i t V M at er i al Han dl i n g Sy st em s (3 Hr s)

Scope an d defin it ion , pr in ciples of m at er ials h an dlin g, design in g m at er ial
h an dlin g syst em s, Un it load design , m at er ial h an dlin g equ ipm en t , est im at in g
m at er ial h an dlin g cost s, safet y con sider at ion s
Un i t VI Lay ou t Pl an n i n g Model s an d Desi gn Al gor i t h m s (4 Hr s)
Level of Know ledge – Conceptual

Basic layou t t ypes, layou t pr ocedu r es, algor it h m ic appr oaches, m u lt i floor
facilit y layou t , developin g layou t alt er n at ives
Un i t VI I Faci l i t i es Sy st em s an d Sel ect i on (5 H r s)
Level of Know ledge – Conceptual

Evalu at in g facilit ies plan s, select in g facilit ies plan s, Pr epar in g, presen t in g an d
im plem en t ing facilit ies plan . St r u ct u r al syst em per for m an ce, en closu r e syst em s,
elect r ical an d ligh t in g syst em , facilit y main t en an ce man agem en t syst em
1. Gr ou p act ivities on pr odu ct design an d facilit y plan developm en t

2. Case st u dies an d n u m er icals
Pr escr i bed Book s
1. Tom pk in s, J. A., Wh it e, J . A., Bozer, Y. A., & Tan ch oco, J . M. A. (2010).

Facilities planning (4 th ed., p. 864).Wiley.
2. Ulr ich , K., Eppin ger , S., & Goyal, A. (2009). Product design and development
(5 th ed., p. 396). McGr aw Hill.
144
Ref er en ces
1. Kelley, T., & Lit t m an , J . (2001). The art of innovation: Lessons in creativity
from IDEO, America’s leading design firm (1 st ed., p. 320). Cr own Bu sin ess.
2. Hu dson , J . (2008). Process: 50 product designs from concept to manufacture
(1 st ed., p. 240). Lau ren ce Kin g Pu blish er s.
Dr . J ish n u Hazra Ph d(Oper at ion s Man agem en t)

Prof. Produ ct ion & Oper at ion s Man agem en t , IIIM Ban galor e
145
M BA 4 7 8 St r at egi c Oper at i on s M an agem en t
2 Cr edi t s
Descr ipt ion
To give t h e st u den t s a clear u n derst an din g of t h e con cept s of St r at egic

Oper at ion al decision su ppor t syst em in t h e fast ch an gin g bu sin ess en vir on m en t .
Th e in pu t s also sh ow h ow t op level an d m iddle level decision s can im pr ove t he
en t er pr ise effect iven ess wit h t h e object ive of im provin g it s pr ofit abilit y an d bet t er
syn er gy wit h cu stomer s an d su pplier s.
Th is su bject will familiar ize t h e st u den t s wit h con cept on St rat egic decision s in
ar eas of Capacit y, Su pply n et wor k , Process t ech n ology an d produ ct an d ser vice
developm en t t ech n ology, Tool Tech n ology, Au t om at ion et c wit h special r efer en ce
t o m an agin g an d globalization . Th ey will also be fam iliar ized wit h process of
operat ion s st r at egy an d it s su st ain able align m en t .
Un i t I Oper at i on St r at egy (3 H r s)
Key qu est ion s, wh at an d wh y it is im por t an t , Oper at ion al st r at egy, t h e con t en t
an overview, St r at egy m at rix, Corpor at e st r ategy, Gen er ic compet it ive st r at egy,
fu n ct ion al st r at egy.
Refer en ce Book :
Operat ion s by St r at egy Nigel Slack an d Mich ael Lewis .Pu blish er Pear son
edu cat ion Secon d edit ion
Pr odu ct ion & Oper at ion Man agem en t by R Pan n eer selvam Pu blish er : PHI
Secon d Edit ion
Un i t I I Oper at i on Per f or m an ce (4 Hr s)
Oper at ion per for m an ce object ives an d its ch an ge over t im e, Tradeoffs, Tar get in g
an d operat ion s focu s, Referen ce Book :
Edu cat ion Secon d edit ion
Un i t I I I Pr odu ct an d Faci l i t y (5 Hr s)
Ch ar act er ist ics of su ccessfu l produ ct developm en t (PD), wh o design s an d
develops pr odu ct s, Du r at ion an d cost of PD, Th e ch allen ges of PD, Iden t ificat ion
of cu st omer n eeds, pr odu ct specificat ion s, Con cept gen erat ion select ion an d
t est in g, pr odu ct ar ch it ect u r e, pr ot ot ypin g, r obu st design .
146
Refer en ce Book :
Produ ct Design an d developm en t by Kar l T Ulr ich St even D Eppin ger Pu blish er :
McGr aw Hill In dian Edit ion 4 th Edit ion .
Un i t I V Pr ocess Tech n ol ogy (5 Hr s)

Wh at is pr ocess t ech nology, Scale/ Scalabilit y, Degr ee of au t om at ion , Degr ee of
con n ect ivit y, t h e pr odu ct pr ocess m at r ix, Evalu at ion of pr ocess t ech n ology,
Tech n ology ch an ge, sou r ces of in n ovat ion ?
Operat ion s by St r at egy Nigel Slack an d Mich ael Lewis .Pu blish er Pearson
edu cat ion 2n d edit ion
Tech n ology str at egy by Scot t Sh an e Pu blish er : Pear son Edu cat ion 1 st
Edition
Un i t V Capaci t y an d Su ppl y Net wor k (5 Hr s)

Wh at is capacity st rat egy, Oper at ion capacit y level, sit es locat ion an d select ion
decision s, capacit y ch an ge,
Horizon t al an d vert ical in t egr at ion , t r adit ion al mar k et based su pply, par t n er sh ip
su pply, n et work beh aviou r, Net wor k m an agem en t .
Oper at ion s by St r ategy Nigel Slack an d Mich ael Lewis .Pu blish er Pear son
Un i t VI Th e pr ocess Oper at i on St r at egy (4 Hr s)

Th e pr ocess oper at ion st r at egy for su st ain able: su st ain in g alignm en t over t im e,
an alysis for for m u lat ion . Th e pr ocess of Operat ion s st rat egy for su bst it u te-
con cept of TQM, J IT (Lean ), BPR, ERP, Six sigm a et c
Th e pr ocess of Oper at ion s st rat egy Im plem ent at ion -Poin t of en t r y, process,
project , par t icipat ion et c.
Operat ion s by St r at egy Nigel Slack an d Mich ael Lewis .Pu blish er Pearson
Secon d Edit ion
Un i t VI I I m pr ov em en t an d Cu r r en t T r en ds (4 Hr s)
Set t in g t h e dir ect ion , per for man ce m appin g, Developin g oper at ion s capabilit y,
con su lt an cy, Im por tan ce of Lean con cept , Lat est t r en ds in Pr ocess, Main ten an ce
an d Wast e con t r ol.
Secon d Edit ion
[T ot al 3 0 Hou r s]
147
1. St u den t s get s t h e sk ill of con ver t in g t h e Cu st om er r equ ir em en t s in

Oper at ion al r equ ir em en t s t h rou gh t ak in g a fr esh exam ple.
2. Th ey ar e get t in g a sk ill in con cept u alizing an d developmen t St r at egic
Oper at ion s Mat r ix for an y n ew bu sin ess set u p.
3. Th r ou gh visit t o differ en t In du str ies an d t alk in g t o Cor por at e Execu t ives,
t h ey get t h e k n owledge as well as t h e sk ill of arr ivin g at St r at egic
r equ ir em en t s of a bu sin ess set u p.
Pr escr i bed Book :

1. Nigel, Slack ., & Mich ael, Lewis. (2008). Operations by strategy (2 n d ed.).
Pearson.
Ref er en ces
1. Kar l, T., & Ulr ich , St even , D. Product design and development (4 th ed.).
McGr aw Hill In dian Edit ion .
2. Pan n eer selvam , R. (2009). Production & operation management (2 nd ed.).
PHI.
3. Scot t Sh an e., Technology strategy (1 st ed.). Pear son Edu cat ion .
Ex per t Mem ber

1. Mr . A.Krish n a,
HR Nat ion al Coor din at ion In dia,
Dept . RBIN/ ICO, BOSCH Lt d, Hosu r Road, Adu godi,
Ban galor e.
148
M BA 4 8 0 Busi n ess I n t el l i gen ce & Dat a Mi n i n g
2 Cr edi t s
Descr ipt ion
Th e cou r se cover s fu n ct ion al an d cr oss fu n ct ion al dat a war eh ou se con cept s. It

also cover s t h e an alyt ical t ech n iqu es for m an ager ial decision s for differ en t t ypes
of pr oblem s. It also en h an ces t h e k n owledge of t h e st u den t s in u se of a Data
War eh ou sin g an d Dat a Min in g
Th e cou r se offer s a fu n dam en t al fr am ewor k for OLAP, Dat a Wareh ou sin g an d

Dat a Min in g in an or gan izat ion .
Th e st u den t sh all, t h r ou gh in dividu al work an d t h r ou gh project s an d co-
work in g wit h bu sin esses an d ot h er st u den t gr ou ps, develop h er analyt ical
abilit y.
Th e pr act ical pr oject s sh all also wor k as base for t h eor et ical r eflection
arou n d, t h e above men t ion ed, t h em es, an d give u n der st an din g for learn in g in
act ion .
Teach in g will con sist of sem in ar exer cises, t u t or in g an d pr oject s. A big par t of
t h e pr oject s an d exer cises ar e plan n ed by t h e t each er an d ar e u n iver sal for all
st u den t s. Th e st u den t s sh all, du r in g t h e cou rse, also in it iat e an d oper at e
in dividu al pr oject s.
It iden t ifies t h e var iou s in form at ion syst em s solu t ion for ver t ical an d
h or izon t al wor k flow of bu sin ess oper at ion s.
It pr ovides an d oppor t u n it y for m an ager s t o plan , an alyze an d design
in for m at ion syst em solu t ion s for var iou s fu nct ion alit ies of t h e or gan izat ion
Un i t I I n t r odu ct i on t o Bu si n ess I n t el l i gen ce (5 H r s)
Ter m in ology. Evolu t ion of BI. Popu lar BI t ools.

OLAP vs OLTP.OLAP basics. Dat a m odels for OLAP. Dim en sion s, Cu bes,
Measu r es. MDX. Dr ill-down , Roll-u p, Slice-an d-dice, Pivot in g. MOLAP, ROLAP,
HOLAP.
Applicat ion of BI.BI u ser s. Usin g BI for bu ildin g dash boar ds; bu sin ess m et r ics,
scor ecar ds, KPIs.BI for advan ced r epor tin g.
Un i t I I BI an d Dat a war e h ou se Con cept s (4 H r s)
Dat a War eh ou se Need, defin it ion an d ch ar act er ist ics, Types of dat a sou r ces;
ETL. Mu lt idim en t ion al dat a m odelin g, implem en t at ion . St ar an d Sn owflak e
sch em as. Dat a m ar t s. Top-down an d Bot t om -u p appr oach es t o DW
ar ch it ectu re.
BI an d DW im plem en t at ion issu es. In t egr at in g BI wit h ERP syst em s. Best
pract ices.
149
Un i t I I I I n t r odu ct i on t o Dat am i n i n g (4 H r s)
Defin it ion s. Evolu t ion . Pu rpose of dat am in in g. Dat asou r ces. Com par e wit h
st at ist ics an d art ificial in telligen ce. Task s in dat a m in in g. In tr odu ct ion t o
Classificat ion , Associat ion , Clu st er in g an d Discr im in an t an alysis. Popu lar
dat am in in g t ools.
St eps in dat am in in g. Pr e pr ocessin g. Par t it ion in g. Over fit t in g. Oversam plin g.
Dim en sion r edu ct ion .
Un i t I V Cl assi f i cat i on : Tech n i qu es an d Appl i cat i on s (5 H r s)
Measu r in g per for m an ce of classificat ion . Naïve ru le an d n aïve bayes

classificat ion . Classificat ion by decision t r ee. Tr ee pr u n in g. Ext r act in g r u les.
Classificat ion by back -pr opagat ion – n eu r al n etwor k s. Discr im in ant an alysis.
Lim it at ion s an d issu es.
Un i t V Associ at i on : Tech n i qu es an d Appl i cat i on s (4 H r s)
Pu r pose. Discover in g associat ion r u les. Mar k et bask et analysis. Appr ior i
algor it h m . An t eceden t s an d con sequ en ts. Su ppor t , con fiden ce, lift r at io.
In ter pr et in g an d u sin g r esu lt s. Lim it at ion s an d issu es.
Un i t VI Cl u st er An al y si s : Tech n i qu es an d Appl i cat i on s (5 Hr s)
Pu r pose. Major clu st er in g m eth ods- h ier ar ch ical an d n on -hier ar ch ical. Dist an ce
m easu r es. Den dogr am s. Validat in g clu st er s. Lim it at ion s an d issu es.
Discr im in an t an alysis. Pr edict ion vs explan at ion .
Un i t VI I Adv an ced t opi cs i n BI an d dat am i n i n g (3 H r s)
Clou d com pu t in g, SaaS m odel. Mobile BI. Social m edia. Dat a visu alizat ion .
Sem an t ic web. Lat est t r en ds in BI an d dat am in in g.
Pr escr i bed Book s:
1. Pr asad, R. N., & Ach ar ya, S. (2011). Fundamentals of Business Analytics (1st
ed., p. 348). Wiley In dia.
2. Sh m u eli, G., Pat el, N. R., & Br u ce, P. C. (2010). Data Mining for Business
Intelligence: Concepts, Techniques, and Applications in Microsoft Office Excel
w ith XLMiner (2n d ed., p. 428). Wiley.
Ref er en ces
1. Ber son , A., Sm it h , S. J ., & F. (1997). Data w arehousing, Data mining

and OLAP (1st ed., p. 640).Com pu t in g Mcgr aw-Hill.
2. Han , J ., & Kam ber, M. (2000). Data mining : concepts and techniques
(1st ed., p. 550). Mor gan Kau fm an n .
150
M BA4 81 Ser vi ce Oper at i on s Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a su bject in t h e fou rt h t r im est er for oper at ion

specializat ion . It em ph asis t h e impor t ance of effect ive oper ation m an agem en t in
service in du st r y Stu den t s develop and specialize on t h e variou s appr oach to
efficien t wor k in g of ser vice in du st r y.

appr oach t o oper at ion s m anagem en t in ser vice in du st r y
To em ph asize th e im por t an ce of applyin g syst em s con cept in an alyzin g
ser vice m an agem en t related problem s.
Un i t I I n t r odu ct i on t o Ser v i ce Man agem en t (4 Hr s)
Th e r ole of services in econ om y, Th e n at u r e of ser vices –ser vice classificat ion ,

service pack age, Dist in ct ive ch aract er ist ics of ser vice oper ations ,Open syst em
view of ser vices ,Th e vir t u al valu e ch ain Tech n ology in ser vice m an agem en t –
Em er gen ce of self ser vice ,Tech n ology in ser vice en cou nt er ,Au t om at ion in
services an d In t ern et ser vices.
Un i t I I Ser v i ce Su ppl y Rel at i on sh i ps (4 Hr s)
Man ager ial im plicat ion s of bi dir ect ion al r elat ion sh ips, Sou r ces of valu e in
service su pply r elat ion ships, Ou tsou rcin g services, Veh icle r ou t in g - Field
service, Clar k wr igh t algorit h m , veh icle rou t in g wit h con st r ain t s an d m an u al
r ou t in g syst em .
Un i t I I I Ser vi ce Qu al i t y (2 Hr s)
Defin in g ser vice qu ality – Dim en sion s of ser vice qu alit y, gaps in ser vice qu alit y,
SERVQUAL, Scope of ser vice qu alit y, Walk Th r ou gh Au dit , Ser vice r ecover y,
u n con dit ion al ser vice gu ar an t ee.
Un i t I V Ser v i ce Oper at i on s i n Ban k i n g I n du st r y (I n di an Per spect i v e) (6 Hr s)
Ident ificat ion of Differ en t oper at ion s in volved. Hist or y, Cu r r en t an d Fu t u r e

Pract ices. Role of Gover n men t Regu lat ion s
151
Un i t V Ser vi ce Oper at i on s i n Hospi t al I n du st r y (I n di an Per spect i v e) (6 H r s)
Ident ificat ion of Differ en t oper at ion s in volved. Hist or y, Cu r r en t an d Fu t u re

Pract ices. Role of Gover n men t Regu lat ion s.
Un i t VI Ser v i ce Oper at i on s i n I T/ I TES I n du st r y (I n di an Per spect i ve) (6 H r s)
Ident ificat ion of Differ en t oper at ion s in volved. Hist or y, Cu r r en t an d Fu tu re

Pract ices. Role of Gover n men t Regu lation s.
Un i t VI I Gr owt h an d Gl obal i zat i on of Ser v i ces (2 H r s)
Dom est ic gr owt h an d expan sion st r at egies- Focu sed ser vice, focu sed n et wor k ,
clu st er ed ser vice diver sified n et wor k , Fr an ch isin g, Gen er ic In t er n at ion al
St rat egies an d Global service st r at egies.
1. Gr ou p act ivit ies on service m an agem en t .

2. Case st u dies wit h n u m er ical pr oblem s on oper at ion s of ser vices.
Pr escr i bed T ex t book :
J am es A Fit zm m on s, M. J . (2006). Service Management-

Operations,Strategy,Information technology . New Delh i: Tat a Mc Gr aw
Hill.
Ref er en ces
1. RBI. (2000). Reserve bank of India:functions and w ork ing. New Delh i:
Gover n em ent of In dia.
2. Dr . Malh ot r a, A.K.(2009). Hospital management-an evaluation. New
Delh i: Global In dia Pu blicat ion s.
Web r esou r ce - h tt p:/ / www.ibef.or g/ down load/ IT-& -ITeS-261112.pd
152
CUR R I CUL UM
Y EAR - I I
M A R K E T I NG
153
M BA 4 4 1 Di st r i but i on & Suppl y Ch ai n Man agem en t
2 Cr edi t s
Descr ipt ion
To expose t h e st u den t s t o t h e con cept s, an d pr in ciples of Dist ribu t ion

Man agem en t
To develop t he n ecessary sk ills am on g th e st u den t s regar ding t h e Dist r ibu t ion
Man agem en t
Pedagogy:
Th is cou r se is t au gh t t h r ou gh lect u r e session s, case st u dies, simu lat ion s an d

assign m en t s.
Be aware of t h e gr owin g im por t an ce of m ar k et in g ch an n els in t h e lar ger

field of m ar k et in g; be familiar wit h classificat ion of t h e m ajor par t icipan t s
in m ar k et in g ch an n els.
Realize t h at t h e mar k et in g ch an n el can be viewed as a social syst em as
well as an econ om ic syst em ; u n derstan d t h e m ean in g of mark et in g
ch an n el st r at egy.
Realize t h at ch an n el design is a complex; h ave an appreciat ion for t he
im por t an ce of ch an n el m em ber select ion .
Recogn ize t h e dist inct ion bet ween ch ann el man agem en t decision s an d
ch an n el design decision s; r ealize t h at t h er e ar e m an y pot en t ial in t er faces
bet ween pr odu ct m an agem en t an d chan n el m an agem ent .
Be awar e of t h e im port an ce of pr icin g issu es in m ar k etin g ch an n el
m an agem en t ; r ecogn ize t h at r eseller (ch an n el m em ber ) su ppor t is on e of
t h e major t ools of t h e m an u fact u r er ‘s pr omot ion al m ix.
Recogn ize t h e im por t an ce of evalu at in g ch an n el m ember per for m an ce.
Un derst an d wh at a su pply ch ain is an d h ow it wor k s; be fam iliar wit h
t h e defin it ion of Logist ics or Ph ysical Dist r ibu t ion .
Un i t I M ar k et i n g Ch an n el Sy st em s (5 Hr s)
1) Mar k et in g Ch an n el Con cept s: Gr owin g im por t an ce of Mark et in g

Ch an n els, Th e Mar k et in g Ch an n el Defin ed, Use of t h e t er m Channel
Manager, Th e Mar k et in g Ch an n el an d Mar k et ing Man agem en t St r at egy,
Ch an n el St r at egy ver su s Logist ic m an agem en t , Flows in Mar k et in g
Ch an n els, Dist ribu t ion th r ou gh in t er m ediar ies, Ch an n el St r u ct u r e,
An cillar y St r u ct u r e. Bu ll Wh ip Effect , Rever se Logist ics
2) Th e Ch an n el Par t icipan t s: An Over view of t h e Ch an n el par t icipan t s,
Pr odu cer s an d Man u fact u r er s, In t er mediar ies (Wh olesale an d Ret ail),
Fr an chisin g, Facilit atin g Agen cies. Agr icu lt u r e Su pply Ch ain , Dist r ibu t or
ROI
154
3) Beh avior al Pr ocesses in Mar k et in g Ch ann els: Th e Mar k etin g Ch an n els as

a Social Syst em , Con flict in th e m ar k et in g Ch an n el, Power in t h e
Mar k etin g Ch an n el, Role in t h e m ar k et in g Ch an n el, an d Com m u n icat ion
Pr ocesses in t h e Mar k et in g Ch an n el.
Un i t I I Dev el opi n g t h e Mar k et i n g Ch an n el (5 Hr s)
1) St r at egy in Mar k et in g Ch an n els : Mark et in g Ch an n el St rategy an d t h e

Role of Dist r ibu t ion in Cor por at e Object ives an d St r at egy, Mar k et in g
Ch an n el St rat egy an d t h e Mar k et in g Mix, Ch an n el St r at egy an d Design in g
in Mark et in g Ch an n els, Ch ann el St r at egy an d t h e Select ion of Ch an n el
Mem ber s, Ch an n el St rat egy an d Man agin g t h e Mar k et in g Ch an n el.
2) Design in g t h e Mar k et in g Ch an n els: Wh at is Ch an n el Design , Wh o
En gages in Ch an n el Design , A Par adigm of t h e Ch an n el Design Decision,
t h e Ph ases of Ch an n el Design . ― Go t o Mar k et ǁ with Mu lt iple Ch an n els.
3) Select in g t h e Ch an n el Mem ber s: Ch an n el m em ber Select ion an d
Ch an n el Design , Th e Selection Pr ocess, Fin din g pr ospect ive ch an n el
m em ber s, Applyin g Select ion cr it er ia, secu r in g t he Ch an n el m em bers.
Un i t I I I Man agi n g t h e Mar k et i n g Ch an n el (8 H r s)
1) Mot ivat in g t h e Ch an n el Mem ber s: Fin din g ou t t h e n eeds an d Pr oblem s of

Ch an n el Mem ber s, Offer in g Su pport t o Ch an n el Mem ber s, Pr ovidin g
Leader sh ip t o Mot ivat e Ch an n el Mem ber s.
2) Pr odu ct Issu es in Ch an n el Man agem en t : New Pr odu ct Plan n in g an d
Ch an n el Man agem en t , t h e Pr odu ct Life Cycle an d Ch an n el Man agem en t ,
St r at egic Pr odu ct Man agem en t an d Ch an n el Man agem en t , Tr adin g Down ,
Tr adin g Up, an d Ch an n el Man agem en t
3) Pr icin g Issu es in Ch an n el Man agem en t : An at om y of Ch an n el Pr icin g
St r u ct u r e, Gu idelin es for Developin g Effective Ch an n el Pr icin g St r at egies,
Ot h er Issu es in Ch an n el Pr icin g (Fr ee Ridin g, Gr ey Mar k et s).
4) Pr om ot in g t h rou gh t h e Mar k et in g Chan n el: Prom ot ion al St rat egies an d
Ch an n el Mem ber Cooperat ion , Basic Pu sh Pr om ot ion al St r at egies in
Mar k etin g ch an n els, Bait an d Swit ch , Con sign m en t Sellin g, ― Kin der and
Gen t ler ǁ Pu sh Prom ot ion St r at egies in Mar k et in g, Br eak even An alysis for
―Fr ee Sch emesǁ in Ch an n el Pr om ot ion s.
5) Evalu at in g Ch an n el Member Per for m an ce: Fact or s Affect in g scope an d
fr equ en cy of Evalu at ion s, Per form an ce Evalu at ion ver su s Day-t o-Day
Mon it orin g, Ch an n el Mem ber Per for m an ce Au dit .
Un i t I V Addi t i on al Per spect i v es on M ar k et i n g Ch an n el s (2 Hr s)
1) Elect r on ic Mar k et in g Ch an n els: St r u ct u r e of Elect r on ic Mark et in g

Ch an n els, Developm ent s an d Tr en ds in Elect r on ic Mar k etin g Ch an nels,
Bu sin ess Models in In t er n et Ch an n els, Television Sk ysh op, Advan t ages
an d Disadvan t ages of Elect r on ic Mar k et in g Ch an n els.
155
2) Dir ect Sellin g Ch an n el Syst em s : St r u ct u re an d Tr en ds in Dir ect Sellin g,

Dir ect Agen t s, DSA an d MLM for m at s in Dir ect Sellin g
Un i t V Su ppl y Ch ai n M an agem en t an d Logi st i cs (1 0 H r s)
1) Essen t ials of Su pply Ch ain m an agem en t : Key con cept s of Su pply Ch ain
m an agem en t , Su pply Ch ain Oper at ion s: Plan n in g an d Sou r cin g, Su pply
Ch ain Oper at ion s: Mak in g an d Deliver in g, Usin g In for m at ion Tech n ology,
Met r ics for Su pply Ch ain Perfor m an ce, Su pply Ch ain Coor din at ion ,
Cr eat in g Su pply Ch ain s for Com pet it ive Advan t age.
2) Logist ics an d Ch an n el Man agem en t : Th e Role of Logist ics, Logist ics
Syst em s, Cost s an d Com pon en t s, Fou r Key Ar eas of In t erface bet ween
Logist ics an d Ch an n el Man agem en t .
1. Gr ou p act ivit ies on Dist r ibu tion m an agem en t

2. Case st u dies wit h n u m er ical pr oblem s on Dist r ibu t ion m an agem en t
Pr escr i bed t ex t :
Rosen bloom , B. (2004). Marketing channels (7 t h ed.). New Delh i: Cen gage
Learn in g
Ref er en ce Book s
1. An n e, T. C., & An der son , E., & St er n , W. L., & Adel, I., & An sar y El.
(2001). Marketing channels (7 th ed.). New Delh i: Pear son Edu cat ion
2. Hu gos, M. H. (2007). Essentials of supply chain management (3 rd ed.).
New Delh i: Wiley
156
M BA 4 6 1 Con sum er Beh avi our

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ar k et in g elect ive in t h e fou r t h t r im est er . It h elps

st u den t s u n der st an d t h e beh avior of con su m er s befor e an d aft er pu r ch ase. Th e
paper h elps st u den ts gain valu able con cept u al k n owledge of h ow t h e con cept s of
m ot ivat ion , per cept ion , per son alit y an d ot h er beh avior al stu dies in flu en ce t h e
con su m er in m ak in g pu r ch ase decision s. It also gives an in sigh t t o t h e st u den t s
abou t t h e decision -m ak in g pr ocess an d t h e gr owin g sign ifican ce of t h e con su m er
beh avior st u dy in var iou s ot h er ar eas of m ar k et in g.
To examin e t h e n at u r e of Con su m er beh aviou r

To an alyze t h e applicat ion of Con su m er Beh aviou r wit h r egar d t o for m u lat ion
of - m ar k et in g st r at egy
To pr ovide st u den t s wit h an u n der st andin g of t h e wide r an ge of social,
cu lt u r al an d econ om ic fact or s wh ich in flu en ce con su m er beh aviou r .
To an alyze t h e decision m ak in g pr ocess of t h e con su m er .
Un i t I Wh at i s Con su m er Beh av i ou r (4 H r s)
Role of Con su m er Beh aviou r in Mar k et in g -Developm en t of Con su m er Beh aviou r
field, Con su m er beh avioral models - Howar d-Sh et h m odel of Bu ying Beh aviou r
Un i t I I Con su m er as an I n di vi du al (1 0 H r s)
Con su mer Needs an d Mot ivat ion , Mean in g of Mot ivat ion ; Needs an d Goals
Dyn am ic Nat u r e of Mot ivat ion ; Types & System of n eeds- Maslow‘s Hier ar ch y of
n eeds-McClellan d‘s Th eor y of n eed Ach ievem en t -Vroom ‘s Expect an cy t h eory-
Freu d‘s Psych oan alytical t h eor y
Personality & Consumer Behaviour
Mean in g an d n at u r e of Per son alit y ; Fr eu dian & Trait t h eor ies of Person alit y;
Self Con cept - Self Im ages; Lifest yle an d AIO in ven t or ies; Bran d Per son alit y
Consumer perception
Mean in g an d dyn am ics of Per cept ion – Absolu te an d Differen t ial t h r esh old;
Select ive Percept ion ; Con su mer Im agery-Br an d Im age; Per cept ion of Qu alit y;
Per cept ion of r isk ; Per cept u al Organ izat ion ; Cat egor izat ion , In fer en ce.
157
Learning & Cognitive Process

Mean in g of Lear n in g; Beh avior al Lear n in g Th eor ies-Classical an d Oper an t
Con dit ion in g-Obser vat ion al Lear n in g; Cogn it ive Learn in g Th eories; Mem or y,
Sch em a, Br an d Loyalt y
Consumer Attitudes
Nat u r e an d fu n ct ion , At t it u de form at ion ; St r u ct u r al Models of At t it u de-
Tr icom pon en t an d Mu lt i-At t r ibu t e m odel-TORA, At t it u de Ch an ge-Mu lt iat t r ibu t e
an d ELM an d Cogn it ive Dissonan ce
Un i t I I I Con su m er i n t h ei r Soci al an d Cu l t u r al Set t i n g (6 Hr s)

Gr ou p dyn am ics & Referen ce gr ou ps, M ean in g of r efer en ce gr ou ps; In flu en ce of
r efer en ce gr ou ps on con su m er beh aviou r ; Types of referen ce grou ps,
Im plicat ion s for Mark et in g
The Family
Con cept an d fu n ct ion s of family; Im por tan ce of fam ily in Indian con t ext , Fam ily
decision mak in g; Role con flict an d its resolu t ion ; Fam ily Life Cycle, Con su m er
socializat ion , Role of ch ildr en .
Social Class and Consumer Behaviour
Mean in g an d m easu rem en t of Social Class; Lifest yle profiles of social classes;
Im plicat ion s of social class on con su m er beh aviou r.
Culture and Consumer Behaviour
Mean in g an d ch ar act er ist ics of cu lt u r e; Measu r em en t of cu lt u r e, Valu es-
Ter m in al an d In st r u m en t al valu es; Rok each - In dian cor e valu es; Im pact of valu e
on con su mer beh aviou r ; ACV Ladderin g,
Un i t I V Con su m er Deci si on Mak i n g Pr ocess (6 H r s)

Per son al in flu en ce & Opin ion leader sh ip Pr ocess - Mean in g, dyn am ics an d
m easu r emen t of opin ion leader sh ip – A pr ofile of t he Opin ion leader ;
In ter person al flow of com m u n icat ion ; Opin ion leader sh ip an d fir m‘s pr omotion al
st r at egy - Diffu sion of In n ovat ion s; Types of In n ovat ion s; Th e Diffu sion process-
con su m er an d in du st r ial; Th e adoption process; Produ ct ch ar act er ist ics an d
con su m er resist an ce; Diffu sion en h ancem en t st r at egies; A profile of t h e
con su m er in n ovat or .
Consumer Decision mak ing
A m odel of con su m er decision m ak in g; Pr oblem r ecogn it ion an d In for m at ion
Sear ch ; Evalu at ion s-Com pen sat ory an d n on -com pen sat or y; Con ju n ct ive;
Disju n ct ive an d Lexicogr aph ic ch oice r u les; Pu r chase-St or e ch oice; Post
pu r ch ase Pr ocess – Disson an ce; Sat isfact ion / dissat isfact ion ; At t r ibu t ion t h eory;
Dis-sat isficat ion r espon ses; Disposal beh aviou r .
158
Un i t V Ot h er di m en si on s of Con su m er Beh av i ou r (2 H r s)
Relat ion sh ip Mar k et in g - Mean in g of r elat ion sh ip m ar k et in g, Im plicat ion s,
Con su merism an d Pu blic policy mean in g, Righ t s of Con su m er s; In st it u t ion s an d
t h eir r ole; Et h ical, Safet y an d en vir on m en t al issu es; Con su m er pr ot ect ion act s,
Con su mer Beh aviou r an d E-bu siness, On lin e bu yer beh aviou r ; Con su m er
decision m ak in g process on t h e Net . Con su m er Resear ch wit h special
r eferen ce to syn dicated r esear ch
Un i t VI Rol e of Resear ch i n Con su m er Beh av i ou r (2 Hr s)

Mot ivat ion al r esearch , At t it u de measu r em en t ; Sat isfact ion m easu res
1. Gr ou p pr esen t at ion s on variou s t opics r elat ed t o t h e su bject , bot h con cept u al
an d pr act ical
2. Classr oom discu ssion s
3. Case st u dies –An alysis an d discu ssion
4. An alyt ical sk ills t h r ou gh assign m en t s
Sch iffm an , L. G., & Kan u k , L. L. (1999). Consumer behavior (7 t h ed.). Pr en t ice-
Hall Pu blicat ion s & Pear son Edu cat ion Pu blicat ion s (Low Pr ice Edit ion 2003).
Ref er en ce Book s
1. Assael, Hen r y. (2001). Consumer behaviour & mark eting action (6 th ed.).
2. En gel, J. F., Black well, R. D., & Min iar d, P. W. (2001). Consumer behaviour.
3. Solom on , M.R. (1998). Consumer behaviour- buy ing, h aving & being (4 th ed.).
Pren t ice-Hall Pu blicat ion s.
4. Hawk in s, D. I., & Best , R. J. I. (2002). Consumer behavior. Implicat ion s for
m ar k et in g st r at egy (8 t h ed.).
5. Lou don ., & Bit ta, Della. (2002). Consumer behaviour- concepts and
applications (4 th ed.). Tat a McGr aw Hill Pu blicat ion s.
6. Hawk in s, D.I., Best ., & Coon ey., Consumer behavior - building mark eting
strategy. Tat a McGr aw Hill Pu blicat ion s.
7. Bat ra, Sat ish ., & Kazm i. (2005). Consumer behavior. Excel book s
Pu blicat ion s.
Ex t er n al Ex per t s:
Mr . Pr ak yat h Tejveer
Man ager ,
Tat a Docom o, Ban galor e
159
M BA 4 6 4 Bu si n ess t o Busi n ess

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ar k et in g elect ive in t h e fou r t h t r im ester . It pr epar es

st u den t s for car eer s in t h e areas of m ar k et in g of in du str ial pr odu ct s & ser vices,
in du st rial pr oject s & con su lt an cy.
To en h an ce t h e abilit y of t he st u den t s t o u n der stan d th e n at u r e of B2B

m ar k et in g, & th e process in volved in pr act ice.
Developmen t of B2B St r at egies an d t h eir im plem en t at ion .
Un i t I A Bu si n ess Mar k et i n g Per spect i ve (2 Hr s)

In tr odu ct ion t o Bu sin ess-t o-Bu sin ess Mar k et in g, Bu sin ess an d Con su m er
m ar k et in g-A con t rast , t he valu e ch ain , Tr en ds an d ch an ges in Bu sin ess
m ar k et in g.
Un i t I I Per spect i v es on t h e Or gan i zat i on al Bu y er (4 Hr s)

Level of Know ledge: Conceptual & Basic
Classifyin g cu st om er s, Or gan izat ion s an d Mar k et s, Types of or gan izat ion al
cu st om er s an d t h eir u n iqu e ch ar act er ist ics of Com m er cial en t er prises,
Gover n men t an d In stit u t ion al Mar k ets.
Un i t I I I Or gan i zat i on al Bu y i n g Beh av i ou r (4 Hr s)

Or gan izat ion al bu yin g an d bu yin g beh avior: Th e n at u r e of bu yin g, or gan izat ion al
bu yin g process- A pr ocess flow m odel.
Un i t I V Cu st om er Rel at i on sh i p M an agem en t (3 H r s)
Cu st om er r elat ion sh ip m an agem en t st rategies for bu sin ess mark et s. Bu yer seller
con n ect or , Man agin g bu yer seller r elat ion sh ips, Gain in g a cu st om er r elat ion sh ip
advan t ages.
Un i t V Segm en t i n g t h e Bu si n ess Mar k et (4 Hr s)

Segm en t in g, Tar get in g an d Posit ion in g. Valu e based segmen t at ion . A m odel for
segm en t in g t h e or gan izat ion al Mark et .
160
Un i t VI Or gan i zat i on al Dem an d An al y si s (2 Hr s)

Or gan izat ion al dem an d an alysis, Det er m in in g mar k et an d sales pot en t ial, Sales
for ecast in g m et h ods.
Un i t VI I M an agi n g I n n ovat i on an d n ew i n du st r i al pr odu ct dev el opm en t

Pr i ci n g St r at egy f or bu si n ess m ar k et s (3 H r s)
Mar k et in g m ix - Man agin g In n ovat ion an d New pr odu ct developm en t pr ocess.
Pricin g in Bu sin ess-t o-Bu sin ess Mar k et in g. Pr icin g basis, man agin g pr ice as par t
of Mar k et in g St r at egy, Man agin g pr icin g t act ics, pr icin g im plem en t at ion -case of
n egot iat ed pr icin g.
Un i t VI I I Man agi n g Bu si n ess Mar k et i n g Ch an n el , Bu si n ess M ar k et i n g

Com m u n i cat i on s (4 H r s)

Dir ect & In dir ect ch an n els, Dist r ibu t or s & m an u fact u r er s r ep, Ch an n el
object ives & Design , Select ion & Mot ivat ion of ch an n el m em bers. B2B
Adver t isin g, Tr ade sh ows, Per son al sellin g, Key accou n t m an agem en t
Un i t I X M an agi n g Ser vi ces f or Bu si n ess Mar k et s (2 Hr s)

Mar k et in g m ix for bu sin ess ser vice fir m s - Segm en t at ion , Ser vice pack ages,
Ser vice Pr om ot ion an d Dist r ibu t ion .
Un i t X St r at egi c Per spect i v es i n Bu si n ess Mar k et i n g Pl an n i n g (2 Hr s)

Bu sin ess Mar k et in g St r at egies.
1. Gr ou p pr esen t at ion s on organ izat ion al bu yin g beh avior & pr act ices
2. For ecast in g Tech n iqu es for dem an d of In du str ial Pr odu cts
3. Prepar at ion of qu ot at ion .
4. Case st u dies
161
1. Hu t t ,Mich ael,D., Speh ,Th om as, W.(2012). Business mark eting management.
Cen gage Lear n in g.
2. Reeder ,Rober t .R., Brier t y, Edwar d. G., Reeder, Bet t y. H. (2012). Industrial
marketing, analy sis, planning and control. PHI pu blicat ion .
3. Ph adt ar e ,Milin d. T.(2012). Industrial mark eting. PHI Pu blicat ion .
Ref er en ces
1. Vit ale, Giglier an o. (2012). Business-to-business mark eting, analysis and

practice in a dynamic environment. Th om son Pr ess Pu blicat ions.
2. An der son .(2012). Business mark et management. Pear son Pu blicat ion s.
1. Mr Rajsh ek h ar ,
Head - Bu sin ess Developmen t
Kean e In dia
162
M BA 4 6 7 St r at egi c Mar k et i n g M an agem en t
1 cr edi t
Descr ipt ion
Th is m ar k et in g specializat ion cou r se is design ed t o develop st u den t s' h olist ic

u n derst an din g an d k n owledge in st r at egic m ark et in g. In ‗Th e pr act ice of
m an agemen t ‘, Pet er F Dr u ck er wr ot e, ― Th e bu siness en t er prise h as t wo an d on ly
t wo basic fu n ct ion s: m ar k etin g an d in n ovation. Mar k etin g an d in n ovat ion
produ ce resu lt s; all t h e r est ar e cost s.ǁ Today m an y CEOs of m any m ajor
cor por at ion s ar e disappoin t ed over m ark et in g‘s in abilit y t o produ ce m easu r able
r esu lt s. A m ar k et in g m an ager , as a plann er -coor din at or -con t r oller of m ar k et in g
act ivit ies, m u st be an alyt ical an d sk illed in decision -m ak in g. Th er efor e,
emph asis is placed on t h e an alyt ical an d decision -mak in g fu n ct ion s of m an ager s
in t h e plan n in g an d im plem en t at ion of m ar k et in g st r at egies at all levels of an
or gan izat ion . Th is u n it is com pr eh en sive an d cover s t h e followin g sect ion s in
depth : (a) ext er n al an d in t er n al an alyses (b) applicat ion of popu lar st rat egic
m odels & con cept s, an d (c) plan n in g for m ar k et -or ien t at ion an d st r at egy
im plem en t at ion .
Dem on st r at e t h e abilit y to an alyze an d evalu at e bu sin ess st rat egies and

m ar k et in g oppor t u n it ies.
Dem on st r at e t h e abilit y t o solve pr oblem s by for m u lat in g sou n d an d
pr act ical m ar k et in g st r at egies.
Un der st an d t h e m ajor st r at egic m ar k et in g con cept s in clu din g sit u at ion
an alyses, st r at egic m odels/ opt ion s an d plan n in g for mar k et -or ien tat ion .
Pedagogy:
Th e cou r se n eeds st u den t s t o apply t h e con cept s t h at t h ey ar e in t r odu ced t o

previou sly an d h en ce design ed t o u se case st u dies ext en sively. Th e cou r se also
at t em pt t o dr aw in sigh t s fr om som e of t h e m ost popu lar lit er at u r e pu blish ed by
Harvar d Bu sin ess Pu blish in g an d McKin sey pu blish in g in t o classr oom s t o
u n derst an d con cept u al issu es in m ar k et in g an d develop st r at egic solu t ion s t o
t h e sam e. Th e cou r se is h eavily case-orien t ed, an d expect s st u den t s t o be well
versed in th e case met h od. Con cept s wou ld be deliver ed t h r ou gh cases an d
select ed art icles on bu sin ess an d m ar k et in g st rat egy. Evalu at ion is don e u sin g
con t in u ou s assessm en t pat t er n wh ere st u den t s will h ave t o r eview bu sin ess
ar t icles an d solve cases bot h in dividu ally an d in gr ou ps. Th e cou r se will h ave n o
en d t er m exam in at ion an d t h e st u den t evalu at ion will be don e fu lly based on
class r oom case par ticipat ion an d assign m en t s.
163
Un i t I M ar k et i n g as a Tr an sf or m at i on al En gi n e an d St r at egi c segm en t at i on
(2 Hr s)
Im por t an ce of Mar k et in g an d In n ovat ion , Un der st an din g an d developin g
m easu r able k ey Resu lt Ar ea an d Key Per for m an ce In dicat or s for m ar k et er s, Th e
r ole of m ar k et er s in st r at egy bu ildin g an d policy, Un derst an din g th eor y and
pract ice gaps in m ar k etin g, Pr ice war s, Cu st om er loyalt y, Differ en t iat ion , Th r eat
of im it at ion , Com pet it ive r ivalr y, De-com m odit izat ion , Levels of pr odu ct s an d
ben efit s offer ed, St r at egic m ar k et select ion .
Un i t I I Sol u t i on Or i en t ed M ar k et i n g an d di st r i bu t i on ch an n el s (3 Hr s)
St rat egic developm en t of n ew pr odu ct s, Pr odu cts as solu t ion s, Differ en t iat ion
based on in t an gible ben efit s, Su st ain able advan t age du e t o in t an gible ben efit s,
Price as a m ar k et in g lever , Un derst an din g cu st om er valu e, Developin g mar k et in g
solu t ion s, Ch an gin g dist r ibu t ion ch an n els, in n ovation in dist r ibu t ion solu t ion s,
Role of in t er n et in developin g dist ribu t ion n et wor k s, diver se dist r ibu t ion
st r at egies, in t en sive an d ext en sive distr ibu t ion st r at egy, St r at egic select ion of
dist r ibu t ion ch an n els an d par t n er s.
Un i t I I I Gl obal Mar k et i n g par t n er s an d Br an d Real i zat i on st r at egi es

(3 H r s)
Sh ift of power t o ret ailer s fr om m an u fact u r er s, Tech n ology in mark et in g,
Man agem en t in n ovation , In n ovat ive pr ocu r em en t opt ion s, Tr adit ion al
pu r ch asin g ver su s global pu r ch asin g pr act ices, Th e r ole of n ew r et ail solu t ion s,
Pressu r e of cost an d pr ice on m an u fact u r er s, Br an d acqu isit ion st rat egies,
Mar k et in g beyon d sales promot ion s, Br an d equ it y.
Un i t I V M ar k et -Dr i v en St r at egi es an d Cor por at e Mar k et i n g (4 H r s)
Role of m ar k et in g in bu ildin g lon g t er m br an d equ it y, Mar k et in g as an

in vest m en t t owar ds br an d bu ildin g, Mar k et in g beyon d 4Ps, Con cept of st r at egic
bu sin ess u n it s in m ar k et in g, Mar k et in g as a st r at egic par t n er , Dem and
st imu lat ion an d it s shor t -t er m or ien t at ion .
Un i t V M ar k et i n g St r at egy I m pl em en t at i on an d St r at egy Au di t (3 Hr s)
Im plem en t at ion ch allen ges, Mar k et in g pr ogram s, McKin sey‘s 7S fr am ewor k ,

Mar k et in g effect iven ess an d m ar k et in g efficien cy, Con cept of m ar k et in g au dit ,
Measu r in g m ark et in g perfor m an ce, Balan ce scor e car d, Mark et in g con t r ol,
Measu r in g t h r ou gh in spir at ion , Accou n t abilit y in m ark et in g.
164
1. Gr ou p pr esen t at ion s
2. For ecast in g Tech n iqu es for dem an d of In du st r ial Pr odu ct s
3. Case st u dies
4. Bu sin ess An alysis
Recom m en ded t ex t book :
Ku m ar , Nir m aalya. (2004). Mark eting as strategy . m assach u set t s: Harvar d

Bu sin ess Sch ool Pu blish in g
I m por t an t addi t i on al r eadi n g:
An derson Car ol H. an d Vin cze J u lian W., (2004), Strategic Marketing

Management 2 n d Ed, Bost on :Hou gh t on Mifflin Com pan y
Fer r ell O.C an d Har t lin e Mich ael D., (2005), Mark eting Strategy 3 rd Ed, Sou t h -
West er n :Th om son Lear n in g Inc
Walk er , Boyd, Mu llin s an d Lar rech e, (2003), ‗Mar k et in g St r at egy‘, 4 th Ed, New
Delh i, Tat a McGr aw Hill
HBR‘s 10 Mu st Reads on ‗St r at egic Mar k et in g‘, HBSP
165
M BA 4 7 3 I n t er n at i on al Mar k et i n g
2 Cr edi t s
Descr ipt ion
Th is paper is offered as a m ar k et in g elect ive in t h e fou r t h t r im est er . St u den t s

lear n variou s aspect s of In t ern at ion al Mar k et in g in ter m s of con cept s,
operat ion s, oppor t u n it ies an d ch allen ges.
To m ak e st u den t s u n der st an d t h e differ en t dim en sion s of In t er n at ion al

Mar k et in g an d in cu lcat e t h e spir it of In t er n at ion al m ar k et in g in st u den t s.
In ter n at ion al m ar k et in g defin ed; ch allen ges an d ben efit s of in t er n at ion al
m ar k et in g; dom estic m ark et in g v/ s in t er n at ion al m ar k et in g; Reason s for goin g
global-driving r est rain in g an d u n derlyin g for ces of In t er n at ion al Mark et in g;
developm en t of dom est ic to t r an sn at ion al cor porat ion s; m ajor par t icipan t s in
in t er n at ion al m ar k et in g.
An overview of in t ern at ion al t rade; t h eor ies of in t er n at ional t r ade; balan ce of
t r ade, balan ce of paym en t s an d for eign exchan ge; pr ot ect ion an d t r ade
r est r ict ion s; econ omic in t egr at ion as a m ean s of pr om ot in g in t er n at ion al t r ade
an d its econ om ic an d m ar k et in g im plicat ion s.
Un i t I I Gl obal M ar k et i n g En v i r on m en t (3 Hr s)

Social, cu lt u r al, legal, econ omic, polit ical, fin an cial, t ech n ological an d oth er
en vir on m en t al fact or s of global en vir on m en t.
In for m at ion t ech n ology an d ch an gin g n at u r e of com pet it ion ; Im pact of elect ron ic
com m u n icat ion , ar eas of operat ion an d m odalit ies of in t er n et ; wor ld t r ade
operat ion s t h r ou gh com pu t er s.
In ter n at ion al agen cies in volved in in t er n at ion al t r ade – IMF, EU, EFTA, LAFTA,
NAFTA, ASEAN, SAARC, WTO & URUGUAY ROUND, UNCTAD.
Un i t I I I An al y zi n g Gl obal M ar k et Oppor t u n i t i es an d Dev el opi n g

Dev el opi n g Gl obal Mar k et i n g St r at egi es (9 Hr s)

Developin g global vision t hr ou gh m ar k et in g r esear ch ; br eadt h an d scope of
in t er n at ion al m ar k et in g r esear ch ; t h e resear ch pr ocess; pr oblems en cou n t ered;
in t er n at ion al m ar k et in g in for m at ion syst em an d m ar k et in g in t elligen ce.
166
Em er gin g m ar k et s; m ar k et in g an d econ om ic developm en t ; m ark et in g in a

developin g cou n t ry; developin g cou n t ries as emer gin g mark et s; global m ar k et in g
plan s.
Scr een in g in t er n at ion al m ar k et in g oppor t u n it ies; t ech n iqu es of m ark et select ion
decision s; grou pin g in t er n at ion al mar k et s; gr owt h of for m al mar k et grou ps.
In ter n at ion al bu yer s; pu r ch ase decision pr ocess; an alyzin g t h e in t er n at ion al
bu yer s.
Reason s for in t er n at ion alizat ion ; det erm in in g geograph ic con cen t r at ion ; cou n t r y
select ion ; m ar k et en t r y m odes decision s; geogr aph ic expan sion st r at egies; global
st r at egies.
Com pet it ive st r at egies for global m ar k et in g.
Global segm en t ation ; t ar get in g an d posit ion in g st r at egies; st r at egies for cr eat in g
com pet it ive advan t age-global st r at egic part n er sh ips.
Un i t I V Gl obal M ar k et i n g Mi x (7 H r s)
International product decisions:
Produ ct ext en sion an d adopt ion ; n ew pr odu ct developm en t ; pr odu ct
st an dar dizat ion v/ s pr odu ct adopt ion ; global br an din g st rat egies; global
m ar k et in g of in du st rial pr odu ct s an d ser vices.
International Pricing decisions:
Pricin g st r at egies & Policies; pr ice escalat ion ; leasin g in in t ern at ion al mark et s;
cou n t er -t r ade as a pr icin g t ool; global pr icin g; t r an sfer pr icin g.
International promotion decisions:
Global adver t ising; cr eat ive ch allen ges; global m edia decisions; adver t isin g
agen cy; sales pr om ot ion ; per son al sellin g an d sales m an agem en t.
In ter n at ion al dist r ibu t ion decision s:- Ch an n el st ru ct u r e; dist r ibu t ion pat t er n s;
ch oice of ch an n els an d ch an n el m em ber s; logist ics m an agem en t -su pply &
dem an d.
Un i t V Gl obal e-m ar k et i n g an d Man agi n g gl obal m ar k et i n g ef f or t (3 Hr s)

Th e deat h of dist an ce; t ar get in g t h e in dividu al cu st om er - beyon d segm en t at ion ,
livin g in t h e age of t ech n ological discon tin u it ies; New t ech n ologies ch an ge t h e
r u les of com pet it ion ; com pon en t s of t h e elect r on ic valu e ch ain . Negot iat in g wit h
in t er n at ion al cu st om er s, par t n er s an d r egu lat or s. Leader sh ip, Or gan izin g an d
m on it or in g th e global m ar k et in g effor t leader sh ip, pat t ern s of in t ern at ion al
or gan izat ion al developm en t , st r u ct u r in g for global br an ds, global m ar k etin g
au dit . Th e fu t u r e of Global Mar k et in g.
Un i t VI I n t er n at i on al M ar k et i n g – I n di an Per spect i v e (5 Hr s)
In dian for eign t r ade in t h e era of globalizat ion ; det er m in at ion of expor t s an d
im por t s; m ajor export s; expor t pr odu ct cou nt r y m at r ix; major im por t s; dir ect ion
167
of tr ade; balan ce of paym en t of In dia; pr oblem s & pr ospect s of In dia‘s for eign
t r ade sect or . For eign t r ade policy; econ om ic policy liber alizat ion s; Expor t -Im port
policy–an evalu at ion of policy; r egu lat ion & pr om ot ion of for eign t r ade and lat est
policy gu idelin es. Organ izat ion al set u p for export promot ion ; produ ct assist an ce;
m ar k et in g assist an ce; im por t facilit ies for expor t ers; EOU‘S AND EPZ‘S; expor t
h ou ses an d t r adin g h ou ses – an evalu ation , expor t pr icin g an d expor t fin an ce.
Expor t pr ocedu r e an d docu m en t at ion -Pr elim in ar ies; in qu ir y an d offer ;
con fir m at ion of offer ; Expor t licen se; fin an ce, pr odu ct ion / pr ocu r em en t of
goods, sh ippin g space, pack in g an d m ark in g, qu alit y cont rol an d pre-sh ipm en t
in spect ion , excise clearan ce, cu st om s form alities, exch an ge con tr ol for m alit ies,
in su r an ce, sh ippin g t h e goods n egot iat ion of docu m en t s, st an dar dized an d
align ed pr e-sh ipm en t docu m en t s, docu men t s r elat ed t o goods an d sh ipm en t
1. An alyzin g cases.
2. Class pr esen t at ion s an d discu ssion s.
3. In t eract ion wit h expor t er s.
1. Cat eor a, P. R., Grah am , J . L., & Salwan , P. (2008). International marketing.
New Delh i: Tat a-McGr aw-Hill.
Ref er en ces
1. Keegan , W. J . (2008).Global marketing. New Delh i: Pear son Edu cat ion .
2. Ch er u n ilam , F. (2006). International business. New Delh i: Pr en t ice-Hall.
1. Dr . Er asi, 2. Dr . San jeevaiah ,

Pr ofessor , Pr ofessor,
Post Gr adu at e Depar tm en t of Com m er ce, Post Gr adu at e Depar t m en t
Ban galor e Un iver sit y. of Com m erce
Ban galor e Un iver sit y.
168
CUR R I CUL UM
Y EAR - I I
T r i m est er – V
COR E
169
M BA5 31 En t r epr en eur sh i p

2 Cr edi t s
Descr ipt ion
Th is is a cor e paper offer ed in t h e fift h t r im est er t o st u den t s acr oss all

specializat ion s. Stu den t s lear n var iou s aspect s of en t r epr en eu r sh ip in t er m s of
con cept s, oper at ion s, oppor t u n it ies an d ch allen ges.
To m ak e st u den t s u n der st an d t h e differ en t dim en sion s of en t r epren eu r sh ip

an d t o in cu lcat e t h e spir it of en t r epr en eu r sh ip in st u den t s.

Nat u r e an d im por tan ce of En t r epr en eu r s, En t repr en eu r ial decision m ak in g
process, Role of en t r epr en eu r sh ip in econ om ic developm en t .
En t r epr en eu r sh ip- feelin gs, back gr ou n d an d ch ar act er ist ics, m ot ivat ion , r ole
m odels an d su pport syst em s.
In tr apr en eu r sh ip - Cor por at e ver su s In t r apr en eu r ial cu lt u re, Climate for
In tr apr en eu r sh ip, Est ablish m en t of In trapr en eu r sh ip in or gan izat ion s.
Un i t I I Pl an n i n g (3 Hr s)
Entrepreneurial process: Iden t ify an d evalu at e oppor t u n it ies, developin g bu sin ess
plan , det er m in e t h e r esou r ces r equ ir ed, pr oject appraisal an d feasibilit y plan .
Un i t I I I Oper at i on s (5 Hr s)

Creating and starting the venture: legal r equ ir em en t s, m ark et in g st r ategies,
fin an cial plan s an d st affin g t h e ven t u r e.
Un i t I V Gr owt h (1 0 H r s)
Man agin g growt h an d en din g t h e ven t u r e, Pr epar in g for t h e n ew ven t u r e lau n ch ,
Man agem en t decision s at early st age, m an agin g early gr owt h of t h e n ew ven t u re.
New ven t u r e expan sion - st r at egies an d issu es. Goin g pu blic – at t r act ion s t o
goin g pu blic, en din g t h e ven t u r e – re-or ganizat ion , t u r n ar ou nds, an d liqu idat ion .
170
Un i t V Ch al l en ges (3 Hr s)

Ch allen ges faced by en t r epren eu r s - in dividu als - fr om fam ily - fr om grou ps -
from com m u n it y - fr om societ y
Un i t VI I n t er n at i on al Per spect i v e (3 Hr s)
In ter n at ion al En t r epren eu r sh ip - In t er nat ion al ver su s Dom est ic
En t r epr en eu r sh ip, En t r epr en eu rial en t r y in t o In t ern at ion al Bu sin ess, Barr ier s t o
en t er in t er n at ion al t r ade, En t r epr en eu r ial part n er in g.
Un i t VI I I n di an Per spect i v e (3 Hr s)
SSI‘s in In dia – n atu r e, r ole an d gr owt h , facilit ies available, pr oblem s, pr ovision s
for n u r sin g sick Un it s.
3. In t eract in g wit h en t r epr en eu r s.
4. In t egr at ed appr oach lin k in g specializat ions for ent r epr en eu rsh ip.
Cor e Tex t
1. Hisrich ., Rober t D, Pet ers, Mich ael P. an d Sh eph er d, Dean A, 6 t h edit ion
(2011). Entrepreneurship. New Delh i: Tat a-McGr aw-Hill.
Ref er en ce Tex t s
1. Ku r at k o., Don ald F & Hodgett s, Rich ar d M, (2010). Entrepreneurship. New

Delh i: Th om son .
2. Kaplan ., J ack M, (2007). Patterns of Entrepreneurship. New Delh i:
Th om son .
2. Dr . Er asi, 2. Dr . San jeevaiah ,

Pr ofessor , Pr ofessor,
Post Gr adu at e Depar tm en t Post Gr adu at e Depart m en t of
of Com m er ce, Com m er ce
Ban galor e Un iver sit y Ban galor e Un iver sit y.
171
M BA 5 3 4 Bu si n ess Et h i cs an d Leader sh i p i n Or gan i zat i on

Cr edi t s 2
Descr ipt ion
Th e cou r se is fr am ed t o cr eat e a syn er gy bet ween Bu sin ess Et h ics an d t h e

Leadersh ip in Or gan izat ion s an d t h e effect each h as on th e ot h er. In t ak ing
decision s, an Or gan izat ion Head, m or e oft en t h an n ot is faced by cer t ain et h ical
dilem m as, decision s on wh ich , m ay affect t h e fu t u r e of t h e Organ izat ion .
Im pr ovin g t h e qu alit y of bu sin ess decision s an d en h an cin g lon g t er m bu sin ess
su ccess t h rou gh u n der st an din g t h e n eeds of an Or gan izat ion an d u t ilizin g t h e
Et h ical valu es t o lead t h e Or gan izat ion in a global econ om y.
To u nder st an d t h e lin k bet ween an Or gan ization an d Bu sin ess Et h ics

To u nder st an d t h e lin k an Or gan ization Head h as wit h Bu sin ess Et h ics in
leadin g an d Or gan izat ion
To sen sit ize t o t h e n at u r e of et h ical issu es wh ile t ak in g Or gan ization
decision s
To develop a capacit y for et h ical r eason in g an d t o apply t h em in Or gan izat ion
con t ext s
To u nder st an d on an Or gan izat ion Leader r eact s t o var iou s et h ical issu es an d
t ak es decision s
Un i t I I n t r odu ct i on : Th e n at u r e of Leader sh i p an d i t s Par t i ci pat i ve Nat u r e,

Del egat i on an d Em power m en t (6 Hr s)
Level of Know ledge: Un der st an din g t h e n at u r e of Leader sh ip, it s effect iven ess
an d its Level of Con cept u alizat ion
Nat u r e and Defin it ion of Leadersh ip, it s n at u r e an d effect iven ess, it s level of
Con cept u alizat ion , t h e con sequ en ces, Nor m at ive Decision s an d its applicat ion s,
Delegat ion s an d it s applicat ions an d t h e Perceived Em power m en t .
Un i t I I Power an d I n f l u en ce an d t h e Ch ar i sm at i c an d Tr an sf or m at i on al
Leader sh i p (6 Hr s)
Level of Know ledge: Un der st an din g t h e con cept s of Power an d In flu en ce an d t h e

var iou s elem en t s of Ch ar ism at ic an d Tr an sfor m at ion al Leader sh ip
Con cept of Power an d Au t h or it y, t ypes of power , its acqu isit ion s an d it s
con sequ en ces, u se an d effect iven ess of power an d in flu en ce.
172
Un i t I I I An essen ce of Leader sh i p Th eor i es an d i t s appl i cat i on s an d sk i l l s,

Leader sh i p i n Team s an d Deci si on Gr ou ps an d Cr eat i n g Et h i cal
Leader sh i p (6 Hr s)
Level of Know ledge: Un der st an din g t h e var iou s Th eor ies of Leader sh ip, Bu ildin g
an d Developin g Effect ive Et h ical Leader sh ip Sk ills
Var iou s Con t in gen cy Th eor ies an d Models an d it s Evalu at ion , Natu re of Team s
an d t h e Det er m in an t s of Team Per for m an ce, Leader sh ip, Pr ocedu r es an d its
Applicat ion s, Decision m ak in g in gr ou ps an d it s applicat ion s, Leader sh ip
Tr ain in g & Tr ain in g Progr am , Et h ical Leader sh ip, Gen der & Leader sh ip Cu lt u r es
an d Man agin g Cu lt u r e an d Diver sit y.
Un i t I V Bu si n ess Et h i cs i t s Val u es an d i t s Code (3 Hr s)

Level of Know ledge: Con cept u al an d Basic u n der st an din g of Man agin g an d
per for m in g et h ics in bu sin ess
Nat u r e of bu sin ess et h ics an d valu es, Sou rces of et h ical an d ph ilosoph ical
syst ems, cu lt u r al exper ien ce an d legal syst em. Fact or s in flu en cin g bu sin ess
et h ics – leader sh ip st r at egy an d perform ance, en vir on m en t corpor at e cu lt u r e,
in dividu al ch ar act er ist ics, Man agin g codes of et h ics, et h ics com m it t ees, h ot lin es,
et h ics t r ain in g pr ogr am s an d laws en for cin g et h ical con du ct .
Un i t V Fu n ct i on al Ar eas of Man agem en t an d Et h i cs (6 H r s)

Level of Know ledge: Con cept u al Pr esen t at ion s.
Et h ics in HRM – Cash an d in cen t ive plan s, perfor m an ce appr aisal, em ploym en t
an d pr ivacy issu es, r est r u ct u r in g an d layoffs, wages empowerm en t of t h e
weak est .
Et h ics in m ar k et in g – Process r elat ive et h ics, pr odu ct r elat ive et h ics, compet it ion
r elat ive et h ics
Et h ics in fin an ce an d accou n tin g – in vest m en t decision s, disclosu r e n or m s,
in sider t r adin g n or ms.
Et h ics in produ ct ion an d oper at ion s m an agem en t – Wor k er safet y, pr odu ct
safet y, qu alit y, en vir on m en t an d wor k er ‘s r igh t s.
Un i t VI Et h i cs i n Bu si n ess Di sci pl i n e (3 Hr s)
Level of Know ledge: Con cept u al an d An alysis
Et h ics in global bu sin ess – et h ical pr in ciples gover n in g global bu sin ess, et h ics
r elat ion t o adapt in g h ost cou n t r ies cu lt u r e an d n or m s, issu es r elat in g to
n egot iat ion s an d providin g access t o less developed cou n t r ies, avoidin g
san ct ion s, pr ot ect ion of in t ellect u al pr oper t ies. Pr essu r es for et h ical con ver gen ce,
et h ical pr in ciples gover n in g global bu sin ess.
173
1. Pract ical issu es in t h e Fu n ct ion al ar eas of Leader sh ip, Bu sin ess

Man agem en t an d Et h ics.
2. Gr ou p Pr esen t at ion s
3. Un der st an din g Or gan izat ion s sit u at ion pr actically
Cor e Tex t
1. Har t m an Lau r a P., (2008). Perceptiveness in Business Ethics. McGraw – Hill

In t er n at ion al Pu blicat ion s.
2. Gar y A. Yu k l, (2008). Leader sh ip in Organizations. Pear son .
Ref er en ce
1. Ch ak rabor t h y S.K., (1999). Et h ics in Management – Vedantic Perspective.

Oxfor d Un iver sit y Pr ess.
Ex per t Mem ber
Dr . Su bh ash Sh ar m a
Dir ect or
In dian Bu sin ess Academ y
Ban agalor e.
174
CUR R I CUL UM
Y EAR - I I
F I NA NCE
175
M BA 50 2 Weal t h M an agem en t
2 cr edi t s
Descr ipt ion
Wit h fin an cial plan n in g em er gin g as a ver y pr ospect ive career oppor t u n it y,
wealt h m an agem en t cou r se in t r odu ces t h e st u den t s t o t h e n u an ces of var iou s
in vest m en t aven u es, life cycle of in vest ors, t h eir object ives an d asset allocat ion .
Th is cou rse br in gs in th e applicat ion of var iou s con cept s wh ich h as been learn t
in ot h er cou r ses.
To pr ovide st u den t s wit h a con cept u al an d an alyt ical fr am ewor k of

evalu at in g a secu r it y.
To pr ovide st u den t s wit h a con cept u al an d an alyt ical fr am ewor k of
differ en t fin an cial in st ru m en t s, t h eir r isk an d r et u r n s an d st r at egies in
m an agin g fu n ds.
To fam iliar ize st u den t s wit h por t folio m an agem en t t ech n iqu es t h at
ch allen ge a fin an cial m an ager.
Pedagogy
Class r oom lect u r es, Role play, Case st u dy, Pr oblem solvin g, Web exer cises an d
Project work
Un i t I Fi n an ci al Pl an n i n g an d Weal t h M an agem en t (5 Hr s)

In tr odu ct ion t o fin an cial plan n in g, Life cycle an alysis, Fin an cial plan n in g
process, In t r odu ct ion t o in vest m en t s, Investm en t man agem en t pr ocess, Plan n ing
for fu t u re – College fu n din g, Syst em at ic in vest men t s, Ret ir em en t plan n in g an d
Est at e plan n in g, St r u ct u r in g fin an cial plan s, In t r odu ct ion t o wealt h
m an agemen t - Basics – Role of ban k s – Im por t an ce of wealt h advisor y - Role of
privat e ban k er – HNWI – Dr iver s of wealth – Global perspect ive – In dian
per spect ive – Wealt h m an agem en t pr ocess – Wealt h cr eat ion cycle – Crit ical
issu es, In t r odu ct ion t o asset class, Com pu t at ion of r isk an d r et u r n .
Un i t I I Rel at i on sh i p Man agem en t (3 Hr s)
Basics – Process – Clien t segm en t at ion – Pr ofile – Expose – St r ategize – Execu t e –

Mon it or – Review – St rat egic valu e for mu la – Effect ive com m u n icat ion and
Negot iat ion
176
Un i t I I I Fi n an ci al Pr odu ct s (7 Hr s)

Com m on st ock an d pr efer red st ock , Money m ark et secu r it ies, Bon ds - Tr easu r y,
Gover n men t , Mor t gage back ed secu rit ies, Cor por at e an d mu n icipal bon ds,
Con ver t ible an d zer o cou pon bon ds, In su r an ce cu m in vest men t pr odu ct s,
Mu t u al fu n ds – ETF an d REIT an d Der ivat ive pr odu ct s – Opt ion s an d fu t u r es.
Valu ation of com m on st ock s, Pr efer r ed st ock s, Debt in st r u m en t s an d der ivat ives
Un i t I V Asset Al l ocat i on an d St r at egi es (5 Hr s)

Asset allocat ion decision , Equ it y por t folio st rat egies – Act ive vs passive,
Man agem en t st r at egies, Valu e vs gr owt h in vest in g, Asset allocat ion st r at egies,
Der ivat ive st r at egies – Usin g in dex opt ion s, St ock opt ion s, In dex fu t u r es an d
st ock fu t u r es in h edgin g, specu lat ion an d ar bit r age, Bon d por tfolio man agem en t
st r at egies – Passive – Bu y an d h old, In dexin g – Act ive – in terest r at e an t icipat ion ,
Valu ation an alysis, Cr edit an alysis, Yield spr ead an alysis an d Bon d swaps –
Cor e plu s m an agemen t st rat egy – Im m u n izat ion st r at egies.
Un i t V Al t er n at i v e I n v est m en t s (5 Hr s)

Hedge fu n ds – Pr ivat e equ it y fu n ds – Ven t u re capit al fu n ds – Real est at e –
Preciou s met als - Ar t
Un i t VI Ev al u at i on an d I n vest m en t Ph i l osoph i es (5 Hr s)

Com posit e equ it y por t folio per for m an ce m easu r es – Tr eyn or ‘s r at io, Sh ar pe‘s
r at io, J en sen ‘s m easu r e an d Fam a‘s m easu r e, Com ponen t s of in vest m en t
per for m an ce – Select ivit y, Diver sificat ion an d r isk , Asset class dist ribu t ion
an alysis, Evalu at ion of bon d por t folio per for man ce.
Ben jam in Gr ah am ., Warr en Bu ffet an d Pet er Lyn ch , Investment Philosophy .
Ref er en ce Book s
1. Ash iya Man ish ., Wealth Management. ICFAI Pr ess.

2. Facr ber Esm e., All about Investing. Tat a McGr aw – Hill Pu blicat ion s.
3. Introduction to financial planning by Indian Institute of Bank ing & Finance.
Taxm an n Pu blicat ion s P Lt d.
177
4. Du n & Br adst r eet .,( 2009).Wealth Management. New Delh i: Tat a McGr aw Hills
Pu blicat ion s.
5. Kapoor J ack R., Dlabay L R, Hu ges R J,(2008). Personal Finance, New Delh i:
Tat a Mc-Gr aw Hills Pu blicat ion s.
Ex t er n al Ex per t Adv i sor :
Mr.Bish al Ch h et r i, Fou n der Dir ect or

East Mer idian Wealt h Man agem en t Ser vices P Lt d, Ban galor e.
178
M BA 5 0 3 I n sur an ce
2 Cr edi t s
Descr ipt ion
Th is is a fin an ce elect ive cou r se. Th e cou r se gives a basic k n owledge abou t t h e
u n iqu en ess of th e In su r an ce bu sin ess. It en ables t h e par t icipan t s t o u n derst an d
t h e m u lt i disciplinar y fu n ct ion s of an In su r an ce or ganizat ion . Th e cou r se
cr eat es t h e in t er est am on g t h e par t icipan t s in t h e em er gin g areas lik e
Un der wr it in g, Act u ar ial, Legal an d Loss assessm en t .
Mu lt iple pedagogies an d act ive cou r se part icipan t s sh ou ld m ak e t h is cou r se as

u sefu l fou n dat ion for con t in u ed pr ofession al developm en t in t h e ar ea of
In su r an ce Sect or .
To sen sitize t h e st u den t s to var iou s aspect s of r isk m an agem en t th rou gh

t h e veh icle of in su r an ce.
To st u dy t h e st ru ct u r e of in su r an ce pr odu ct s
To en able t h e par t icipan t s t o lear n t h e dist in ct ion bet ween r isk
m an agem en t , Gen n er al Man agem en t m an agem en t from in su r an ce
m an agem en t .
To u n der st an d paid-u p valu es, su r r en der valu es, loan valu es & n on -
forfeit u r e r egu lat ion s.
To descr ibe t h e eviden ces th at in dicat es in t en se com pet it ion s in t h e
in su r an ce indu st r y.
To ou t lin e t h e m ost lik ely ch an ges in t h e fu t u r e en vir on m en t of in su r an ce
in du st r y.
Un i t I I n t r odu ct i on an d Ov er v i ew (3 Hr s)

Gen n eral Man agem en t r isk lik e r isk ar isin g ou t of fir e, m ar in e, com m er cial,
ear t h qu ak e, st r ik e an d riot an d life r isk an d m an agem en t of su ch risk s.-
Hist or ical developm en t of r isk m an agem en t , ORM Model of r isk man agem ent .
Basic cat egor ies -t ypes of pu r e r isk – han dlin g r isk – in su rable risk – t ypes of
in su r an ce - Risk Man agem en t - Object ives – st eps.
Un i t I I I n su r a n ce Con cep t s (7 Hr s)

Over view of In su r ance - Place in fin an cial syst em – concept & role – pu r pose &
n eed – social secu r it y – r ole in econ om ic developm en t – r egu lat ion s -
Fu n damen t al Pr in ciples - life - Indem nit y – in su r able in t erest – su br ogat ion –
179
u tm ost good fait h – con t r act s - Con t r act con dit ion s – in su r able in t er est –
assign m en t – lim itat ion s – con t r ibu t ion – proxim at e cau se
Un i t I I I Li f e I n su r an ce Pr odu ct s (4 Hr s)

Life In su r an ce Pr odu cts –Ter m – en dowm en t – m on ey back – Un it lin k ed – wh ole
life – an n u it ies - Opt ion s – r ider s – gu ar an t ees – gr ou p – pen sion – r u r al – social
Un i t I V Gen n er al M an agem en t I n su r an ce Pr odu ct s

(6 Hr s)

Gen n eral Man agem en t in su r an ce produ ct s – Fir e – m ar in e- Mot or -t h ir d par t y –
per son al acciden t - Liabilit y: Em ployers‘ liabilit y, Pu blic Liabilit y- lin k ed t o ot h er
t ypes of in su r an ce su ch as pr oper t y, m arin e et c., Produ ct Liabilit y, Profession al
In dem n it y. Pr oper t y dam age: r esiden t ial bu ildin g, moveable pr oper t y,
com m er cial bu ildin g, lan d veh icles, mar in e cr aft an d air cr aft . Fin an cial Loss:
Pecu n iary loss, Fidelit y gu ar ant ee, Bu sin ess in t er r u pt ion cover (con sequ en t ial
loss). Healt h In su r an ce.
Rein su r an ce: Pr opor tion al Rein su r an ce – qu ot a sh ar e, su r plu s. Non -Pr oport ion al
Rein su r an ce- Excess of loss, St op loss.
Un i t V Un der wr i t i n g (3 Hr s)
Level of Know ledge: Practical Work ing

Docu m en t s & Pr em iu m s - Pr oposal – policy – r en ewals – claim s – endor sem en t s
– pr em iu m calcu lat ion s - ben efit s - Un der wr it in g - Rat in g r isk – pr em iu m fixin g.
Un der wr it in g an d Act u ar ial Fr amewor k : Basics of u n der writin g in Life, Gen n er al
Man agem en t an d Rein su r an ce; Im por t ance of Act u ar ial Framewor k in In su r an ce
(scope an d basic applicat ion ); Pr em iu ms an d Produ ct Pr icin g (basic differ en ce in
Life an d Gen n er al Man agem en t In su r an ce m et h odology); Asset Liability
Man agem en t (basic differ en ce bet ween Gen n er al Man agemen t an d Life
in su r an ce); Valu at ion s of In su r an ce compan y an d solven cy.
Un i t VI I n di an I n su r an ce Mar k et (2 Hr s)

Processes - St r u ct u r e – pr ospect in g – sales – pr oposal – qu er ies – u n der wr it in g –
policy ren ewals – claim s - ben efit s - Sales & Mar k et in g - Ch an n els – advert isin g –
st r at egies – com pet ition .
In su r an ce mar k et in In dia- Pr ivat e life in su r an ce com pan ies in In dia, Pr ivate
Gen n eral Man agem en t In su r an ce com pan ies in In dia, Privat e Rein su r an ce
com pan ies in In dia, Basic IRDA r egu lat ion s for In su r an ce com pan ies.
180
Un i t VI I Fi n an ci al Pl an n i n g (2 Hr s)

Fin an cial Plan n in g - Needs an alysis – life cycle plan n in g – asset allocat ion – r isk
cover s – t axat ion
Un i t VI I I Regul at i on s (3 Hr s)

Regu lat ion s - In su r an ce act s – code of con du ct – agen t s – agen cy law –
com m ission st r u ct u r e - Advisors - Role – fu n ct ions – r equ ir em en t s – sales – k ey
su ccess fact or s
Ref er en ce Book s
1. Life In su r an ce – IC 33 – In su r an ce In st it u t e of India
2. Gen n er al Man agemen t In su r an ce – IC 34 - In su r an ce In st itu t e of In dia – select
ch apt er s
3. Geor ge, R. E. (2008). Principles of risk management and insurance (10 th ed.).
Pear son Addison Wesley.
4. Vau gh an , E. J ., & Vau gh an , T. (2012). Fundamentals of risk & insurance (9 th
ed.). Wiley In dia.
5. The Actuary India Magazine fr om t h e In st it u te of Act u ar ies of In dia.
Ex t er n al Ex per t Adv i sor
Mr.Mah idh ara Davan ger e V

MBA,MFC,Msc(Mat h s),DAT(UK)
Corpor at e In vest m ent Con su lt an t
Pram ar t h a In vest men t Par t n er s
Ban galor e
Websi t es:
In su r an ce com pan ies in In dia
181
M BA5 62 M er ger s, Acqu i si t i on s an d Rest r u ct ur i n g

2 Cr edi t s
MERGERS, ACQUISITIONS AND RESTRUCTURING
Descr ipt ion
Th is cou r se is offer ed as fin an ce elect ive. Th is cou r se aim s t o u n der st an d t h e

cor por at e st r at egies fr om m er ger s an d acqu isit ion s per spect ive. Differ en t issu es
con cer n in g valu at ion du r in g M& A for m s a par t of t h is cou rse lear n in g. Th e legal
an d r egu lat ory issu es bein g so im por t an t t o M& A, for m s a par t of t h e cou r se
lear n in g.
To expose t h e st u den t s t o t h e cr it icalit y of em er gin g field of Merger s,

Acqu isit ion s an d Cor por at e r est r u ct u rin g t h r ou gh
o Mast er t h e lan gu age an d pr ocesses of M& A
o Ident ify M& A issu es wor t h at t en t ion .
o An alyze an M& A t r an sact ion r igor ou sly.
o Develop a con cept , design a deal, an d pr esen t a pr oposal for an M& A
t r an sact ion .
o Form an opin ion abou t a pr oposed deal.
To provide t h e stu den t s wit h or ien tat ion of m odalit ies t o pr ocedu r al
per spect ives of t h e M& A issu es in clu din g t h e r egu lat or y com plian ces, RBI an d
SEBI gu idelin es, ot her legal aspect s an d t h e fin an cial aspect s.
To pr ovide coh esive an d coh er en t u n der st at in g of t h e HR an d th e St r at egy
issu es based on case st u dy m et h odology.
To pr ovide st u den t s wit h oppor t Un it y of in t er act in g with exper t s in t h e ar ea
for solicit in g solu t ion s t o t h eir pr esen t an d pot en t ial bu sin ess con cer n s.
Un i t I Ov er vi ew of Cor por at e Rest r u ct u r i n g (3 Hr s)

Level of Know ledge – Conceptual and Basic
In tr odu ct ion . Hist or y of Mer ger Movem en t s. For m s of Cor por at e Rest r u ct u r in g:
Expansion s, Mer ger s an d Acqu isit ion s, Ten der Offer s, J oin t Ven t u r es, Sell Offs,
Spin offs, Split offs, Split u ps, Divest it u r es, Em ployees St ock Opt ion Plan s
(ESOPs), Equ it y Carve Ou t s, Mast er Lim it ed Par t n ersh ip (MLP). Cor por at e
Con t r ol Prem iu m , Bu yback s, St andst ill Agr eem en t s, Lever aged Bu you t s.
Un i t I I Over v i ew of Mer ger s an d Acqu i si t i on (4 Hr s)

Merger Process: Five-st age m odel. Econ om ic r at ion ale for M& A. Major t ypes of
Mer ger s- Hor izon t al m er ger s - Ver t ical m er ger s - Con glom er at e m er gers -
Con cen t r ic Mer ger s. Fr am ework for an alysis of m er ger s. Or gan izat ion lear n in g
an d or ganizat ion capit al. Th e Role of in du st r y life cycle, Pr odu ct life cycle in
M& A.
182
Un i t I I I Cost an d Ben efi t of Mer ger (4 Hr s)

Cost an d ben efit an alysis of mer ger (m er ger s as a capit al bu dget in g decision ) -
Sh ar e exch an ge r at io - Pr oblems of calcu lat in g pr e an d post m er ger
per for m an ces.
Un i t I V Th eor i es of M er ger s (3 Hr s)
Theories of merger : Efficien cy t h eor ies - Differ en t ial efficien cy - In efficien t
m an agemen t - Operat in g syn er gy - Pu r e diver sificat ion - Fin an cial syn er gy -
St rat egic r ealign m en t t o ch an gin g en vir on m en t s – Un dervalu at ion - In for m at ion
an d sign alin g - Agen cy pr oblem s an d m an ager ialism - Hu br is h ypot h esis.
Un i t V Val u at i on (1 0 Hr s)
Mu lt iples – var iou s k in ds of m u lt iples an d h ow t o view t h is fr om t h e per spect ive
of M& A. Wh at ar e t h e fact ors wh ich im pact t h e m u lt iple an d h ow t o fin d t h e
r igh t m u lt iple t o valu e t h e compan y. Risk fr ee r at e of r et u r n – Key t h in gs t o
r em em ber wh ile doin g cr oss bor der M& A. Bet a- Wh at fact or s im pact bet a.
Lever ed an d u n lever ed bet a. Valu ation du r in g special sit u at ion of M& A- growt h
com pan ies, dist r ess com pan ies, st able growt h com pan ies, list ed an d u n list ed
com pan ies, volu m e an d liqu idit y discou n t , com pan ies wit h n egat ive cash flows,
cash r isk com pan ies, IRR expect at ion s, con tr ol pr em iu m . Valu at ion for cash Vs
st ock deals. Comm on m ist ak es / biases at t h e time of valu at ion . Negot iat ion for
valu at ion in M& A deals – con vert st r u ct u r e, war r an t st r u ct u r e an d ot h er ways of
st r u ct u r in g opt ion s. Special sit u at ion in valu at ion – SEBI valu at ion r u les,
t ak eover code valu at ion r u les, FDI valu at ion r u les.
Un i t VI Legal an d Cu l t u r al Aspect s i n M er ger (3 Hr s)

Or gan izat ion al an d h u m an aspect s – m an ager ial ch allen ges of M & A - - Legal
an d r egu lat or y fr am e wor k of M & A – pr ovision s of com pan y‘s act 1956 - In dian
In com e Tax act 1961 - SEBI tak eover code
Un i t VI I Tak e Ov er Def en ses (3 Hr s)

Tak eover defen ses – fin an cial defen sive m easu r es – Coer cive offer s an d defen se –
an t i-t ak eover am en dm en t s – poison pill defen se.
1. Gr ou p pr esen t at ion s on var iou s opt ion s of m er ger fin an cin g.

2. Pract ical pr oblem s in appraisal t ech n iqu es
3. Case st u dies
4. Presen t at ion s on merger n ews u pdates.
183
1 West on ., Fr ed,( 2001). Mergers & Acquisitions. McGr aw Hill.

2 Galpin ., Tim oth y J , Her n don , Mar k . J osseyBass,( 2007). The Complete Guide
to Mergers and Acquisitions: Process Tools to Support M& A Integration at Every
Level. 2n d edit ion .
3 Feldm an , Mar k L / Spr at t , Mich ael Freder ick ., (1999 ). Five Frogs on A Log: A
CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions, and
Gut Wrenching Change. 1st edit ion , New Yor k : Harper Bu sin ess.
Ref er en ces
1. (2001).Harvard business review on mergers and acquisitions. Bost on : Har var d

Bu sin ess Sch ool Pr ess.
2. Bu r r ou gh ., Br yan , Helyar , Joh n ,( 1990). Barbarians at The Gate: The Fall of
RJR Nabisco. 1 st e, New Yor k : Har per & Row;. xvi, 528 p., 32 p of plat es
ISBN: 0060161728. Collin s Bu sin ess 2008.
3. Gau gh an ., Pat r ick A, (2010 ). Mergers-What Can Go Wrong and How to
Prevent it. 1st edit ion , Wiley Fin an ce.
4. Dam odar an ., Ash wat h ,( 2009), Damodaran on Valuation. 2e, J oh n Wiley.
5. Gau gh an ., Pat rick A,( 2009). M& A and Corporate Restructuring. Wiley.
Ex t er n al Ex per t Adv i sor :
Mr.Am it Ku m ar Rat h i
Vice Pr esiden t
Un it u s Capit al
Ban galor e
Li st of Case St u dy :
1. Or acle's Acqu isit ion of peoplesoft

2. Th e Adidas Reebok m er ger
3. eBay's acqu isit ion of sk ype: Will t h e 'Gam ble' Wor k ?
4. HP com paq: A failed m er ger ?
5. Th e Gu cci LVMH bat t le
6. Th e Polar is Or bit ech Mer ger
7. Valu in g Sify's Acqu isit ion of In dia wor ld
8. Holcim 's Acqu isit ion s in 2005
9. Th e Mor gan St an ley Dean Wit t er Mer ger
10. Disn ey's Acqu isit ion of Pixar
11. News Cor p in 2005: Con solidat ing Th e Dir ecTV Acqu isit ion
12. Tat a Tet ley: Man agin g t h e Tet ley Acqu isit ion
13. AT& T in 2005: Mer gin g Wit h SBC
14. Righ t Now Tech n ologies (Har var d Bu sin ess Sch ool Case)
15. J et Air ways' At t em pt ed Acqu isit ion of Air Sah ar a
184
M BA 5 7 4 St r at egi c Fi n an ci al Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a fin an ce elect ive for t h e MBA pr ogr am m e. It develops an

in sigh t in t o t h e st r at egic aspect s to in vest m en t s. It goes beyon d th e con ven t ion al
valu at ion m etr ics an d focu ses on valu e cr eat ion fr om in vest or s per spect ive. Th e
im por t an ce of m an ager ial compen sat ion , agen cy pr oblems an d et h ics ar e lear n t
in t h is cou r se.
To pr ovide st u den t s wit h a con cept u al an d an alyt ical fr am ewor k of st rat egic
fin an cial man agem en t .
To en able t h e st u den t s t o bu ild fu r t h er on t h e con cept s wh ich wer e lear n t
t h r ou gh t r adit ion al valu at ion t ech n iqu es.
Un i t I St r at egy an d Bu si n ess M odel (2 Hr s)

Con cept of St r at egy; Cor por at e St r at egy; Diversificat ion an d Valu e Cr eat ion ;
Bu sin ess Level St rat egies; Bu sin ess Model; In n ovat ive St r ategies an d Bu sin ess
Models.
Un i t I I Cor por at e Obj ect i v e (4 Hr s)

Logic of Sh ar eh older Wealt h Maxim izat ion ; Lim itat ion s of t h e Sh ar eh older
Wealt h Maxim izat ion Pr in ciple; St ak eh older Th eor y; En ligh t en ed Valu e
Maxim izat ion ; Cor por at e Social Responsibilit y; Creat ion of Sh ar ed Valu e; Tr iple
Bot t om Lin e.
Un i t I I I St r at egi c Fi n an ci n g Deci si on s (4 Hr s)

Capit al St r u ct u r e an d Valu e in a Perfect Wor ld; Im perfect ion s an d Capit al
St ru ct u r e; Sign alin g Th eor y; Tools for Developin g an Effect ive Capital St r u ct u r e;
Gu idelin es for Capit al St r u ct u r e Plan nin g; Dividen d Policy an d Firm Valu e;
Im plicat ion s of Real Wor ld Im per fect ion s; Dividen d Policy For m u lat ion ; Rat ion ale
an d Object ion s t o Sh ar e Bu yback s; Sh ar e Bu yback s an d Valu ation .
185
Un i t I V Capi t al Al l ocat i on (4 Hr s)

St ren gth en in g t h e Lin k s Bet ween St rat egy an d Capit al Bu dget in g; Br idgin g t h e
Gu lf Bet ween St r at egic Plan n in g an d Fin an cial An alysis; In vestm en t in
Capabilit ies; Real Opt ion s; In vest m en t Tim in g Str at egy; Man agem en t of Capit al
Project s; Disciplin in g t h e Capit al Bu dget in g Pr ocess for Sm all Tick et It ems; Th e
Post -Au dit .
Un i t V Val u e Based Man agem en t (1 0 Hr s)

Met h ods an d Key Pr em ises of VBM; Mar ak on Appr oach ; Alcar Appr oach ;
Mck in sey Appr oach ; St ern St ewart Appr oach ; BCG Appr oach .
Tr adit ion al m easu res of EPS, ROI, EBIT, EBITDA, ROCE, RONA et c. New metr ics
of Mar k et t o Book Rat io (MBR), Total sh ar eh older Ret u r n (TSR), Total Bu sin ess
Ret u r n (TBR), Mar k et Valu e Added (MVA), Econ om ic Valu e Added (EVA), Fu t u re
Gr owt h Valu e (FGV), Cash Valu e Added (CVA), Cash Flow Ret u r n on In vest m en t
(CFROI) an d t h e Balan ced Scor e Cor d (BSC).
Lesson s fr om t h e Exper ien ces of VBM Adopt er s.
Un i t VI St r at egi c Cost Man agem en t (4 Hr s)

Th e Gu idin g Prin ciples of St r ategic Cost Man agem en t ; Str at egic Cost
Man agem en t – Key con cept s; Cost Dr iver s – St r at egic Views; Valu e Ch ain
An alysis; In st r u m ent s of St r at egic Cost Man agem en t – Act ivit y Based Cost in g
an d Man agem en t ; Tar get Cost in g; Life Cycle Cost in g; Ben ch Mar k in g.
Un i t VI I Cor por at e Gov er n an ce (2 Hr s)

Diver gen ce of In t er est ; Types of Cor por at e Gover n an ce Mech an ism s; Key
Prin ciples of Good Cor por at e Gover n an ce; Cor por at e Govern an ce Arou n d th e
Wor ld; Boar d of Dir ect ors; Au dit in g; In vest or Com mu n ication ; In cen t ive
Com pen sat ion .
1. Wor k in g ou t Valu e m et r ics for com pan ies u sin g ‗Pr owess‘ dat a base an d u sin g
excel.
186
1. Ch an dr a, P. (2011). Corporate valuation and value creation. New Delh i: Tat a

McGr aw-Hill.
Ref er en ces
1. J ak h ot iya, G. P. (2011). Strategic financial management (2 n d ed). Noida: Vik as

2. Dam odar an , A. (2010). Applied corporate finance: A user’s manual (2 n d Ed).
New Delh i. Wiley In dia.
3. Goel, M. (2011). Strategic financial management. New Delh i. Wiley In dia.
4. Sm it h , C. (1990). The Modern Theory of Corporate Finance (2 ND Ed). New
Delh i: Tat a McGr aw-Hill.
5. You n g, S. an d O'Byr n e, S. (2000). EVA and value-based management: A
practical guide to implementation. New Delh i: Tat a McGr aw-Hill.
6. Copelan d, T. E.; West on , J . F. an d Sh ast r i, K. (2005). Financial theory and
corporate policy (4 th ed). New Delh i: Pear son Edu cat ion .
Mr.Am it Ku m ar Rat h i
Vice Pr esiden t
Un it u s Capit al
Ban galor e
Usefu l Web Lin k s:
Www.mck in sey.com
www.st er n st ewar t .com
www.m ar ak on .com
www.bcg.com
www.lek .com
187
M BA 57 8 Sm al l an d M edi um En t er pr i se (Add-On / Opt i on al

Cour se) 1 Cr edi t
Descr ipt ion
Th is cou rse is offer ed as an add-on / opt ion al t o t h e stu den t s of MBA

progr amm e (m ain ly Fin an ce Gr ou p) t o provide a pr act ical u n der st an din g of
var iou s issu es con n ect ed t o Sm all an d Mediu m En t er pr ises in clu din g set t in g u p
of, fin ancin g, legal issu es an d r eh abilit at ion . Fu n din g SME by ban k s is gain in g
im por t an ce in view of t h e impor tan t r ole t h at SMEs ar e playin g in t h e over all
gr owt h of ou r In dian econ om y. Pr ovidin g su ch a cou r se will offer ou r st u den t s a
cu t t in g edge wh ile aspir in g t o h ave a car eer in a ban k .
To u nder st an d var iou s issu es wh ile set t in g u p a SME by an en t r epren eu r

To gain k n owledge of appr aisin g a SME proposal fr om m ar k et in g an d fin an ce
per spect ive an d fu n din g
To lear n t h e r eh abilit at ion issu es con n ect ed wit h SMEs
Un i t I SM E Con cept s (1 Hr s)

Nat u r e an d developm en t of En t r epr en eu rsh ip in SME bu sin ess. En t r epr en eu rial
decision pr ocess – Compon en t s of in du st r ial act ivit y an d it s ch aract er ist ics –
Role of SMEs – Con cept s an d defin it ion of SME – Th e Micr o, Sm all an d Mediu m
En t er pr ises Developmen t Act , 2006. In st it u t ion al su ppor t for SMEs- Govern m en t
Policy regar din g SMEs in In dia. Growt h an d perfor m an ce of SMEs.
Un i t I I Fi n an ci er s Appr ai sal Of Sm e Pr oposal Fr om M ar k et i n g Per spect i ve

(2 Hr s)

Mar k et in g con cept s r elevan t t o SMEs (Rin g Toss Gam e) – St art in g t h e bu sin ess
– Basic bu sin ess idea an d in n ovat ion – Opport u n it y r ecognit ion – Ch oice of
produ ct - Plan n in g an d developm en t pr ocess -Mar k et segm en t at ion an d it s
r elevan ce t o SME. Produ ct m obilit y an d diver sificat ion . Nin e su ccessfu l br an d
st r at egies t o bu ild win n in g bran ds.
Un i t I I I Legal I ssu es For SMES (1 Hr )
Legal issu es in set t in g u p t h e organ izat ion s wit h r espect t o var iou s for m s of
or gan izat ion s. St at u t or y regist r at ion s an d clear an ces r equ ir ed for set t in g u p a
188
SME. SARFASI Act . Equ it able m or t gage, pledge an d h ypot h ecat ion - t h e legal
issu es in volved.
Un i t I V Pr oj ect Appr ai sal An d Pr epar at i on (3 Hr s)

Tech n o econ om ic feasibilit y st u dies. Man Mach in e Mat er ials u t ilizat ion .
Assessm en t of plant capacit y. In ven t or y con t r ol an d m at erials m an agem en t -
J u st in t im e pr odu ct ion , plan n in g an d con t r ol. Mak e or Bu y decision . Cost in g,
Pricin g an d Pr odu ct ivit y m ix. Wor k in g Capit al assessm en t - Balan ce Sh eet
prepar at ion an d an alysis- Cash Flows relevan t for loan san ct ion s- Applicat ion
an d r elevan t for mat . Th e aspect s wh ich a ban k look for in a pr oposal befor e
san ct ion ing.
Un i t V Fi n an ci n g A New Ven t u r e (3 Hr s)

Sou r ces of capit al – over view. Debt or Equ it y fin an cin g. In t ern al or exter n al
fu n ds. Fu n din g from ban k s an d fin an cial in st itu t ion s. Var iou s sch em es an d t ype
of loan s: Cash Cr edit Loan s, Mediu m an d Sh or t t er m loan s, Collater al Free
Loan s- Clean Cash Cr edit an d Clean Ter m Loan s, Com posit e Loan s, Pr e-
sh ipm en t an d Post -Sh ipmen t export pack in g cr edit , Non fu n d based loan s - LC /
Gu ar an t ees, SME Tr an spor t Oper at or s fin an cin g sch em es, Mor tgage loan s.
Relevan ce of ban k cr edit r at in g in appr aisal an d san ct ion . CRISIL an d ICRA
cr edit r at in g agen cies, Gover n m en t an d Developm en t al agen cies su ppor t .
Un i t VI Reh abi l i t at i on of Si ck SM ES (1 Hr )

St resses an d st r ain s of a SME en t r epr en eu r (a gam e). Problem s for SME-
Sick n ess in SME- Cr it er ia t o iden t it y sick n ess, cau ses, sym pt om s an d r em edial
m easu r es of sick n ess. Reh abilit at ion pack ages.
Ot h er Lear n i n g Met h ods (9 H r s)
a. MANAGEMENT GAME: St u den t s (as a t eam ) will cr eat e a ven t u r e model an d

r u n t he sam e. Th e t eam t h at cr osses all h u rdles wit h in t h e given tim e fr ame an d
m ak es t h e m axim u m pr ofit (wit h ou t in cu r r in g losses) is t h e win n ing t eam.
b. CASE STUDIES: On Mark et in g, Fin an ce an d Sick n ess of SMEs.
c. MINI PROJ ECT WORK wh ich wou ld develop a pr oject r epor t su it able t o be
su bm it t ed t o ban k s for loan con sider at ion . Th is in volves field wor k t o iden t ify
cu st om er pr efer en ces an d m ar k et pot en t ial.
d. INTERFACE wit h t h e Head of Cr edit Processin g Cell of a leadin g ban k lik e
SBI.
[Tot al 2 0 H r s]
189
Th er e is n o pr escr ibed t ext for t h is cou r se. Self m ade m at er ials wou ld be
provided t o t h e st u den t s by t h e r esou r ce person .
Web Refer en ces:
h t tp:/ / m sm e.gov.in /
h t tp:/ / www.fism e.or g.in /
h t tp:/ / www.wasm ein fo.or g/
h t tp:/ / www.t ech small.com / in dex.h t m
h t tp:/ / www.ficci.com /
Ex t er n al Ex per t Adv i sor an d Resou r ce Per son :
Mr . Ram ak r ish n an
Ex Ch ief Man ager , St at e Ban k of In dia.
Th e cou r se wou ld also be offer ed t o t h e st u den t s su bject t o availabilit y of t h e

above or appr opriat e resou r ce per son (s) an d a cer t ain m in im u m n u m ber of
st u den t par ticipan t s as wou ld be decided by t h e Dir ect or , CUIM.
Ev al u at i on :
Th e evalu at ion wou ld be don e by t h e resou r ce person t h r ou gh pr oject wor k s,

class par t icipat ion an d ot h er assign m en t s pr escr ibed fr om tim e t o t im e du r in g
t h e con du ct of t h e cou r se.
190
CUR R I CUL UM
Y EAR - I I
GE NE R A L M A NA GE M E NT
191
M BA 5 1 1 Busi n ess An al y si s – I I
2 Cr edi t s
Descr ipt ion
Th e pu r pose of t h is cou r se is t o pr ovide t h e st u den t s wit h a deep

u n derst an din g of t he approach , t ools, tech n iqu es an d best pr act ices requ ired
t o facilit at e defin it ion of St ak eh older Requ ir em en t s for IT solu t ion s t o bu sin ess
problem s. Th is cou r se will coach st u den t s on h ow t o elicit , an alyze, m odel,
docu m en t , an d validat e St ak eh older Requ irem en t s t o a solu t ion .
To u nder st an d soft war e en gin eer in g an d var iou s SDLC m et h odologies

To u n der st an d r equ ir em en t s, t h e t h r ee t ypes of r equ ir em en t s an d t h eir
in t er -relation sh ips
To u nder st an d bu sin ess pr ocesses, t h eir modelin g, an alysis an d design
To u n der st an d t h e n u an ces in volved in elicit in g st ak eh older vs. solu t ion
r equ ir em en t s
To lear n h ow t o defin e t h e scope of th e solu t ion u sin g visu al m odelin g
t ech n iqu e called scope m odelin g
Visu alizing Syst em pr ocesses u sin g u se case modelin g t ech n iqu e
Un der st an din g t h e in for m at ion t o be m ain t ained u sin g t h e bu sin ess
domain m odelin g t ech n iqu e
Un i t I Ov er vi ew of Sof t war e Dev el opm en t Li f e Cy cl es (SDLC) (3 Hr s)
Level of Kn owledge: Con cept u al an d Basic Un der st an din g

- Wh at an d Wh y SDLC?
- Tr adit ion al Models – Wat er fall & V
- It erat ive Models – Spir al
- Un ified Pr ocesses – RUP
- Agile Fr am ewor k
Un i t I I I n t r odu ct i on t o Requ i r em en t s (4 H r s)
Level of Kn owledge: Con cept u al, Basic Un der st an ding an d Case St u dy

- Wh at is Requ ir em en t?
- Types of Requ ir em en t s – Bu sin ess, St ak eh older , Solu t ion (Fu n ct ion al &
Non -Fu n ct ion al) an d Tr an sit ion Requ ir em en t s
- At t r ibu t es of good qu alit y r equ ir em en t s
- Requ ir em en t s At t r ibu t es
- Docu men t in g Requ ir em en t s (Req. Por t folio)
(4 Hr s)
192
Un i t I I I I n t r odu ct i on t o Bu si n ess Pr ocess M odel i n g

Level of Kn owledge: Con cept u al, An alyt ical an d Case St u dy
- Wh at is Requ ir em en t?
- Types of Requ ir em en t s – Bu sin ess, St ak eh older , Solu t ion (Fu n ct ion al &
Non -Fu n ct ion al) an d Tr an sit ion Requ ir em en t s
- At t r ibu t es of good qu alit y r equ ir em en t s
- Requ ir em en t s At t r ibu t es
- Docu men t in g Requ ir em en t s (Req. Por t folio)
Un i t I V El i ci t i n g St ak eh ol der an d Fu n ct i on al Requ i r em en t s (4 Hr s)
Level of Kn owledge: Con cept u al an d Case St u dy

- Appr oach t o elicitin g St ak eh older Req. (dist ingu ish it fr om elicit in g
Bu sin ess Requ ir em en t s)
- Appr oach t o elicit in g Fu n ct ion al Req. (dist in gu ish it fr om elicit in g
St ak eh older Requ ir em en t s)
- St ayin g at t h e r igh t level of dept h
- Man agin g con flict s
Un i t V Scope Model i n g (4 Hr s)

- Un der st andin g Solu t ion Scope an d dist in gu ish in g fr om Project Scope
- Con cept u al Un der st an din g of t h e t er m s ―
Act or sǁ, ―
Syst em ǁ, ―
Su b Syst em ǁ
an d ―Ext er n al Syst em ǁ
- Developin g Level 1 Con t ext Diagr am
- Developin g Level 2 Con t ext Diagr am
- Dist in gu ish in g Con t ext Diagrams fr om Ar ch itect u re Diagr am
Un i t VI Use Case Model i n g (5 Hr s)

- Wh at is Use Case?
- Use Case Modelin g pr in ciples – Act or , Associat ion an d Use Cases
- Use Cases r elat ion sh ips (In clu des / Exten ds) Defin in g Capabilit y
Un i t VI I Bu si n ess Dom ai n M odel i n g (5 Hr s)

- Wh at & Wh y Bu sin ess Dom ain Modelin g
- Basic Pr in ciples: Act or s, Wor k ers, En t ities, Associat ion
- Advan ced Pr in ciples: Gen er alizat ion , Aggregat ion , Com posit ion
193
1. Process Modelin g Sk ills

2. UML Modelin g sk ills
3. Requ ir em en t s elicit at ion an d docu m en t at ion sk ills
1. IIBA® 2009. A Gu ide t o t h e Bu sin ess An alysis Body of Knowledge® Ver sion
2. Bit t n er & Spen ce. Use Case Modelin g; Addison Wesley
Ref er en ces
1. Barbar a, A. Cark en or d. Seven steps to mastering business analysis. J . Ross

Pu blish in g.
2. Hu ll, J ack son ., & Dick . Requirements engineering. Spr in ger .
3. Kr u t ch t en m , Ph illippe., & Kroll. Rational unified process. Addison Wesley.
4. Pressm an , Roger . Softw are engineering: A practitioner's approach. McGr aw-
Hill.
5. Robin son , Mik e., & Ullah , Ph ilip. A Practical guide to BPR. Gr ower .
Ban galor e.
194
M BA 5 1 2 Gover n an ce an d Com pl i an ce
2 Cr edi t s
Descr ipt ion
Th e m ain aim of t h is su bject is t o pr ovide legal in pu t s t o t h e man agem en t

st u den t s. It em ph asizes th e n eed of legal k n owledge for fu t u r e m an agers.
St u den t s develop legal sk ills wh ich ar e n eeded for a Gen er alizat ion specialist in
m an agin g com pan ies. St u den t s of Gen eral Man agemen t sh ou ld develop t h e sk ill
an d k n owledge of u n der st an din g t h e legal aspect s of issu es in volved in day t o
day life of employees an d th ey sh ou ld be in a posit ion t o gu ide m an agem en t t o
deal wit h social an d gover n m en t al issu es wh ich is becom in g a ch allen gin g t ask
n ow a days.
To descr ibe t h e differ en t aspect s of bu sin ess en viron m en t in wh ich a

m an ager will be oper at in g r igh t from r ecr u it men t t o exit int er view an d t h e
legal issu es in volved.
Aler t in g em ployees r egar din g legal issu es wh ich t h ey m igh t be gett in g
in volved k n owin gly or u n k nowin gly an d t o k n ow abou t t h eir r igh t s an d
du t ies in an or gan izat ion .
Assist in g fem ale em ployees in k n owing t h eir r igh t s an d du t ies.
To u n der st an d t h e ch an gin g work en vir on m en t an d bu siness oper at ion s
an d legal issu es in volved in it .
To deal with st ak eh older s an d t o in cr ease goodwill of t h e organ izat ion in
t h e mar k et .
Un i t I Secu r i t y Legi sl at i on s (8 H r s)
Fact or ies Act , 1948: Object ives, Scope, Defin it ion s [ Fact or y, Wor k er , Hazar dou s
process, Occu pier ], Appr oval, licen sin g an d r egist r at ion of fact ories, Gen er al
Man agem en t du t ies of t h e occu pier , Gen er al Man agem en t du t ies of
m an u factu rin g, Healt h , Safet y an d Welfar e t o be pr ovided by t h e em ployer ,
Wor k in g h ou r s of You n g per son s, Adu lt s an d Wom en , Ann u al leave wit h wages
for em ployees, Pen alt ies
Paym en t of Wages Act : [Defin it ion s: In du st r ial Est ablish men t , Wages],
Respon sibilit y, Time an d dedu ct ion s for paym en t of wages, Recover y of Am ou n t ,
Appeals, Con dit ion s wh er e at t ach m en t of pr oper t y can be m ade, Pen alt ies.
Paym en t of Bon u s Act : [Defin it ion s: Accou n tin g year , Allocable su r plu s, available
su r plu s, dir ect t ax, employee, em ployer , Wage], Com pu t ation of gr oss pr ofits,
Com pu t at ion of available su r plu s, Eligibilit y an d disqu alificat ion for bon u s,
Min im u m an d Maximu m Bon u s, Set on Set Off of allocable su r plu s, Tim e lim it
for paym en t of bonu s, Calcu lat ion , For feitu r e of Bon u s and Bon u s in case of
New Est ablish m en t s, Pen alt ies.
Mat er n it y Ben efit Act : Scope of t h e act , Defin it ion s [Ch ild, Deliver y, Em ployer ,
Est ablish m en t , Miscar r iage, Wages], Pr oh ibit ion of Em ploym en t , Righ t t o
195
Mat er n it y Ben efit , Paym en t of m at er n it y ben efit in cer t ain cases, Dism issal
du r in g absen ce of pregn an cy, Leave an d n u r sin g br eak s, Pen alt ies.
Un i t I I Wel f ar e Legi sl at i on s (14 H r s)
Em ployees St at e In su r an ce Act , 1948: Object ives, Definit ion s [Ben efit per iod,
con fin em en t , Con t r ibu t ion per iod, depen dan t , em ploym ent in ju r y, Em ployee,
Exem pt ed Em ployee, Im mediat e em ploym en t , Disablem en t (par t ial an d
per m an en t , wages, exclu sion of wages], Applicabilit y of t h e act , Con t r ibu t ion and
Con t r ibu t ion calcu lat ion , Regist r at ion of est ablish m en t s, Ben efit s, Rest r ict ion s,
Prot ect ion , Pen alt ies.
Providen t Fu n d Act : Object ives, Defin it ion s [ Au t h or ized officer , Basic Wages,
Con t r ibu t ion , Con t r olled in du st r y, Em ployer, Em ployee, Exem pt ed Em ployee,
Recover y officer ], Em ployee Pr oviden t Fu n d Sch em es, Con t r ibu t ion s, St at u t or y
r at e of con t r ibu t ion , r et ain in g allowan ce, calcu lation ], Em ployees Pen sion
Sch em e: Est ablish m en t of Em ployees Pen sion Fu n d, Gr an t By cen t r al
Gover n men t , Em ployees Deposit Lin k ed In su r an ce Sch em e, Fr am in g an d it s
fu n ct ion in g, cir cu m st an ces u n der wh ich em ployers con t r ibu t ion can be
r ecover ed, At t ach men t of pr oper t ies, Pen alt ies: Offen ces by com pan ies.
Paym en t of Gr at u it y Act : Scope of t h e act , Applicabilit y of th e act , Defin it ion s[
Com plet ed year s of ser vice, Em ployee, Wages, Ret irem en t , Con t r ollin g au t h orit y,
employer , em ployee, Su peran n u ation , Family], Paym en t of gr at u it y on
t er m in at ion , for feit u r e of gr at u it y, com pu lsory in su r an ce an d paym en t of
gr at u it y, nom in at ion , det er m in at ion an d r ecover y of grat u it y, Pen alt ies.
Equ al Rem u n er at ion Act , 1976: Scope an d Applicat ion of t h e Act , Defin it ion s [
Rem u n er at ion , Sam e wor k or wor k of sim ilar n at u r e, Sim ilar wor k is not t h e
sam e wor k ], over r idin g effect , Equ al r emu n er at ion t o Men an d Wom en Wor k ers,
Proh ibit ion of Gen der Discr im in at ion , Power s an d Fu n ct ion s of au t h or it ies, Non
applicabilit y of t h e act .
Un i t I I I Di spu t es Set t l em en t (8 Hr s)
Dom est ic En qu iry: In t r odu ct ion , Defin it ion s[ Dom est ic En qu iry], Pr elim in ar y
In vest igat ion , St ages involved in Con du ct in g Disciplin ar y En qu ir y, Fr am in g of
Ch ar ges an d issu e of ch ar ge sh eet , Con sider at ion of th e wor k ers explan at ion ,
En qu ir y Not ice, Su spen sion , wit h or with ou t pay, Dom est ic En qu iry, Pr ocedu r e
for condu ct in g en qu iry, Ru les of Natu r al ju st ice, En qu ir y Officer , En qu ir y
proceedin gs, Fin din gs of t h e en qu iry officer , Com m u n icat ion of Pu n ish m en t
In du st r ial Dispu t es Act : Scope an d Ext en t of t h e act , Defin it ion s [ In du st r y,
In du st r ial dispu t e, In dividu al an d collect ive dispu t e, Aver age Pay, Em ployer ,
In depen den t person , Lay – off, Lock Ou t , Ret r en ch m en t , St r ik e, Un fair Labor
Pract ices, Wage an d Wor k m en ], Procedu r e for set t lem en t of in du st r ial dispu t e,
Proh ibit ion of st r ik es an d lock ou t s, Mat t er s u n der t h e pu rview of Labou r Cou r t
an d In du st rial Tr ibu n al, Notice of ch an ge in con dit ion s of ser vice, Volu n t ary
r efer en ce of dispu t es t o ar bit r at ion , Awar d Set t lemen t .
196
1. Gr ou p pr esen t at ion s on variou s t opics r elat ed t o t h e su bject , bot h con cept u al
an d pr act ical
2. Classr oom discu ssion s
3. Case st u dies –An alysis an d discu ssion
Cor e Tex t s:
1. Kapoor N.D., Elements of Mercantile Law , (2012). Su lt an Ch an d

Pu blicat ion s.
2. Sin gh B.D., Labour Law s for Managers, 2011, Excel Pu blicat ions.
Ref er r ed Book s
Ban galor e.
197
M BA 5 1 3 Man agem en t Con su l t i n g

2 Cr edi t s
Descr ipt ion
Con su lt an t s ar e m ost sou gh t aft er profession als wh en or gan izat ion s r equ ir e t o
evalu at e an d decide cer t ain cou rse of act ion s. Con su ltin g span s all disciplin es of
m an agemen t , fr om Mar k et in g t o Oper ation s t o Hu man Resou r ces t o In form at ion
Tech n ology. Th er e is an ever -in cr easing n eed for Con su lt an t s in t h e In du st r y
an d t h e pr ofession can be pr act iced as par t of Con su lt in g compan ies or even as
a fr eelan cer . Th is cou r se is design ed t o pr ovide m an agem en t con su lt in g
con cept s an d in sigh t in t o t h e pr act ice of con su lt in g com pan ies an d pr ofession als
an d equ ip st u den t s t o pu r su e a car eer in Con su lt in g or apply Con su lt in g
Con cept s in t h eir ch osen pr ofession .
In t r odu ce Con su lting In du st r y an d Client Relat ion sh ips

Un der st an d Con su lt in g Sk ills an d Com pet en cies
Un der st an d plan n in g an d execu t in g con su lt in g project s
Un i t I I n t r odu ct i on t o t h e Con su l t i n g I n du st r y an d t h e Pr of essi on

(5 H r s)
Con su lt in g In du st ry – Hist or y, Pr ofile an d Ch ar act er ist ics

Con su lt in g Com pan y Essen t ials, Categor y an d Ran ge of Ser vices
Tr ait s an d Sk ills of Con su lt an t
Un i t I I M ar k et i n g, Sal es an d Bu si n ess Dev el opm en t (3 Hr s)
Bu sin ess Developm en t

Clien t Acqu isit ion
Clien t Ret en t ion an d Relat ion sh ips
Un i t I I I Pr oj ect Execu t i on an d Fi n an ci al Man agem en t (6 H r s)
Project Gover n an ce, Risk an d Execu t ion Man agem en t

Project Cost in g & Pr ofit abilit y
Project Met hodology, Tools an d Tech n iqu es
198
Un i t I V Con su l t i n g Com pet en ci es (8 H r s)
Hard Sk ills – Bu sin ess Diagn osis, Pr oblem Solvin g, Str u ct u r ed Th in k in g

In n ovat ion , Im plem en t at ion , Ben efit Realisat ion
Soft Sk ills – Bu sin ess Comm u n icat ion , Pr esen t at ion , Pr oposal & Report Writ in g
Per son al Pr oficien cy – Man agin g Am bigu it y an d Un cer tain t y, In t ellect u al
Cu r iosit y
Wor k in g wit h Team s
Un i t V Dr i vi n g Tr an sf or m at i on (4 Hr s)
Tr an sfor m at ion Man agem en t

Ch an ge Man agemen t , Dealing wit h Resist an ce, Con flict Resolu t ion
Clien t Expect at ion s an d t h eir perspect ives
Un i t VI Car eer an d Gr owt h of a Con su l t an t (4 H r s)

Tr en ds in Con su lt in g
Day in a Life of Con su lt an t
Car eer Pr ospect s for a Con su lt an t
En t r epr en eu r sh ip in Con su lt in g
1. Case an d Pr esen t at ion Dr iven

2. A n u m ber of gr ou p exer cises on Consu lt in g Sit u at ion s
Ref er en ces:
1. Biswas, Su gat a. (2001). Management consulting: A complete guide to the

industry, (2 n d ed.). New Delh i : Wiley.
2. Rasiel, Et h an . M. (2008). The mck insey w ay by or the mck insey mind,
management of w orld’s top strategic consulting firm. (1 st ed.). New Delh i:
Tat a Mc Gr aw - Hill Com pan y Lim it ed.
3. Toppin , Gilber t ., & Czer n iawsk a, (2005). Business consulting, A guide to
how it w ork s, (Edit ion Illu st r at ed.). San Fr ancisco CA, Pfeiffer : An Im pr int
of Wiley.
Ban galor e.
199
MBA 5 1 4 Qu al i t y M an agem en t Sy st em
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a cor e su bject in t h e fou rt h t r im ester . It em ph asis the

im por t an ce of t ot al qu alit y m an agem en t in all ar eas or segm en t s of bu sin ess an d
or gan izat ion s. St u den t s develop an d specialize on t h e variou s appr oach es t o
qu alit y, problem solvin g m et h odology lik e qu alit y t ools.

appr oach t o Qu alit y Man agemen t
To fam iliar ize wit h t h e cu r r en t pr act ices in t h e field of QMS
Un i t I Qu al i t y Ph i l osoph y (5 H r s)
Level of Kn owledge – Con cept u al an d Basic

Qu alit y Ph ilosoph ies - Dem in g ― 14 Poin tsǁ - J u r an : Tr ilogyǁ - Cr osby ― Zer o
Defect ǁ - Ish ik awa ―Next On e in t h e Oper at ion is t h e Cu st om erǁ, Tagu ch i,
Un i t I I Cost of Qu al i t y (3 Hr s)

Cost of Qu ality - Discret ion ar y Cost : - Pr even t ion – Appraisal - Con sequ en t ial
Cost : In t er n al Failu re - Ext er n al Failu r e
Un i t I I I I n t r odu ct i on t o TQM (5 H r s)
Level of Kn owledge – Con cept u al

Tot al Qu alit y Man agemen t – Con cept - Com par ison wit h Tr adit ion al Qu alit y -
Im plem en t at ion of TQM - Malcolm Bald Ridge Awar d - TQM in Edu cat ion
Un i t I V Qu al i t y Tool s (4 H r s)

Man agem en t t ools for qu alit y
Un i t V Qu al i t y Sy st em s (5 Hr s)

Qu alit y Circles, ISO 9000, ISO 14000
200
Un i t VI Lean Si x Si gm a (4 Hr s)

Six Sigm a Tools, In t egr at ion wit h lean con cept s
Un i t VI I Cu r r en t Tr en ds (4 Hr s)

Best pr actices in Man u fact u r in g & ser vice in du st r ies
1. Gr ou p activit ies on 7 qu alit y t ools Pract ical pr oblems.

2. Case st u dies
3. Pr esen t at ion s on TQM pr act ices
4. Gr ou p activit y on Kaizen an d QFD
Cor e Tex t s:
1. Best erfield, D. H, & Best er field, M.C., & et al. (2011). Total Quality
Management. New Delh i: Pear son Pu blicat ion s.
1. Bedi, K. (2010). Quality management. New Delh i: Oxford Pr ess

Pu blicat ion s.
2. Bh at t, S. (2007). Total quality management. New Delh i: Him alaya
Pu blicat ion s.
3. Evan s, J . R. (2005). Total quality management, organization, strategy . New
Delh i: Th om as Sou t h west er n Pu blicat ion s.
4. Git low, K. (2005). Quality management. New Delh i: Th e McGr aw Hill
Pu blicat ion s.
5. Logot h et is, N. (2002). Managing for total quality – f rom deming to taguchi
and SPC. New Delh i: Paper back .
1. Mr. Sivan an dam
Dir ect or
Th iru ven i Con su lt an t s
Ban galor e
2. Mr. J ayat h ir t a
Man agin g Dir ect or
Bu lls Eye Lt d.,
Ban galor e
201
CUR R I CUL UM
Y EAR - I I
H u m an R eso u r c e
202
MBA 5 2 1 H u m an Rel at i on s Sk i l l s
2 Cr edi t s
Descr ipt ion
Th e cou r se is offer ed as a h u m an r esou r ce elect ive in t h e secon d year. Th e

cou r se offer s 19 sk ill areas u n der five m ajor dom ain s – in t r aper son al
effect iven ess, in t er person al effect iven ess, u n derst an din g an d wor k ing in t eam s,
an d leadin g in dividu als an d gr ou ps. It offer s st u den t s a balan ce bet ween th eory
an d applicat ion . It pr ovides tips an d t ech n iqu es as well as con cept u al gr ou n din g
t o m ot ivat e par t icipan t s t o learn an d apply a par t icu lar sk ill. Th is cou r se is
im por t an t becau se or gan izat ion s are look in g for em ployees wit h ou t st an din g
in t er per son al sk ills t o h elp t h em r em ain flexible an d viable in t oday‘s com pet it ive
work for ce.
To pr ovide st u den t s wit h oppor t u n it ies t o explor e sk ills an d t o develop ot h er s

as an effect ive h u m an r esou r ce execu t ive.
To allow part icipan t s han ds – on exper ien ce in t h e HR sk ills an d in cr ease
t h eir self efficacy in t ask s an d du t ies relat in g t o h u m an resou r ce developm en t
an d m an agem en t .
To develop par t icipan t s‘ sk ills for in flu en cin g & m an agin g in dividu als an d
gr ou ps, t h er eby en han cing h u m an r elat ion s sk ills for impr oved per for m an ce
at t h e wor k place.
To lear n t h e var iou s sk ills an d pr act ice t h em
Helps assess level of effect iven ess an d en h an ce on es capabilit y in each of t h e
sk ills
En gage in r eceivin g feedback fr om ot h er s an d en cou r age self-feedback for
each sk ill
Un i t I (4 Hr s)
Level of Know ledge: Conceptual, Understanding and Application

Self Awar en ess, Self disclosu r e an d t r u st – Per son al & In t er person al sk ills
Un i t I I (4 H r s)

Goal Set t in g an d self m an agem en t
Un i t I I I (4 H r s)
Un der st an d an d work in g wit h diver se ot h ers an d list en in g
203
Un i t I V (4 H r s)

Con veyin g an d per su adin g ot h ers
Un i t V (4 Hr s)

Negot iat ion an d m an agin g con flict s
Un i t VI (4 H r s)

Bu ildin g t eam s , wor k gr ou ps an d facilit at in g t eam su ccess
Un i t VI I (4 H r s)
Effect ive m eet in gs, m ak in g decision s an d solvin g problem s
Un i t VI I I (4 Hr s)

Power, polit ick in g, n et work in g an d m en t or in g
Un i t I X (4 H r s)
Level of Know ledge: Conceptual, Understand ing and Application

Coaching, providing feedback and project management
Un i t X (4 H r s)

Leadin g an d em power in g self an d oth er s
[Tot al :3 0 H ou r s]
1. Set of qu est ion s t h at relat e t o t h e lear n in g object ives for each sk ill t est ed
t r ou gh Mu lt iple ch oice Qu est ion s
2. Case st u dy t h at h elps par t icipan t s u n der st an d h ow t h e sk ill (or lack
t h er eof applies in a r eal wor ld situ at ion s
204
3. St r at egies for lear n in g an d u sin g t h e sk ills

4. Exer cises ar e r eflect ive an d exper ien t ial
5. Role plays
6. In t eract ive lect u r es an d in dividu al an d gr ou p t ask s
Pr act i cal Recor d: Each st u den t will m ain t ain a pract ical recor d book du ly
sin ged by t h e facilit at or aft er t h e com plet ion of each sk ill. Th e r ecor d will con t ain
t h e n am e of t h e sk ill, t h e con cept u al fr am e wor k of t h e sk ill, at least t wo
object ives t o be ach ieved, at least t wo m et h ods adopted for ach ievin g t h e
object ives, t h e r esu lt s, t he in t er pr et at ion an d discu ssion t h e r esu lt s, t h e
lear n in g‘s fr om t h e sk ill and at least two act ion plan wit h follow u p det ails.
No en d t erm exam . Th e cou rse is based on con t in u ou s evalu at ion on m u lt iple

com pon en t s t est in g for con cept u al k n owledge, u n der st an din g an d applicat ion of
sk ills.
Ev al u at i on Pat t er n :
1. 4 MCQ Tests - 50 marks

2. Practical Record – 10 marks
3. Individual Presentation- 10 marks
4. Group Presentation -10 marks
5. Written Assignment – 5 marks
6. Faculty assessment – 5 marks
1. De J an asz, S. C., Dowd, K. O., an d Sch n eider , B. Z. (2012). Interpersonal

sk ills in organizations. 3r d Edit ion , McGr aw-Hill Ir win
2. Robbin s, S.P an d Hu n sak er , P. L. (2012). Training in interpersonal sk ills;
Tips for managing people at w ork . 45h Edit ion , PHI Lear n in g Pr ivat e
Lim it ed
Ref er en ce Book s
1. Gallagh er , K. (2011). Sk ills developm en t for bu sin ess an d m an agem en t

st u den t s. Delh i: Oxfor d Un iver sit y Pr ess.
2. Hegar , K. W. (2012). Moder n h u m an r elat ion s at wor k (11 th ed.). Cen gage
Lear n in g.
3. Wallace, H. R., & Mast er s, L. A. (2012). Person alit y Developm en t , New
Delh i: Cen gage Lear n in g.
205
M BA 5 6 6 Labor Laws I I
2 Cr edi t s
Descr ipt ion
Th e cou rse is offer ed as a h u m an r esou r ce elect ive in t h e secon d year . Th e paper

h elps t h e st u den t s to u n der st an d t h e legal aspect of th e Hu man r esou r ces in t h e
or gan izat ion . Th e paper develops t h e awar en ess abou t t h e var iou s act s an d legal
com plian ces r equ ir ed for sm oot h fu n ct ion in g of t h e or gan ization
To m ak e t h e st u den t s aware of
Th e em ployer s obligat ion s u n der t h e st at u t es
Th e em ployee/ wor k er s r igh t s u n der t h e Act s
Con sequ en ces of n on com plian ce of t h e st at u t es
Th e power s of t h e gover n men t / au t h orit ies u n der t h e Act
Un i t I
(8 H r s)
Th e Em pl oy ees Pr ov i den t Fu n ds an d M i scel l an eou s Pr ov i si on s Act , 1 9 5 2 :
Object ives, Defin ition s [ Au t h or ized officer , Basic Wages, Con t r ibu tion ,
Con t r olled in du st ry, Em ployer , Em ployee, Exem pt ed Em ployee, Recover y officer ],
Em ployee Pr oviden t Fu n d Sch em es, Con t ribu t ion s, St at u t or y r at e of
con t r ibu t ion , r et ain in g allowan ce, calcu lat ion ], Em ployees Pen sion Sch em e:
Est ablish m en t of Employees Pen sion Fu n d, Gr an t By cen t r al Gover n m en t ,
Em ployees Deposit Lin k ed In su r an ce Sch em e, Fram in g an d it s fu n ction in g,
cir cu m stan ces u n der wh ich em ployers con t r ibu t ion can be r ecovered,
Att ach men t of propert ies, Pen alties: Offen ces by com pan ies.
Th e Em pl oy ee St at e I n su r an ce Act , 1 9 4 8 : Object ives, Defin it ion s [Ben efit
per iod, con fin emen t , Con tr ibu t ion period, depen dan t , em ploym en t in ju r y,
Em ployee, Exem pt ed Em ployee, Im m ediate em ploym en t , Disablem en t (par t ial
an d per m an en t, wages, exclu sion of wages], Applicabilit y of th e act , Con t r ibu t ion
an d Con t r ibu t ion calcu lat ion , Regist r at ion of est ablish m en t s, Ben efit s,
Restr ict ion s, Pr ot ect ion , Pen alties,
Un i t I I
(6 H r s)
Th e Wor k m en ’s Com pen sat i on Act , 1 9 2 3 : Scope of t h e act , Defin it ion s
[Depen dan t , Em ployer , Disablem en t , Wages, Work m an an d Con t r act of
Em ploym en t ], Ru les r egar din g em ploymen t [Per son al in ju r y by acciden t , Th eor y
of n ot ion al ext en sion ], Occu pat ion al Diseases, Am ou n t of com pen sat ion ,
Calcu lat ion of Com pen sat ion for [deat h , perm an en t t ot al disablem en t ,
per m an en t part ial disablem en t , t em porar y disablem en t ], Com pen sat ion wh en
du e, dist ribu t ion of com pen sat ion .
Th e Pay m en t of Gr at u i t y Act , 19 7 2 : Scope of t h e act , Applicabilit y of t h e act ,
Defin it ion s[ Com plet ed years of ser vice, Employee, Wages, Ret ir em en t ,
Con t r ollin g au t h or it y, em ployer, em ployee, Su per an n u at ion , Fam ily], Paym en t of
206
gr at u it y on ter m in at ion , for feit u re of gr at u it y, com pu lsor y in su r an ce an d

paym en t of gr at u it y, n om in at ion , det er m in at ion an d r ecover y of gr at u it y,
Pen alt ies.
Un i t I I I
(8 H r s)
Th e I n du st r i al Em pl oy m en t (St an di n g Or der s) Act , 1 9 46 : Object s, Defin it ion s
[ Em ployer , In du strial Est ablish m en t , St an din g Or der s], Scope of t h e Act ,
Est ablish m en t s t o wh ich t h is act doesn ‘t apply, Procedu r e for su bm ission of
draft st an din g or ders, Pr ocedu r e for cer tificat ion of st an din g or der s, Con dit ion s
for cer t ificat ion of st an din g or der s, Paym en t of su bsist en ce allowan ce, Pen alt ies.
Th e Tr ade Un i on s Act , 1 9 2 6 : Scope of t h e act , Defin it ion s [ Trade Dispu t e,
Tr ade Un ion ], Agr eem en t s not affect ed by t h e act , Pr ocedu r e for regist r at ion of
Tr ade Un ion s, Can cellat ion of regist r at ion of t r ade u n ion , Du ties an d Liabilit ies
of a Tr ade Un ion , Amalgam at ion an d Dissolu t ion of a Tr ade Un ion , Pen alt ies.
UNI T I V
(8 H r s)
T h e I n du st r i al Di spu t es Act , 1 9 4 7 : Scope an d Ext en t of t h e act , Defin it ion s [
In du st r y, In du st r ial dispu t e, In dividu al an d collect ive dispu t e, Aver age Pay,
Em ployer , In depen den t per son , Lay – off, Lock Ou t , Ret r en chm en t , St rik e, Un fair
Labor Pr act ices, Wage an d Wor k m en ], Procedu r e for set tlem en t of in du st r ial
dispu t e, Proh ibit ion of str ik es an d lock ou t s, Mat t er s u n der t h e pu r view of
Labou r Cou r t an d In du st r ial Tr ibu n al, Not ice of ch an ge in con dit ion s of ser vice,
Volu n t ary r efer en ce of dispu t es t o ar bit r at ion , Award Set t lem en t
Th e Mat er n i t y Ben ef i t Act , 1 9 6 1 : Scope of t h e act , Defin it ion s [Ch ild, Deliver y,
Em ployer , Est ablish m en t , Miscar r iage, Wages], Pr oh ibition of Em ploym en t , Righ t
t o Mat ern it y Ben efit , Paym ent of m at er n it y benefit in cer t ain cases, Dism issal
du r in g absen ce of pr egn an cy, Leave an d n u r sin g br eak s, Pen alt ies. Dom est ic
En qu ir y: Defin ition , Prelim in ar y in vest igat ion , Ru les of n at u r al ju st ice,
procedu r e]
Cor e Tex t s:
1. Kapoor N.D. (2009). Elements of mercantile law (28 th ed.). New Delh i: Su lt an
2. Sin gh, B.D. (2011). Labor Law s (1 st ed.). New Delh i: Excel Book s.
Ref er r ed Book s:
1. Dr . Viswan at h N.S. 3.Mr .Gir i Nar ayan an

Dir ect or Dir ect or HR Bh avan Mar sh all
In st it u t e of Man agem en t GE Power , Ban galor e.
2. Dr . Su bh ash Sh ar m a, Dir ect or

In dian Bu sin ess Academy Ban galor e.
207
MBA 5 6 9 Com pen sat i on Man agem en t

2 Cr edi t s
Descr ipt ion
Th e cou rse is offer ed as a h u m an r esou rce elective in t h e secon d year . Pr ovidin g

employees wit h com pen sat ion an d ben efit s is t h e sin gle lar gest bu dget
com pon en t for m ost bu sin esses, an d, at t h e sam e t im e, a k ey t o su ccess or
failu r e. Besides bein g a cost fact or , t h e design of t h e com pen sat ion syst em h as a
m ajor im pact on a com pany‘s at t r activen ess t o job seek er s an d t h e beh aviou r of
cu r r en t employees. Th e cou r se pr ovides a syst em at ic gu ideline or ― r oad m apǁ for
iden t ifyin g an d designin g com pen sat ion syst em s t h at add valu e t o organ izat ion s.
Effect ive compen sat ion syst em s ar e in lin e wit h t h e pr in ciples of bot h st r at egic
m an agemen t an d t h e scien t ific st u dy of h u m an beh aviou r . St u den t s will explor e
t h e t h eor y, con cept s, an d m et h ods u sed t o design com pen sat ion an d ben efit s
syst ems in a way t h at con t r ibu t es to ach ievin g t he goals of t h e or gan izat ion an d
it s in dividu al m ember s.
Relat e com pen sat ion m an agem en t t o beh avior al t h eor ies an d con cept s an d
wit h in t h e wider con t ext of h u m an r esou r ces m an agem en t
Iden t ify t h e in t er n al an d ext er n al en vir on m en t al fact ors t h at h ave an im pact
on t h e pay st ru ct u r e of an or gan izat ion
To edu cat e t h e st u den t s on t h e t h eor etical fou n dat ion s of r ewar d an d
r em u n er at ion st r at egies in or gan izat ion s.
To explain t o t h e st u den t s t h e issu es in design in g t h e rewar d syst em s, t h e
m et h ods an d aim s of differ en t for m s of paym en t syst em s; an d
To m ak e st u den ts aware of t h e em ployer s obligat ion s u n der labor st at u t es
gover n in g wage an d salar y adm in istr at ion .
Un i t I Wage & Sal ar y Adm i n i st r at i on (8 Hr s)I I
Level of Kn owledge – basic, con cept u al & applicat ion Kn owledge

Con cept of wages & salar y, t h eor ies of Wages; Types of wages; Com pon en t s of
wages; Fact or s det erm in in g wages, Pr in ciples of wage admin ist r at ion , Wage
fixation m et h ods; Rewar ds, in cen t ives & Fr in ge ben efit s, Types of in cen t ive plans
& t h eir m er it s & dem er it s
Un i t I I Wage Legi sl at i on s (7 Hr s)
Level of Know ledge – conceptual & application Know ledge

Prin ciples of Equ al Pay for Equ al wor k . J ob evalu at ion – Defin ition - object ives-
prin ciples – m et h ods, r an k ing, classificat ion , Fact or Compar ison m et h od an d
Poin t met h od of job evalu at ion
208
Un i t I I I Wage St r u ct u r e (7 Hr s)
Level of Know ledge: Work ing & Application Know ledge

Wage fixat ion – flat r at e, m er it rat e, wage su r veys. Wage Paym en t – wage
paym en t policies - wage paym en t syst em s – wage in cen t ive plan s, Blu e Collar
employees, Wh it e Collar em ployees.
Un i t I V Ex ecu t i v e Com pen sat i on Pl an s (4 Hr s)
Level of Know ledge – Designing & Implementation Know ledge

Basic paym en t s, fr in ge ben efit s, r et ir em en t ben efits, cafet eria fr in ge ben efit s -
wh y execu t ives are paid m or e
Un i t V Ch al l en ges of Com pen sat i on (4 Hr s)
Level of Know ledge: Advanced Know ledge

Per for m an ce based com pen sat ion , sk ill-based pay Vs. J ob based pay, pay
r eviews, pay secrecy, com par able wor t h .
[TOTAL 3 0 Hou r s]
1. An alyzin g r epor t ed com pen sat ion su rveys of var iou s in du st ries.
2. Th e var iou s legal en act m en t s effect in g com pen sation in gen eral.
3. Teach st u den t s t o u se labou r law jou rn als for m ak in g t h em u pdat e wit h
laws.
4. An alyzin g case st u dies, pr esen t at ion s an d live pr oject s.
1. Sin gh , B.D. (2008).Compensation & rew ard management(1 st ed.). New
Delh i: Excel.
Ref er en ce Book s
1. Boh lander , G.,& Sn ell,S.(2009).Human resource management.Cen gage
lear nin g- Sou t h Wester n .
2. Fish ers, C.D., Sch oen feldt , L.F.,& Sh aw, J .B.(2009). Managing human
resource. Cen gage lear n in g.
3. Hen der son , R.I. (2009).Compensation management in a know ledge-
based w orld (9 th ed.).In dia:Pear son edu cat ion .
4. Kr ish n aswam i,R.(1957).Labou r Law J ou r nal. In dia: Cou r ts
5. Mar t occh io,J .J .(2009).Strategic compensation- A human
resourcemanagement approach.(3r d ed.),In dia: Pear son edu cat ion .
6. Sin gh, B.D.(2009).Industrial relations:Emerging paradigms.New Delh i:
Excel.
209
1. Dr. B.C San jeevaiah , 2. Mr . Gir in arayan

Pr ofessor & Ch air man Dir ect or – Hu m an Resou r ce
Post Gr adu at e Depar t men t of Comm er ce GE Power
3. Dr . Vivek an an d 4. Mr. Rajash ek ar ,

Facu lty, Icfai Bu sin ess Sch ool, Visit in g Pr iofessor &
Ban galor e con su lt an t
Viyayan agar , Ban galor e
210
M BA 5 7 2 St r at egi c Hu m an Resou r ce Man agem en t
2 Cr edi t s
Descr ipt ion
Th e cou r se is offer ed as a h u man r esou r ce elect ive in t h e secon d year . Th is

cou r se h elps t h em u n der st an d t h e st rat egic valu e of Hu m an resou r ce fu n ct ion in
t h e or gan izat ion . It focu ses on t h e dom ain s of t op level decision m ak in g wh ich
n eeds t o align ed wit h h u m an r esou rce m an agem en t .
Th e k ey object ive is t o u n der st an d t h e st r at egic impor tan ce of HRM. Th e

syllabu s is design ed in su ch a way t h at t h e st u den t can r elat e HRM issu es t o
t h e st r at egy level
To u n der st an d t h e r elat ion sh ip bet ween t op level st r at egy an d h u m an
r esou r ce man agem en t .
To en h an ce t h e st u den t ‘s sk ill by m ak in g h im awar e of st r at egic dim en sion of
Hu m an Resou r ce decision s.
Level of k now ledge: Functional

Im por t an ce of h u m an r esou r ces at or gan izat ion s. Hu m an r esou rces in
r elat ion sh ip t o t op m an agem en t goals, Com pan y st r at egy, an d or gan izat ion
cu lt u r e.
Un i t I I St r at egy For m u l at i on (6 H r s)

St rat egy for m u lat ion . Th eor etical fou n dat ion s, In ter n at ional st r at egy, Hu m an
r esou r ce con t r ibu t ion s t o st rat egy.
Un i t I I I Pl an n i n g (6 Hr s)

Hu m an r esou r ce plan n in g
Th e st r at egic r ole, Man agem en t issu es. Select in g for ecast in g t ech n iqu es,
For ecast in g su pply of h u m an r esou rces, For ecast in g dem an d for h u m an
r esou r ces.
211
Un i t I V I m pl em en t at i on 1 (6 H r s)

St rat egy im plem en t at ion : Wor k force u t ilizat ion an d Em ploym en t pr act ices.
Efficien t u t ilizat ion of h u m an r esou r ces, Dealin g wit h em ployee st r at egies,
select ion of em ployees, Dealin g wit h employee su r plu s, Special im plemen t at ion
ch allen ges.
Un i t V I m pl em en t at i on 2 (4 Hr s)

St rat egy im plem en t at ion : Rewar d & developm en t syst em s. St r at egically or ien t ed
per for m an ce m easu rem en t syst em s, Com pen sat ion syst em s, Employee
developm en t .
Un i t VI I m pact of Hr Pr act i ce (3 Hr s)
Level of k now ledge : Work ing

Th e per for m an ce im pact of h u m an resou r ce pr act ices - In dividu al h igh-
per for m an ce pr actices, Lim it at ion s of in dividu al pr act ices, Evolu t ion of pr act ices.
Un i t VI I Eval u at i on (2 Hr s)

Hu m an r esou r ce evalu at ion - Over view of evalu at ion , Approach es t o evalu at ion ,
Evalu at in g st r at egic con t ribu t ion s of t r adit ion al areas, Em er gin g ar eas.
1. Th is cou r se will be t au gh t t h r ou gh lect u re session s, case st u dies,

assign m en t s, r ole plays an d class pr esen tat ion s
2. Pr esen t at ions of var iou s in du st r y exam ples.
3. Pr esen t at ions an d gr ou p discu ssion s by st u den t s on r elat ed t opics in t h e

in du st r y
J eoffery Mello., (2009). Strategic Human Resource Managemnt. Cen gage.
212
Ref er en ces
1. Ch ar les.R.Gr eer .,(2009). Strategic Human Resource Management. Pear son

Edu cat ion .
2. Fr ed.K.Fau lk es.,(2010). Strategic Human Resource Management. Pr en t ice Hall.
3. Rajib Loch an Dh ar .,(2009). Strategic Human Resource Management, Excel
Book s.
1. Dr . B.C San jeevaiah , 2. Mr. Girin ar ayan

Pr ofessor & Ch air m an Dir ect or – Hu man Resou r ce
Post Gr adu at e Depar t m en t of Com m er ce GE Power
3 Dr . Vivek an an d 4. Dr . Su bh ash Sh ar ma
Facu lt y, Icfai Bu sin ess Sch ool, Dir ect or
Ban galor e In du s Bu sin ess Academ y
Ban galor e
213
CUR R I CUL UM
Y EAR - I I
SY ST E M S
214
M BA 5 51 T ech n ol ogy M an agem en t an d I n du st r i al Au t om at i on
2 Cr edi t s
Descr ipt ion
Th is cou r se will cover all ar eas of t ech n ology available for pr ocesses of pr odu ct
based or ser vice based in du st r ies. It also cover s t h e lat est t r en ds an d
advan cem en t in t ech n iqu es in bu sin ess m odels, t ech n ology t ran sfer an d r elat ed
ar eas in t h e oper ation al Man agem en t . Th e secon d part covers all aspect s of
In du st r ial Au t om at ion s an d con t r ol syst em s. Mor e ar eas of CAD, CAM,
Sign alin g, Robot ics an d pr ocess au t om at ion s.
To give t h e st u den t s a clean u n der st an din g of t h e con cept s of Tech n ology

m an agemen t an d r elat ed decision su ppor t syst em in t h e fast ch an gin g bu sin ess
en vir on m en t . Th e in pu t s also sh ow h ow t ech n ology can im pr ove t h e en t er prise
effect iven ess wit h t h e object ive of im pr ovin g it s pr ofit abilit y an d bet t er syn er gy
wit h cu st om er s an d su ppliers. Th is su bject will fam iliar ize t h e st u den t s wit h
con cept on Tech n ology ie., pr odu ct t ech n ology, Pr ocess t ech n ology, Tool
Tech n ology, Au t om at ion et c wit h special refer en ce t o m an agin g an d
globalizat ion . Th e cou r se also offer s a fu n dam en t al fr am ewor k for In du st r ial
Au t om at ion in an organ izat ion . It iden t ifies t h e var iou s Au t omat ion syst em s
solu t ion s an d iden t ifies t h e var iou s applicat ion s of In du st r ial Au t om at ion
Un i t I Tech n ol ogy - I t s i m por t an ce (3 H r s)
Defin it ion , Th e n eed it s r ole in Com pet it ive En vir on men t

Types of Tech n ology- produ ct , Pr ocess, Tool, Au t om at ion et c.,
Un i t I I M an agi n g Tech n ol ogy (4 H r s)

Tech n ology for ecast in g, Feasibilit y st u dy
Oppor t u n it ies, In n ovation bu ildin g wit h t eam s, Tech n ology au dit ,
Tech n ology diffu sion an d Deploym en t .
Un i t I I I Bu si n ess M odel (5 H r s)
Tech n ology life cycle, R& D an d it s r ole, Man agin g R& D

New pr odu ct developm en t process, Bu sin ess m odels in n ovat ion s
Fin an cial assessm en t of Bu sin ess model
Un i t I V Tech n ol ogy Tr an sf er an d t ech n ol ogy f u n di n g (4 H r s)
Tech n ology acqu isit ion , Choice bet ween t ech n ologies. Issu es in in t ellect u al
proper ty r igh t s. Developin g local/ In h ou se capabilit ies, VC fu n din g , Risk in
t ech n ology m an agem en t .
215
Un i t V I n t r odu ct i on t o I n du st r i al Au t om at i on an d Con t r ol Sy st em
(4 Hr s)
Evolu t ion of in st r u men t at ion an d con t r ol, Role of au t om at ion in in du st r ies,
Ben efit s of au t om at ion , In t r odu ct ion t o DCS an d it s fu n ct ion s an d advan t ages.
In tr odu ct ion t o au t om at ion tools PLC and SCADA.
Un i t VI Com pu t er I n t egr at ed Man u f act u r i n g ( 4 hrs )
An in t r odu ct ion t o com pu t er -in t egr at ed design an d m an u factu rin g wit h a focu s
on m an u fact u r in g pr ocess plan n in g. Emph asis on con cu r r en t en gin eer in g
prin ciples, m an u fact u r in g pr ocess en gin eerin g, compu t er -aided pr ocess
plan n in g, NC pr ogram m in g, an d CAD/ CAM in t egr at ion .
Un i t 7 : Appl i cat i on s f or I n du st r i al Au t om at i on an d l at est t r en ds i n

t ech n ol ogy M an agem en t ( 6 h r s )
Au t om at ion for followin g in du st r ies: power , Water an d Wast e wat er t r eat men t ,
Food an d Bever ages, Cem en t , Ph ar maceu t icals, Au t om obile an d Bu ildin g
au t om at ion .
Lat est t r en ds in Tech n ology Man agem en t .
Skill Development
1. Group case studies to present after studying Automation of different Industries

like Power , Water treatment ,Steel plant , Automobile company , Pharmacy
company ,etc.
2. Studying different business models, Technolgy transfers of different Industries
and present it as a group.
3. Visiting certain Industrial automation equipments making companies.
Ref er en ces f or Tech n ol ogy Man agem en t
1. David, For d., & Mich el, Sar en. (2001). Managing and mark eting
Technology (2 n d ed.). Pu blish er In t er nation al Th omson com pu t er
Pr ess.
2. Fr edr ik , Bet z. (2003). Managing technological innovations ( 2 n d ed.).
Pu blish er Wiley.
3. Haag, Bait zan . Ph illips. (2009). Business driven technology(2 nd ed.).
Pu blish er Tat aMcgr aw Hill
Ref er en ces f or I n du st r i al Au t om at i on
1. Kr ish n a, Kan t .( 2011). Computer based industrial control. (2 n d ed.). PHI

Pu blicat ion s
2.Bat t ik h a, N. E. ( 1992 ). The management of control system: justification and
technical auditing. (1 st ed.). ISA Pu blication s
216
Ex per t Mem ber s
1. Dr . N.S. Narah ar i,
Pr ofessor & Dir ect or ,
Dept of Placem en t , Tr ain in g an d In du st r ial En gin eer in g,
RV College of En gin eer in g, Ban galor e-560059.
2. Pr of. K. Rajagopal B.Tech ( IIT), PGDBM ( IIM)

Fou n der Dir ect or of a com pan y mak in g soft war e pr odu ct s for in du st r ial
en er gy m an agem ent .
Visit in g facu lt y, Pr esiden cy college, Ban galor e
217
MBA 5 52 En t er pr i se Asset M an agem en t
2 Cr edi t s
Descr ipt ion s
Th is paper offer s a fu n dam en t al fr am ewor k for m ain t en an ce m an agem en t in an

or gan izat ion . It pr ovides st u den t s wit h k n owledge of asset s m an agem en t t owards
produ ct ive life t h rou gh Main t en an ce plan n in g an d sch edu lin g, Tot al pr odu ct ive
m ain ten an ce, Com pu t er ized m ain t en an ce man agem en t syst em an d Main t en an ce
cost .
To develop t h e stu den t s k n owledge in main t en an ce ar ea wit h em ph asis for

in cr eased equ ipm en t availabilit y, on e of t h e lean con cept .
To m ak e aware t h e st u den t s wit h lat est con cept t ot al pr odu ctive
m ain t en an ce, r eliabilit y cen t er ed m ain t en an ce
To mak e awar e of st u dent s in m ain t en an ce cost an d safety wor k in g in t h e
in du st r y.
Un i t I M ai n t en an ce Man agem en t Fr am ewor k (4 Hr s)

Defin it ion & r ole of m ain t en an ce, Ch allen ges of m ain t en an ce, Fu n ct ion s of
m ain ten an ce, Classificat ion s of m ain t en an ce syst em , Or gan izat ion for
m ain ten an ce m an agem en t . Con cept of MUDA, MURA an d Mu r i
Un i t I I En t er pr i se Asset M an agem en t (4 Hr s)

Design of m ain t en an ce syst em , Pr even t ive m ain t en an ce, Pr edict ive main t en an ce,
Br eak down m aint en an ce, Tot al plan n ed m ain t enan ce, Over h au ls an d
sh u t down , In spect ion an d lu br icat ion s.
Un i t I I I M ai n t en an ce Pl an n i n g & Sch edu l i n g (5 Hr s)

Plan n in g of differ en t t ypes of m ain ten an ce, Schedu lin g an d sch edu le
prepar at ion s, Design of m ain t en an ce syst em , Or gan izat ion for m ain t en an ce,
218
Un i t I V M ai n t en an ce cost (4 H r s)

Cost in g an d bu dget in g for m ain t en an ce- Cost codes, Cost allocat ion s, Bu dget ,
Bu dget ar y con t r ol, Cost repor ts, Life cycles of m ain t en an ce cost , Cost r edu ct ion
in spar es
Un i t V Tot al Pr odu ct i ve m ai n t en an ce (4 H r s)

Wh at is TPM?, Con cept of TPM, Pillar s of TPM, TPM an d TQM, Ben efit s of TPM,
calcu lat ion & ben efit s of OEE, How t o im plemen t TPM, Negat ive fact or s affect in g
TPM, Toyot a TPM syst em .
Un i t VI Com pu t er i zed m ai n t en an ce m an agem en t sy st em (5 Hr s)

Equ ipm en t classificat ion , J ob cat alogu in g, in spect ion sch edu lin g, Repair
plan n in g, repair fu lfillm en t r epor t , Br eak down en t r y an d an alysis, Mater ial
in den t pr epar at ion .
Un i t VI I Saf et y m an agem en t an d acci den t pr ev en t i on (4 Hr s)

Safet y st ages-Du r in g in st allat ion , com mission in g & m ain t enan ce, Safet y of plan t
an d people, acciden t s, cau ses of acciden t s, Fir e h azar ds, elect rical h azar ds,
Ch em ical h azar ds, Occu pat ion al diseases, Cost of acciden t s, How acciden t s can
be pr even t ed, Safet y m an agem en t.
Gr ou p Case st u dy an d pr esen t at ion on variou s m ain t en an ce pract ices

car r ied ou t in pr ocess/ bat ch / Assem bly/ Ser vice In du st r y.
To im pr ove t h e sk ill of t h e st u den t in t h e ar ea of main t en an ce plan an d
sch edu lin g.
Case st u dy an d pr esen t at ion sk ill.
Sn apsh ot fr om pr act ice t h at associat es t h eory with pract ice will im pr ove
t h e st u den t s sk ill for bet t er pr odu ct ive t ech n iqu es.
Pr escr i bed Book :

1. Mish r a R.C.,Maintenance Engineering & Management. PHI pu blish er .
219
Ref er en ces
1. Ch r ist oph er Idh amm er .,Results Oriented Reliability and Maintenance
Management Book . IDCON Pu blish er .
Ex t er n al i n pu t :
1. Pr of. Sh ivan an da 2. Pr of. J ish n u Hazr a

(Visin g Facu lt y) IIM, Ban galor e
Dir ect or
Th r iven i St r u ct u r es,Ban galor e
Ban galor e
3. Pr of.A.R.Mu t h u swam y,
Ex-ED Oper at ion s & Main t en an ce,
Ban galor e
220
M BA 5 8 3 Adv an ced Su ppl y Ch ai n Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as an oper at ion s specializat ion paper in t h e fift h t r imest er .

Th e paper emph asizes t h e r ole of su pply ch ain m an agem ent in en t er pr ise
produ ct ivit y in t er m s of r edu ced cost s an d im proved profit s. Th e paper addr esses
t h e issu es in in t egrat in g th e su pplier s as well as cu st om er s wit h t h e or gan izat ion
for syn er gist ic valu e addit ion for ever y en t it y in su pply ch ain . Th e paper h elps
t h e st u den t s t o look at t h e bu sin ess fr om su pply ch ain per spect ive, t h at t oo in a
dynam ic en vir on men t .
To m ak e st u den t s appr eciat e t h e r ole of su pply ch ain an d logist ics decision s.

To equ ip st u den t s wit h t ools an d t ech n iqu es of su pply ch ain m an agem en t .
Un i t I I n t r odu ci n g Su ppl y Ch ai n Man agem en t (4 H r s)

Su pply ch ain con cept s an d ch ar act er ist ics, discu ssion s of logist ics in t erface wit h
m icr o econ om y su ch as m ar k et in g, pr odu ct ion an d ot h er fu n ct ion al ar eas an d
m acr o econ om y su ch as global econ om ic policies, u n der st an din g th e Su pply
Ch ain - t h e ch an gin g bu sin ess lan dscapes dr ivin g for ces.
Un i t I I Pl an n i n g f or Mat er i al s (5 Hr s)

Dem an d for ecast in g, Role of aggr egat e plan n in g, Plan n in g st r at egies, MRP-
In tr odu ct ion , Bill of m at er ial- Mat er ial r equ ir em en t plan n in g pr ocess- MRP u se-
Problem s. Econ omic or der qu an t it y, var iat ion s of EOQ m odel, qu an t it y
discou n t s, u se of EOQ wh en cost s ar e u n k n own , per iod or der qu an t it y,
problem s. In depen den t dem an d or derin g syst em , ERP-Man aging pr edict able
var iabilit y.
Un i t I I I Pr ocu r em en t an d I n v en t or y Deci si on s (5 Hr s)

In bou n d logist ics alon g t h e su pply ch ain , Mat er ials m an agem en t : Pr ocu r em en t
an d im por t an ce of it em an d ser vice pu rch ased, Sign ifican ce of in ven t or ies in
broader per spective, In ven t ories in t he or gan izat ion , r at ion ale for in ven t ory,
Classifyin g in ven tor y, approach es t o man agin g in ven t or y u n der con dit ion s of
cert ain t y an d u n cer t ain t y, In ven t or y at m u lt iple locat ion s an d det er m in in g
opt im al level of in ven t or y, pr oblem s.
221
Un i t I V War eh ou si n g Deci si on s (3 Hr s)
Level of Know ledge:Conceptual Know ledge

Role n at u re an d im por t an ce of war eh ou se, War eh ou se oper at ion s an d design ,
Mat er ials h an dlin g an d stor age
Un i t V Tr an spor t at i on Sy st em an d M an agem en t (5 Hr s)

Role of t r an spor t at ion in su pply ch ain , Fact or s affect in g t ran spor t decision s an d
select ion decision , Basic m odes of t r an spor t ation , Classificat ion of carr ier s,
Man agem en t st rat egy for car r ier ‘s sh ipm en t s, Net work design .
Un i t VI Su ppl y Ch ai n an d Logi st i cs I n f or m at i on Sy st em (4 Hr s)

Use of in for mat ion in a su pply ch ain , In for m at ion syst em bu ildin g pr ocess an d
r ole of E-bu sin ess in a su pply ch ain , Posit ion in g in form at ion in logist ics,
Obst acles t o co-or din at ion in a su pply ch ain .
Un i t VI I Cu r r en t I ssu es (4 Hr s)

Per for m an ce m easu r em en t an d r epor t in g; m on it or in g, con tr ollin g an d dir ect in g.
Ch allen ges for fu t u re; cycle redu ct ion strat egies, In ven t or y redu ct ion st rat egies
an d E-Com m er ce str at egies. Wor ld class Su pply Ch ain Man agem en t .
St u den t s t o st u dy an d pr esen t live SCM pract ices in selected organ izat ion s as a
gr ou p exer cise.
Tex t Book s
1. Bu r t , D., & St ar lin g. (2011). World Class Supply Management. New Delh i:
Tat a McGr aw Hill.
2. Coyle, B., & Lan gely. (2011). The management of Business Logistics a supply
chain perspective. New Delh i: Th om son Sou t h West ern .
222
Ref er en ces:
1. Bower sox, D.J., & Closs, D.J. (1996),Logistical management. New Delh i: Tat a
McGr aw, Hill.
2. Ch opr a, S., Mein dl, P., & Kar la,D. V. (2013). Supply chain management :
strategy, planning & operation (5th ed).New Delh i:Pear son Edu cat ion .
3. David, J. B., St eph en , L.,& J oe, B.H.( 2011). Logistics.New Delh i:Pr en t ice Hall
of In dia.
4. J er m y, S. (2000).Modeling and supply chain. Du xbu r y Pu blicat ion .
Prof. Ram asu bbu .N.

Exper t in Oper at ion s,
Ban galor e
223
M BA 5 8 4 Lean Pl an n i n g, M an u fact u r i n g & Con t r ol
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as an elect ive in th e fift h Tr im est er . It develops an in sigh t

in t o t h e plan n in g, m an u fact u rin g an d con t r ol aspect s of Oper at ion s. Th is paper
prepar es t h e st u den t s for car eer s in t h e areas of Plan n in g, Man u factu rin g an d
con t r ol man agem ent . St u den t s opt in g for t h is elect ive, specialize in t h e var iou s
aspect s of Lean Plan n in g, Man u fact u r in g an d Con t rol.

appr oach t o Lean Plan n in g, Man u fact u r in g an d Con t r ollin g.
To expose t o t h e lat est t ools an d t ech n iqu es in Oper at ion s for effect ive
decision -m ak in g.
To em ph asize t h e im por t an ce of applyin g syst em s con cept in an alyzin g
produ ct ion plan n in g related problem s.
To mak e st u den t s apply pr odu ct ion plan n in g an d con t r ol t ools for t h e design
of efficien t produ ct ion syst ems.
To expose t h e st u den t s t o lat est m an u fact u r in g concept s lik e Lean con cept s,
Flexible Man u fact u r ing syst ems an d wor ld class m an u fact u r in g.
Un i t I Oper at i on s Over vi ew ( 2 H r s)
Th e m an u fact u r in g plan n in g an d con t rol syst em –closed loop syst em ,plan n in g

an d con tr ol pr ocess Th e m an u fact u r in g plan n in g an d con t r ol act ivit ies –Plan n in g
in t er faces –Bu sin ess plan n in g ,Sales an d oper at ion s plan n in g
Un i t I I Pl an n i n g m et h odol ogy (4 Hr s)
Mast er Pr odu ct ion Sch edu lin g(MPS), Capacit y Requ ir em en t s Plann in g (CRP).
Execu t ion In t er faces –Mat er ial Requ irem en t s Plan n in g (MRP) an d ERP,
Produ ct ion act ivit y con t r ol(PAC).
Un i t I I I For ecast i n g & -Dem an d m an agem en t ( 3 Hr s)

Dem an d forecast in g, For ecast in g m et h ods, t r en d an d season alit y, Pr in ciples of
for ecast in g an d Forecast in g er r or assessm en t ,
224
Un i t I V Sch edu l i n g Pr odu ct i on an d pr ocess oper at i on s (3 H r s)
Object ives of a sch edu le, Est ablish in g a sch edu le, Pr odu ct ion sch edu lin g,
operat ion s sch edu lin g an d pr oject sch edu lin g, Man agin g oper at ion s sch edu lin g
Un i t V Pr ocess Sel ect i on f or Man u f ac t u r i n g & Ser v i ce (5 Hr s)
Process Select ion -Man u fact u r in g: Pr ocess Select ion , Man u fact u r in g Pr ocess Flow
Design ,
Process Select ion -Ser vices: Th e Nat u r e of Ser vices, An Oper at ion al Classificat ion
of Ser vice, Design in g Ser vice Or gan izat ion s, St r u ct u r in g t h e Ser vice En cou n t er ,
Ser vice-Syst em Design Matr ix, Ser vice Blu eprin t in g an d Fail-St affin g.
Un i t VI Lean M an u fact u r i n g Sy st em (4 Hr s)
Valu e St r eam Mappin g, Pu ll Man u fact u r in g Syst em , Wast e classificat ion an d

elim in at ion con cept s, J IT, Applicat ion of Lean in m an u fact u r in g an d ser vice
sect or s.
Un i t VI I Con t r ol l i n g (5 H r s)
Produ ct ion Act ivit y Con t r ol(PAC), Per for m an ces of pr odu ct ion oper at ion ,
accu r acy of in ven t or y r ecor ds, per for m an ce repor t in g, evalu at in g cost of
operat ion s, au dit s an d r epor t in g.
Con t r ollin g r esou r ces –in t egr at in g su pplier s, con t r olling st or age an d m ovem en t
of goods, qu alit y con t r ol in it iat ives, Qu ality Man agem en t Pr ocess.
Un i t VI I I Wor l d Cl ass M an u f act u r i n g (4 H r s)
Flexible Man u fact u r ing Syst em s, Agile m an u fact u r in g, Rapid pr ot ot ypin g, E-

m an u factu rin g.
1.St u den t s t o st u dy an d pr esen t best pract ices in select ed or gan izat ion s in bot h
m an u factu rin g an d ser vice in du st r y as a gr ou p exer cise.
2. St u den t s solve var iou s n u mer ical pr oblem s on MRP, sch edu lin g, capacit y
plan n in g, pr odu ct ion an d con t r ol and in ven t or y m an agem en t .
3. St u den t s lear n abou t con cept s of lean plan n in g an d m an u fact u rin g an d
develop t h e exper t ise t o apply su ch con cept s is in du st r y.
225
1. Ar n old, J .R.T., & Ch apman , S.N., & Clive, L. M. (2011). In t r odu ct ion t o
Mat er ials Man agem en t . New Delh i :Pear son .
2. Ch apm an , S.N. (2008). Th e Fu n dam en t als of Pr odu ct ion Plan n in g &
Con t rol. In ida: Pear son .
Ref er en ce Book s
1. St ar lin g, B. D. (2009). World class su pply man agem en t . New Delh i:

Tat a McGr aw Hill.
2. Tagh izadegan , S. (2006). Lean six sigm a. In dia: Bu t t er wor t h -
Hein em an n .
226
CUR R I CUL UM
Y EAR - I I
M A R K E T I NG
227
M BA 54 1 Cust om er Rel at i on sh i p M an agem en t

1 Cr edi t
Descr ipt ion
Th is paper is offer ed as a m ar k etin g elect ive in t h e fift h tr im est er . It develops a

cu st om er focu sed at t it u de an d pr epar es st u den t s for car eer s in t h e areas of
cu st om er r elat ion sh ip m an agemen t . St u den t s opt in g for t h is elect ive specialize
in t h e variou s aspect s of cu st om er r elat ion sh ips – cu st om er r elat ion sh ip
ph ilosoph ies, r elat ion sh ip process, m odels on providin g valu e an d sat isfact ion
et c. It st r esses t h e im por t an ce of u n der st an din g, in an em pat h ic way, t h e n eeds,
expect at ion s an d aspir at ion s of cu st omers as a basis for bu ildin g a r elat ion sh ip,
wh ich adds valu e t o t h e cu st om er wh ilst bein g at least pot en t ially pr ofit able t o
t h e ser vices su pplier.
To develop in st u den ts a cu st om er r elation sh ip att it u de an d pr epar e t h em for

car eer s in t h e ar eas of cu st omer facin g solu t ion s.
To en able t h e st u den t s acqu ir e an u n der st an din g of t h e concept an d m ean in g
of cu st omer r elat ion sh ip, t h e r elation sh ip pr ocess an d var iou s m odels of
valu e an d sat isfact ion .
To en h an ce st u den t s sk ills an d k n owledge in dealin g effect ively with a
por t folio of ser vices cu st om er s in eit h er a r et ail or bu sin ess set t in g.
To develop k n owledge of IT en abled CRM pack age.
Un i t I Con cept s an d Con t ex t of CRM (3 Hr s)

What is CRM: Defin it ion an d Con cept s. Th e im por t an ce of effect ive CRM
st r at egies as an in t egr al par t of effect ive ser vices m ar k et in g st r at egies for r et ail
an d bu sin ess cu st omer s.
CRM as par t of a cu st om er ser vice qu alit y st rat egy. Th e bu sin ess en vir on m en t of
CRM: legal, et h ical, econ om ic, com pet it ive an d social. CRM in ot h er bu sin ess
sect or s e.g. r et ailin g (h om e sh oppin g, loyalty car d)
Un i t I I Un der st an di n g Cu st om er s (3 Hr s)
Level of Know ledge :Conceptual & Practical
Cr eat in g a cu st omer pr ofile, Un derstan din g segm en t at ion t ools: Recen cy,
Frequ en cy, Mon et ar y. Life t im e valu e, Ret ail an d bu sin ess cu st om er pr ofilin g.
Relat ion sh ip life cycles.
228
Un i t I I I I n f or m at i on Gat h er i n g Col l at i on , An al y si s an d Ev al u at i on (2 Hr s)
Level of Know ledge: Conceptual & Practical
Using internal information sources: Usin g cu st om er dat a, Dat a wareh ou sin g an d
dat a min in g, Iden t ifyin g cost effect ive ext er n al in for mat ion sou r ces: Pu blish ed
dat a Usin g t h e In t er n et Mar k et resear ch ,
Analysis and evaluation of information: Iden t ifyin g bu sin ess oppor t u n it ies.
Prepar in g proposals for cu st om er s. Evalu at in g por t folio pr ofit abilit y an d set t in g
prior it ies.
Un i t I V M an agi n g Cu st om er Rel at i on sh i ps (4 H r s)
Level of Know ledge: Conceptual & Practical
Un der st an din g an d m an agin g cu st om er expect at ion s. Developin g cu st om er
con fiden ce.
Bu ildin g r elat ion sh ips by addin g valu e t o cu st om er s cost effect ively. Plan n in g
an d m ak in g per su asive pr esen t at ion s. Man agin g cu stom er con t act st rat egies:
Dealin g wit h difficu lt sit u at ion s: Im part in g bad n ews Closin g accou n t s Exit
st r at egies
Un i t V Dev el opi n g CRM st r at egy (3 H r s)

Level of Know ledge : Conceptual & Practical
The role of CRM in business strategy. Understanding service quality : Tech n ical
qu alit y: pr odu ct k n owledge Fu n ction al qu alit y Det er m in an t s of ser vice qu alit y,
Man agin g cu st om er com m u n icat ion s. Plan n in g an d man agin g CRM project s.
Tar get set t in g.
5.6 Measuring performance CRM: Set t in g st an dar ds Cu st om er sat isfact ion
Por t folio profit abilit y.
1. Gr ou p pr esen tat ion s on var iou s CRM in it iat ives fr om diver se bu sin ess
sect or
2. Case st u dies
3. Pr esen t at ion s on CRM n ews u pdat es
1. Peleen Ed., Customer relationship management. Pear son Edu cat ion
Pu blicat ion s.
229
Ref er en ce Book
1. WIn caid Ju dit h ., Customer relationship management. Pear son Edu cat ion
Pu blicat ion s.
2. Sh et h J agdish N. & Sh ain esh G. , Customer relationship management -
Emerging concepts, tools & Applications. Tat a McGr aw Hill Pu blicat ion s.
3. Fr eelan d J oh n G., The Ultimate CRM Handbook . Tat a McGr aw Hill
Pu blicat ion s.
4. Ku m ar Alok , Sin h a Ch abbi, Sh arm a Rak esh , Customer relationship
management - concepts & Applications. Bizt an t r a Pu blicat ion s.
5. Kn ox Sim on , Mak lan St an , Payn e Adr ian , Customer relationship
management - perspectives f rom the mark et place. Bu t t er wort h - Hein em an
Pu blicat ion s.
I NTERNET SI TE
www.crm gu r u .com
www.crm t u t or ial.com
www.crm 2day.com
Bl og
cr m bloger .com crm blog.org
1. Mr. Sh r eyas Vat san
Man ager ,
Tat a Mot or s, Ban galor e
230
MBA 5 4 2 M ar k et i n g Resear ch
2 Cr edi t s
Cou r se Over view & Object ives
Mar k et in g resear ch is an applied m an agem en t disciplin e t h at is cr it ical t o

u n derst an din g m ar k et s an d cu st om er s in or der t o mak e bet t er mar k et in g
decision s. Th e k ey object ive of t h is cou rse is t o pr ovide a lear n in g en vir on m en t
for acqu irin g t h e essen t ial wor k in g k n owledge of wh en an d h ow t o con du ct
m ar k et in g resear ch an d t h e m ost effect ive way t o com mu nicat e mark et in g
in for m at ion t o su ppor t m ar k et in g decision s.
Th is cou r se gives on h an ds oppor t Un ity to con ceive a r esear ch project st u dy,
design t h e st u dy, execu t e it , an d r epor t on t h e fin din gs in a pr ofession al m an n er .
Th e cou r se pr oject will r ein for ce and in t egr at e t h e con cept s lear n ed in
m ar k et in g, r esear ch m et h odology an d bu sin ess stat istics cou r ses t ak en u p in
previou s t er m s.
Evalu at ion : Pr oject Based

Learn in g Ou t com es
Un der st an d t h e n eeds of m ar k et in g m an ager s for m ar k et in g an d m ark et

in for m at ion ;
Det er m in e t h e object ives of t h e m ar k et in g r esear ch pr oject ;
Ident ify t h e t ype of resear ch t h at will best h elp ach ieve th e object ives;
Lear n h ow t o wr it e a good m ar k et in g r esear ch pr oposal;
Discover h ow t o develop gr eat qu estion n air es;
Un der st an d h ow t o m an age an d execu t e su r vey fieldwor k ;
Det er m in e h ow t o best an alyze su r vey dat a;
Lear n how t o t u r n st at ist ical fin din gs in to m ar k et in g in form at ion t h at get s
att en t ion ;
Lear n h ow t o wr it e report s t h at con vey m ar k et in g in for mat ion simply an d
effect ively an d en cou r age m ar k etin g act ion ; and
Pr esen t m ar k et in g in form at ion t o gar n er an d m ain t ain th e at t en tion of
m ar k etin g decision m ak er s.
231
Pedagogy
Th is cou r se is en t ir ely based on pr oject based learn in g pedagogy. Here t h e
emph asis is ―
lear n in g by doin gǁ. Th e pr oject will be plan n ed, design ed, execu t ed
an d closed by t eam s of 5 st u den t s each wit h t h e an ch or facu lt y of t h e cou rse
declar in g t h e t eam s on t h e fir st day of t h e cou r se. An chor facu lty of t h e cou rse
will coor din at e all th e m on it or in g an d evalu at ion act ivit ies r elated t o t h is cou r se.
Each t eam will discover an d defin e a m ar k et in g r elat ed r esear ch pr oblem
r elevan t to a clien t / in du st r y / Gen n er al Man agem en t m ar k etin g con cept s. Each
t eam will go t h r ou gh a t ypical m ar k et in g r esear ch pr ocess as defin ed by t h e
followin g st eps1
St ep 1 : Pr oblem Defin it ion
St ep 2 : Developm en t of an Appr oach t o t h e Pr oblem
St ep 3 : Resear ch Design For m u lat ion
St ep 4 : Fieldwork or Dat a Collect ion
St ep 5 : Dat a Pr epar at ion an d An alysis
St ep 6 : Repor t Pr epar ation an d Pr esen t ation
Recom m en ded Ref er en ce Mat er i al :
1. Malh otr a,N., & Dash , S. (2009). Mark eting research – An applied orientation
(5 th ed.). Pear son Edu cat ion .
2. Kar en , E., J am es, P. J., & Br u n e, C. G. (2007). Mark eting scales handbook .
Sou t h West er n Edu cat ion al Pu blicat ion s.
Resear ch Pr oj ect Del i v er abl es
Deliver able 1: Mar k et in g Resear ch Pr oblem St at em en t .

Deliver able 2: Mar k et in g Resear ch Pr oposal (See Appen dix 1)
Deliver able 3: Dat a Collect ion In st r u m en t (Qu est ion n aire) (See Appen dix 2)
Deliver able 4: Mast er Dat a Sh eet
Deliver able 5: Fin al syn opsis of t h e r esear ch project
Deliver able 6: Fin al Pr oject Repor t (See Appen dix 3)
Ev al u at i on
CIA 1: In Class pr esen t at ion of pr oject pr oposal (20 Mark s)

232
CIA 2: In Class pr esen t at ion of fin al syn opsis of t h e pr oject wor k (20 Mark s)
Pr e –Dat a Col l ect i on Ph ase: 5 0 M ar k s
Ser ial # Com pon en t Mar k s (Weigh t %)

1 Resear ch Pr oposal 20 (40%)
2 Dat a Collection In st ru men t 20 (40%)
3 Peer Review 10 (20%)
Post –Dat a Col l ect i on Ph ase: 1 0 0 Mar k s
Ser ial # Compon en t Mark s (Weigh t %)

1 An alysis of t h e Data 15 (15%)
[Appr opriat en ess an d Rigor of St at ist ical
An alysis ]
2 Fin al Syn opsis of t h e pr oject wor k 15 (15%)
3 Pr oject Repor t / Pr esen t at ion 50 (50%)
4 Peer Review 20 (20%)
233
M BA 5 4 3 Tech n ol ogy M ar k et i n g
1 Cr edi t
Th e cou rse focu ses on t h e cr it ical aspects of t h e h igh -t ech nology en vir on m en t
an d t h e m ar k etin g ch allen ges t h ose ch ar act er ist ics pose. Stu den ts will learn
best -pr act ices in t h e t ech n ology m ar k et in g ar ea an d it s adapt at ion s t o st an dar d
m ar k et in g pr act ices. Th e cou r se t h r u st wou ld be on decision fr am ewor k s an d
st r at egies t h at r eflect cu t t in g-edge pract ice in t h e ar ea of t ech n ology m ar k et in g.
Be aware of t h e gr owin g im por t an ce of h igh tech n ology m ar k et in g.

Realize t h e im por t an ce of st rat egic mar k et in g plan n in g in h i-t ech fir m s.
Un der stan d Cu lt u re an d Clim at e Con sider at ion s for High -Tech Com pan ies
Un der stan din g High -Tech Cu st omers an d develop m ark et in g m ix
Pedagogy:
Class r oom session s wit h case st u dy appr oach .
Un i t I I n t r odu ct i on t o Wor l d of H i gh Tech n ol ogy M ar k et i n g (3 H r s)
Defin in g High Tech n ology, Com m on Ch ar act er ist ics of High -Tech En vir on m en t s:
Im plicat ion s for Mark et in g St rat egy.
Mar k et Orien t at ion an d Cr oss-fu n ct ion al (Mar k et in g/ R& D) In t er act ion .
New Pr odu ct Developm en t Team s an d Mar k et in g-R& D In t er act ion
Un i t I I Un der st an di n g H i gh -Tech Cu st om er s (3 H r s)
Adoption an d Diffu sion of In n ovat ion s. Ear ly-Mar k et St r at egies. Offer in g a wh ole
produ ct solu t ion . Cu st om er St r at egies t o Avoid Obsolescen ce: Im plicat ion s for
u pgr ades an d m igr at ion pat h s. Cu st om er Migr at ion Decision s. Mar k et ers‘
Migr at ion Opt ion s. Con su m er s‘ Par adoxical r elat ion sh ips wit h Tech n ology an d
Un in t en ded Con sequ en ces.
Un i t I I I Mar k et i n g m i x i n Hi gh -Tech Mar k et s (9 Hr s)
Tech n ology & produ ct m an agem en t

Tech n ology m appin g. Th e ― Wh at t o Sellǁ Decision . Th e Role of Produ ct
Man agem en t in t h e High -Tech n ology Com pan y. Developin g Services as Part of
t h e High -Tech n ology Pr odu ct St r at egy. Pr odu ct Ar ch it ect u r e: Modu larit y,
Plat for ms, an d Der ivat ives
234
Dist r ibu t ion Ch an n els an d Su pply Ch ain Man agemen t in High -Tech
Mar k et s..Man agin g Hybrid Ch an n els. Effect ive Mu lt i-Ch an n el Mar k et in g.
Ch an n el Relat ion sh ip Qu alit y.
Pricin g con sider at ion s in h igh -t ech m ar k et s.
Th e h igh -t ech pr icin g en vir on m en t . Cu st om er -Orien t ed Pr icin g. Pr icin g of aft er
sales ser vice. Pr ice Pr om ot ion s.
1. Collabor at ive m ar k et in g for t ech n ology an d t ech n ology-in t en sive pr odu ct s

St r ategic cooper at ion / allian ce for t ech n ology an d t ech n ology-in t en sive
produ ct s
Tech n ology m ar k et in g based on en t er prise‘s est ablish ed& n ew bu sin ess
m odel
1. J ak k i, J . Moh r ., Sen gu pt a, San it ., & Slat er , St an ley. (2011). Mark eting of
high-technology products & innovations (3 r d ed.). Pear son .
235
M BA 5 4 4 Mar k et i n g of Ban k i n g & Fi n an ci al Ser vi ces
1 Cr edi t
Wit h ban k in g and fin an cial plan n in g em er gin g as a ver y pr ospect ive car eer
oppor t u n it y, Mar k et in g of Ban k in g & Fin an cial Services cou r se in t r odu ces t h e
st u den t s t o t h e n u an ces of variou s in vest m en t aven u es, life cycle of in vest ors,
t h eir object ives an d asset allocat ion .
To fam iliar ize stu den t s wit h cor e con cept s of r et ail ban k in g, fin an cial
pr odu cts & fin an cial plann in g.
To fam iliar ize st u den t s wit h por t folio m an agem en t t ech n iqu es t h at
ch allen ge a fin an cial m an ager.
To provide st u den t s with in -dept h k n owledge of t ech n iqu es essen t ial for
su ccessfu l m ar k et in g of ban k in g & fin an cial ser vices pr odu ct .
Pedagogy
Class r oom session s wit h case st u dy appr oach .
Un i t I Ret ai l ban k i n g (4 Hr s)
Hist or y an d defin it ion , r ole wit h in t h e ban k oper at ion s, Applicabilit y of ret ailin g
con cept s
dist in ct ion bet ween Ret ail an d Cor por at e / Wh olesale Ban k in g.
Ret ail Pr odu ct s: Pr odu ct s Over view - Cu st om er r equ ir em en ts, Pr odu ct s
developm en t pr ocess,
Liabilit ies an d Asset s Pr odu ct s / Descript ion of Liabilit y pr odu ct s, Descr ipt ion of
Asset
Produ ct s. Appr oval pr ocess for r et ail loan s. Cr edit scor in g.
Over view of im por t an t asset pr odu ct s (Hom e, Au to, per son al loan s &
Cr edit / debit car ds) wit h r espect t o eligibilit y, pu r pose, am ou n t s, mar gin ,
secu r it y, disbu r sem en t , m or at or iu m , prepaym en t an d collect ion s.
Un i t I I Fi n an ci al pr odu ct s & Fi n an ci al Pl an n i n g (4 Hr s)
Com m on st ock an d pr efer red st ock , Money m ark et secu r it ies, Bon ds - Tr easu r y,
Gover n men t , Mor t gage back ed secu rit ies, Cor por at e an d m u n icipal bon ds,
Con ver t ible an d zer o cou pon bon ds, In su r an ce cu m in vest men t pr odu ct s,
Mu t u al fu n ds – ETF an d REIT an d Der ivat ive pr odu ct s – Opt ion s an d fu t u r es.
Asset allocat ion decision , Equ it y por t folio st rat egies – Act ive vs passive,
Man agem en t st rat egies, Valu e vs gr owt h in vest in g, Asset allocat ion st r at egies.
236
Com posit e equ it y por t folio per for m an ce m easu r es – Tr eyn or ‘s r at io, Sh ar pe‘s
r at io, J en sen ‘s m easu r e an d Fam a‘s m easu r e, Com ponen t s of in vest m en t
per for m an ce – Select ivit y, Diver sificat ion an d r isk , Asset class dist ribu t ion
an alysis.
In tr odu ct ion t o fin an cial plan n in g, Life cycle an alysis, Fin an cial plan n in g
process, In t r odu ct ion t o in vest m en t s, Invest m en t m an agem en t pr ocess, Plan n in g
for fu t u re – College fu n din g, Syst em at ic in vest men t s, Retiremen t plan n in g an d
Est at e plan n in g, St r u ct u r in g fin an cial plan s.
Un i t I I I Mar k et i n g of Ret ai l pr odu ct s (7 Hr s)
Ret ail St r at egies; Tie-u p wit h In st it u tion s, OEM, au th or ized dealer s for Hom e
loan s, Au t o loan s, Per son al loan s, Cr edit car ds.
Deliver y Ch an n els - Br an ch , Ext en sion cou n t er s, ATMs, POS, In t er n et Ban k in g,
M-Ban k in g.
Sellin g process in ret ail pr odu ct s .Cu st om er r elat ion sh ip m an agem en t .
Un der st an d t h e ch an gin g n eeds of t h e con su m er s & abilit y t o con ceptu alise

n ew pr odu ct based on t h e m ar k et requ irem en t s.
Det er m in e t h e com m er cial con sider at ion s an d r isk factor s for ban k in g &
fin an cial ser vices pr odu ct s
Ver y good por t folio man agem en t sk ills wit h sou n d u n derst an din g of t h e r isk
appet it e of t h e cu st om er s.
Abilit y t o det er m in e t h e righ t asset m ix
Abilit y t o h an dle m u lt iple sales ch an n els – e.g. t h r ou gh dealer sh ips, agen ts,
ban k par t n er s, r efer r als, br ok er s an d
ot h er in t er mediar ies
Ash iya Man ish ., Wealth Management. ICFAI Pr ess
Um esh C Pat n aik , Basu dev Ch h at oi; Ban k Mar k et in g -– Son ali Pu blicat ion s,
New.Delh i.
Ref er en ces
1. Facr ber, Esm e. All about investing. Tat a McGr aw – Hill Pu blication s.
2. Introduction to financial planning by Indian Institute of Bank ing & Finance.
Taxm an n Pu blicat ion s P Lt d.
3.Kapoor , J ack . R., Dlabay, L. R., & Hu ges, R. J . (2008). Personal finance,
New Delh i: Tat a M c-Gr aw Hills Pu blicat ion s.
237
MBA 5 4 5 Ret ai l i n g M an agem en t

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ar k et in g elect ive in t he fift h t r imest er . It gives a

com plet e in sigh t on t h e k n owledge of ret ailin g an d pr epar es st u den t s for car eer s
in t h e ar ea of or gan ized r etailin g. St u den t s opt in g for t h is elect ive specialize in
t h e var iou s aspect s of r et ailin g; – m u lt ich an n el r et ailin g, r et ailin g st r at egy,
cu st om er relation sh ip m an agem en t , in for m at ion syst em s an d su pply ch ain
m an agemen t , m an agin g m er ch an dise, st ore m an agem en t et c.
To en h an ce t h e k n owledge of r et ailing an d pr epar e t h em for car eer s in t h e

area of r et ailin g.
To en able t h e st u den t s acqu ir e an u n der st an din g of t h e concept an d m ean in g
of mu lt ich an n el r et ailin g, t ypes of r et ailer s, cu st om er bu yin g behavior .
To en able t h e st u den t s t o assess an d u n derst an d t h e r et ail mar k et st rat egy,
r et ail locat ion im port an ce, HRM, in for mat ion syst em s an d su pply ch ain
m an agem en t , cu st om er relat ion sh ip m an agemen t .
To develop k n owledge of m er ch an dise plan n in g an d assor t m en t , pr icin g, r et ail
com m u n icat ion m ix, st or e m an agem en t , st or e layou t design an d visu al
m er ch an disin g.
Un i t I Th e Wor l d of Ret ai l i n g (5 H r s)

In tr odu ct ion t o wor ld of Ret ailin g: it s econ om ic sign ifican ce an d oppor t u n it ies.
Types of r et ailer s: t r en ds in r et ailin g, r et ailer ch aract er ist ics, food an d Gen er al
Man agem en t m er ch andise ret ailer s, n on stor e r et ail for mat s, ser vices r et ailin g
an d t ypes of own er sh ip. Mu lt ich an n el r et ailin g: r et ail ch an n els, elect r on ic r et ail,
sh oppin g in fu t u re. Cu st om er bu yin g beh avior: t ypes of bu yin g decision s, bu yin g
process, m ar k et segm en tat ion .
Un i t I I Ret ai l i n g St r at egy (5 H r s)
Level of Know ledge – Conceptual and practical k now ledge (mini project)
Ret ail m ark et st rat egy: Plan n in g an d developm en t , t ar get m ar k et an d r et ail
for m ats, bu ilding su st ain able com pet it ive advan t age, st r at egic r et ail plan n in g
process, bu sin ess oper at ion s an d fin an cial developm en t s: t h e st r u ct u re of
bu sin ess, in vest m en t decision s, fin an cial evalu at ion , st r at egic profit m odel.
238
Un i t I I I Ret ai l Locat i on an d SCM (4 H r s)
Level of Know ledge: Conceptual and mini project

Ret ail locat ion s an d sit e selection : sh oppin g cen ter s, cit y or t own locat ion , fr ee
st an din g sit es. In for mat ion syst em s an d dist r ibu t ion : su pply ch ain man agem en t ,
ph ysical dist r ibu t ion , in ven t or y an d war eh ou se m an agem en t . Cu st om er
r elat ion sh ip m an agem en t pr ocess an d developin g CRM pr ogr am s.
Un i t I V M er ch an di se Man agem en t (7 Hr s)

Mer ch an dise plan n ing: cat egor y m an agem en t , sales for ecast in g, assort m en t
plan n in g pr ocess. Bu yin g m er ch an dise: br an din g st r at egies, sou r cin g decision ,
ven dor developm ent an d m an agem en t . Pr icin g st r at egies: object ives, pr icin g
calcu lat ion s an d appr oach es, price adju st m en t s. Ret ail comm u n icat ion m ix:
develop bran d loyalt y an d image, select ing pr om ot ion al m ix, plan n in g r et ai l
com m u n icat ion process.
Un i t V St or e Man agem en t (5 H r s)

Man agin g th e st or e: r ecr u it in g an d select in g st ore em ployees, socializin g an d
t r ain in g, m ot ivat ion an d evalu at in g em ployees, gain in g compet it ive advan t age,
com pen sat ion an d r ewar d syst em , con tr ollin g cost by bu ildin g em ployee
com m it m en t , t r en ds in h u m an r esou r ce. St or e layou t , design an d visu al
m er ch an disin g: object ives of good st or e design , space plan n in g, mer ch an dise
presen t at ion t ech n iqu es, im por t an ce of at mosph er ics.
Un i t VI Cu st om er Ser vi ce an d I n t er n at i on al r et ai l i n g (4 Hr s)
Cu st om er ser vice st rat egies, cu st om er evalu at ion of service qu alit y, Gap m odel
for im pr ovin g r et ail ser vice qu alit y, ser vice st an dar ds, ser vice r ecover y.
In ter n at ion alizat ion of r et ailin g: sh oppin g at wor ld st ores, in t er n at ion alizat ion
process, cu lt u r e, bu sin ess an d in t ern at ion al m an agemen t .
[T ot al 3 0 Hou r s]
1. Gr ou p pr esen tat ion s on var iou s r et ailin g t opics.

2. Gr ou p discu ssion s on cu r r en t t ren ds in r et ailin g.
3. Case st u dies
4. Pr esen t at ions on n ew r et ail for m at s.
5. Videos on t h e im port an ce an d sign ifican ce of st or e layou t , design an d visu al
m er ch an dise for t h e r et ail su ccess.
6. Min ipr oject s on Un it s 2,3,4 an d 5.
239
1. Berm an Bar ry, Evan s J oel R, Retail Management-A Strategic approach.

Pr en t ice Hall In dia.
Ref er en ces
1. Levy, Mich ael an d Weit z, Bart on A, Retailing Management. Tat a McGraw-

Hill Pu blish in g Lim it ed, New Delh i.
2. Newm an , An drew J . an d Cu llen , Pet er ., Retailing: Environment and
Operations. Th om son In dia Edit ion .
3. Ch et an Bajaj, Tu li Rajn ish an d Nidh i V Sr ivast ava, Retail Management.
Oxfor d Un iver sit y Press, In dia.
4. Gilber t David, Retail Marketing Management. Pearson Edu cat ion , In dia.
Ex per t Mem ber

Mr . Ferdin an d
Man ager
Tot al Mall, Ban galor e
240
M BA 5 6 4 I n t egr at ed M ar k et i n g Com m un i cat i on
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ark et in g elect ive in t h e fift h t r im est er . It gives an

in sigh t in t o m ar k et in g com m u n icat ion s an d pr epar es st u den ts for car eer s in
ar eas of adver t isin g, bran din g, et c. St u den t s opt in g for t h is elect ive specialize in
t h e var iou s aspect s of m ar k et in g com m u n icat ion s; –even t s, spon sor sh ips, sales
prom ot ion s, dir ect m ar k et in g, et c.
To en able stu den t s get a feel of t h e creat ive in du st r y an d h ow it m u st be

balan ced by adequ at e m ark et in g su pport
To develop an u n der st an din g of t h e differ en t elem en t s of in t egr at ed m ar k et in g
com m u n icat ion an d t h eir in t egr at ion
To develop sen sit ivit y t owar ds legal an d eth ical con sider at ion s in t h e
for m u lat ion an d implem en t at ion of comm u n icat ion st r at egies.
Un i t I Adver t i si n g, I n t egr at ed m ar k et i n g Com m u n i cat i on an d St r u ct u r e

of t h e Adver t i si n g I n du st r y (5 Hr s)
Adver t isin g cam paign s an d In t egr at ed Mark et in g Com m u n icat ion ; Au dien ces for
Adver t isin g, Adver t isin g as a bu sin ess process, Types of adver t isin g, Econ om ic
effect s of adver t isin g.
Hist or y of In dian Adver t isin g; Adver t isin g In du st r y- Adver t iser s, adver t isin g
agen cies an d t ypes, m edia com pan ies, Facilitat in g in st it u t ion s; Agen cy
Com pen sat ion m et h ods; Seek in g agen cies an d clien t s, Agen cy-Clien t
Relat ion sh ip; Tr en ds affect in g t h e adver t isin g in du st r y.
Un i t I I Adv er t i si n g Pl an n i n g an d Deci si on Mak i n g (5 H r s)
Th e Mar k et in g Plan , Th e com m u n icat ion an d per su asion pr ocess- Adver t isin g
Com m u n icat ion Syst em , Adver t isin g exposu re m odel, Th e Adver t isin g Plan ,
Ext er n al Fact or s affect in g t h e adver t ising plan - Facilit at in g Agen cies an d Social,
legal an d global fact or s.
Set t in g Advert isin g Object ives- Fu n ct ion of Object ives, Sales as an object ive,
Oper at ion al Object ives, Beh avior al dyn am ics, Advert isin g r espon se variables
in t er ven in g bet ween adver t isin g an d act ion ; Th e DAGMAR approach .
241
Adver t isin g & Con su m er Beh avior

Segm en t at ion an d Tar get Mar k et , Developin g segm en t at ion St r at egy, Tar get
m ar k et select ion , det er m in in g t h e posit ion in g st r ategy, Br an d posit ion in g,
Reposit ionin g -Con su m er decision m ak in g process, Adver t isin g St r at egy r esear ch
Un i t I I I Un der st an di n g Con su m er I n si gh t s f or Pr om ot i on al Ef f ect i v en ess

(2 H r s)
Con su mer as Decision m ak er, m odes of Con su m er Decision m ak in g, Key
Psych ological pr ocesses, Con su m er as social bein g.
Segm en t at ion St r at egy, Position in g St r at egies, det er m in in g t h e posit ion in g
st r at egy, m ak in g t h e posit ion in g decision .
Mar k et in g plan , adver t isin g plan , adver t isin g objectives, wr it in g a br ief, set t in g
adver t isin g bu dget .
Un i t I V M essage St r at egy (9 Hr s)
Att en t ion an d com pr eh en sion : At t en t ion – Recall – In t er pr et at ion –

Com pr eh en sion
Un der st an din g ben efit based at t it u des, At t it u de levels-Iden t ifyin g im por t an t
at t ribu t es or ben efit s-Segm en t at ion u sin g at t itu de st r u ct u re.
Associat in g feelin gs wit h t h e Br an d, Im por t an ce an d in t en sit y of feelin gs
Tr an sfor m at ion al advert isin g, FCB Gr id, Rossit er Per cy Gr id, At t it u de t owar d t h e
adver t isem en t
Br an d Equ it y, Im age an d Person alit y: Br an d equ it y, Bran d Im age, Br an d
per son alit y association s, Im plem en t at ion of Per son alit y st r at egy.
Gr ou p in flu en ce an d Wor d of m ou t h Adver t isin g.
Nat u r e an d in flu en ce of referen ce gr ou ps- In for m ation an d Norm at ive in flu en ces
Message Tact ics- Creat ive Appr oach es Rat ion al an d Emotion al Appr oach es-
Usage of an En dorser -Dist r act ion Effect s, Cr eat ive Con cept r esear ch .
Th e Ar t of Copywr it in g Th e cr eat ive process – copywr it in g- Illu st r at in g-Layou t ,
Cr eat ive st yles-Execu t ion an d Con t en t .
Au dio-Visu al cr eat ive execu tion Developin g con cept for com m er cials, Form at s for
Radio an d TV, Mech an ics of Pr odu ct ion .
Adver t isin g Copy t estin g an d Diagn osis -Copy t est in g st r at egy-Diagn ost ic Copy
t est s-Select ion of copy t est .
Un i t V M edi a St r at egy (4 Hr s)
Tr en ds in t h e Media Wor ld, Fu n dam en tals of m edia plan n in g, Media plan n in g,

Com pet it ive Media Assessm en t , Com pu t er media plan n in g m odels- a glan ce,
Media veh icles, TRP an d GRP, t h e In t er net as t h e m ediu m .
Sch edu lin g an d Tim in g decision s.
Set t in g Media Bu dget -Econ om ic an alysis, Sh ar e of Voice, com pet it ive par it y
m et h od, Object ive an d Task m et h od.
242
Un i t VI Ot h er Pr om ot i on al M i x (3 H r s)
Elem en t s – Sales pr om ot ion , Poin t of Pu r ch ase, Su ppor t m edia, Even t

Spon sor sh ip, Pr odu ct Placem en t s, Br an ded En t er t ain men t , Dir ect m ar k etin g,
Per son al Sellin g, pu blicit y, PR, In flu en cer m ar k etin g an d Cor por at e Advert isin g
Un i t VI I Adv er t i si n g Regu l at i on (1 Hr )
Decept ive Adver tisin g, Remedies, Self-Regu lat ion , Adver t isin g St an dar ds Cou n cil
of In dia (ASCI), Min istr y of I& B.
Un i t VI I I Adv er t i si n g an d Soci et y (1 Hr )
Nat u r e an d Cont en t of Advert isin g, Effect s on Valu es an d Lifest yles, Econ om ic

Effect s of Advert isin g, Advert isin g an d Com pet it ion , Rem edies.
1. Exposu r e towar ds media plan n in g
2. To gain in sigh t in t o creat ive aspect s of pr in t , t elevision & radio com m er cials
Aak er , A. D., Batr a, R. & Myer s, J . G. (2009). Advertising Management, 5t h

Edit ion . Pear son Edu cat ion In dia.
Ref er en ces
1. Belch , G. E., Belch , M. A., & Pu r an i, K. Advertising and promotion. New

Delh i: Tat a McGr aw Hill Edu cat ion .
2. Clow, K. E., & Baack , D (2007). Integrated advertising, promotion and
marketing communication. New Delh i: Pear son Edu cat ion In dia.
3. J et h wan ey, J., & Jain , S (2012). Advertising management. New Delh i:
Oxfor d Un iver sit y Press.
4. Ter en ce, S (2007). Advertising and promotion-An IMC approach, Can ada
Th om son Sou t h -West er n
5. Th om as, D (2005). Principles of advertising and IMC. New Delh i: Tat a
McGr aw Hill Edu cat ion .
6. Wells, W. D., Mor iar t y, S., & Bu r n et t, J (2007). Advertising: Principles and
Practice. New Delh i: Pear son Edu cat ion In dia.
243
CUR R I CUL UM
Y EAR - I I
T r i m est er – V I
CO R E
244
M BA 6 3 1 I n t er n at i on al Bu si n esses
2 Cr edi t s
Descr ipt ion
Th is is a core paper offer ed in t h e sixt h t rim est er t o st u den t s across all

specializat ion s. St u den t s learn var iou s aspect s of In t ern at ion al Bu sin ess in
t er m s of con cept s, oper at ion s, oppor t u n it ies an d ch allen ges.
To m ak e st u den t s u n der st an d t h e differ ent dimen sion s of In t ern at ion al

Bu sin ess an d in cu lcat e t h e spir it of In t ern at ion al bu sin ess in stu den t s.

Nat u r e of in t er n at ion al bu sin ess, dr iver s of cr oss-bor der bu sin ess, r ou tes of
global bu sin ess an d act ive player s in m u lt in at ion al bu sin ess.
Th eor ies of global t rade an d in vest m en t , Mer can t ilism , t h eor y of absolu t e
advan t age, t h eor y of comparat ive advan tage, fact ors en dowmen t t h eor y, produ ct
life cycle t h eor y, Por t er ‘s n at ion al com pet it ive advan t age.
In ter n at ion al bu siness en vir on m en t – polit ical, econ om ic, t ech n ological an d
cu lt u r al fact or s, cross-cu lt u r al m an agem en t , levels of cu lt u r e, m odels t o aid
in t er n at ion al m an ager s
Un i t I I St r at egi es (6 Hr s)
Level Know ledge: Work ing Know ledge

In ter n at ion al st r at egic m an agem en t –pr ocess of st r at egic m an agem en t.
Or gan izin g in t er n at ion al bu sin ess – in t er n at ion al design s, fact or s in flu en cin g
ch oice of a design , issu es in or gan izat ion design
Un i t I I I Oper at i on s (8 H r s)

Man agin g bu sin ess fu n ct ion s in t er n at ion ally- Mark et in g – ben efit s of
in t er n at ion al m ar k et s, m ajor activit ies in in t er n at ion al m ar k et in g
Oper at ion s man agem en t – oper at ion s m an agem en t an d com pet it ive advan t age,
st r at egic issu es in oper at ion s m an agem en t .
Tech n ology t r an sfer s – issu es ar isin g ou t of t ech n ology t r an sfer s.
In ter n at ion al fin an cial m an agem en t – major act ivit ies, fin an cin g for eign t r ade,
in t er n at ion al accou n t in g.
In ter n at ion al h u m an r esou r ce m an agem en t , m an agin g in t er n at ion al HR
act ivit ies
245
Un i t I V I n t egr at i on (6 H r s)

In ter n at ion al st r at egic allian ces, n at u r e, ben efit s, pit falls, scope, h ow t o m ak e
allian ces wor k - Int egr at ion bet ween cou n t r ies, levels of in tegrat ion , im pact ,
m ajor t radin g block s. -WTO – im plicat ion s for In dia
Un i t V Soci al Respon si bi l i t y (4 H r s)

Social r espon sibilit y an d et h ical issu es in in t er n at ion al bu sin ess – n at ion al
differ en ces in et h ics an d social r espon sibilit y, codes of con du ct for MNC‘s,
decision flow ch ar t for an MNC.
3. In t er act ion wit h expor t er s.
4. In t egr at ed appr oach lin k in g specializat ion s for In t er n at ion al Bu sin ess.
Cor e Tex t
1. Hill, Ch ar les W.L. an d J ain , Ar u n K, (2010). International Business. New

Delh i: Tat a McGr aw-Hill,.
1. Dan iels, J oh n D., Radebau gh , Lee H. an d Su llivan , Daniel P. (2007).

International Business. New Delh i: Pear son .
2. Aswat h appa K., (2010). In t er n at ion al Business. New Delh i: Tat a McGr aw-
Hill
1 Dr . Er asi, 2. Dr . San jeevaiah ,

Pr ofessor , Professor ,
PG Depar t m en t of Com m er ce, PG Depart m en t of
Ban galor e Un iver sit y. Com m er ce
Ban galor e Un iver sit y.
246
CUR R I CUL UM
Y EAR - I I
F I N A NC E
247
M BA 6 0 1 Der i vat i ves

2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a fin an ce elect ive for t h e MBA progr amm e. Th e cou r se
provides a com pr eh ensive k n owledge t o t h e st u den t s abou t t h e fu n ct ion in g of
t h e dom est ic Derivat ives Mar k et s wit h a pr act ical appr oach . It also k in dles
su fficient in t er est in t h em t o con sider t h is ar ea for t h eir car eer gr owt h .
To pr ovide st u den t s with a con cept u al an d pr act ical fram ewor k of t h e

fu n ct ion in g of Der ivat ive Mar k et s
To provide st u den t s wit h wor k in g k n owledge abou t h edgin g, arbit r agin g
an d t r ading in Der ivat ive Mar k et s
To pr ovide st u den t s wit h t h e k n owledge of Der ivat ive Mar k et s as an asset
class for in vest m en t s.
Un i t I Der i v at i ves- An I n t r odu ct i on (2 Hr s)
Level of Kn owledge- Con cept u al an d Wor k in g Kn owledge

In tr odu ct ion – Risk m an agem en t - Der ivat ives- Derivat ives Produ ct s -
Classificat ion of Der ivat ives- Par t icipan t s in Der ivative Mark et s- Evalu at ion of
Der ivat ives- Fu n ct ion s of Der ivat ives Mar k et s- Misu se an d Cr it icism of
Der ivat ives.
Un i t I I For war ds an d Fu t u r es (8 Hr s)
Level of Kn owledge: Wor k in g Kn owledge

For war ds An d Fu t u r es
In tr odu ct ion - For war d Con t r act - Set t lemen t of For war d Con t r act - Fu t u r es
Con t r act - Specificat ion s of Fu t u r es Con tr act - Open In t er est - Differ en ce bet ween -
For war d an d Fu tu res Con t r act - Pr icin g a For war d an d Fu t u r es Con t r act .
Com m odit y Fu t u r es
Ben efit s of Com m odit y Fu t u r es- Fu t u res Cont r act on Com m odit ies- Pr icin g
Com m odit ies Fu t u r es- Hedgin g wit h Com m odit ies Fu t u r es- Perfect an d Im perfect
Hedge- Basis & Basis Risk , Opt im al Hedge Rat io
St ock An d In dex Fu tu r es
In t r odu ct ion - In dex Fu t u r es- Fu t u r es Con tr act on In dices an d In dividu al St ock -
Feat u r es an d Specificat ion s of St ock or In dex Fu t u r es- Pr icin g St ock an d In dex
Fu t u r es- Applicat ion of In dex Fu t u r es- Hedgin g t h rou gh In dex Fu tu res
248
In ter est Rat e Forwards An d Fu t u r es

In tr odu ct ion - For war d r at e agr eem en t (FRAs)- FRA – Th e pr odu ct - Hedgin g wit h
FRA- Specu lat ion wit h FRA- Ar bit r age wit h FRAs- Eu r odollar s/ Fu t u r es.
Un i t I I I Swaps (2 H r s)

INTEREST RATE AND CURRENCY SWAP
In ter est Rat es an d cu r r en cy swaps- In t r odu ct ion - In t er est Rat e Swaps- Feat u r es
of Swap- Need of Swap In t er m ediar y- Applicat ion s of Swaps- Rat ion ale for Swaps
Com par at ive Advan t age- Types of In t er est Rat e Swaps
Un i t I V Opt i on s-Basi cs (2 H r s)

In tr odu ct ion - Ter m in ology of opt ion s- Call opt ion - Pu t Opt ion - Mon eyn ess of
Opt ion s- Types of opt ion s- Un der st an din g Opt ion s Qu ot at ion s- Tr adin g an d
Set t lem en t - Mar gin s in Opt ions- Differ en ces bet ween option s an d fu t u r es/
For war ds
Un i t V Opt i on s Pr i ci n g (1 3 Hr s)
Level of Kn owledge- Con cept u al an d Wor k in g Kn owledge

OPTION PRICING - I
In tr odu ct ion - In t rin sic valu e an d Tim e Valu e- Ar bit r age based r elat ion sh ip of
opt ion Pr icin g- Pu t call par it y
OPTION PRICING II
In tr odu ct ion - Bin om ial opt ion pr icin g m odel-Applyin g Bin omial m odel- Fact or s
affect in g t h e option s pr ice- Black Sch oles opt ion pr icing m odel- Assu m pt ion of
Black Sch oles Model- Int er pr et in g t h e Black Sch oles m odel- Pu t pricin g u sin g
t h e BSM- Measu r in g h ist or ical volatilit y- Im plied volat ilit y
OPTIONS – APPLICATION
Hedgin g wit h St ock opt ion s- Hedgin g wit h In dex options- St r addle – Lon g an d
Sh or t - St r an gle- Lon g an d Sh or t - St r aps an d St r ips- Bu ll Spr ead- Bear Spread-
Bu t t er fly Spr ead- Fact or s affect in g t h e Spr ead
Un i t VI Cr edi t Der i v at i ves (3 Hr s)
Level of Kn owledge: Con cept u al an d Wor k in g Kn owledge

In tr odu ct ion - Credit Der ivat ives- Types of Risk - Assessin g Credit Risk : Th e
Probabilit y of Defau lt - CDS – Credit Defau lt Swaps
[Tot al 3 0 Hr s]
249
1. To pr act ically u n der st an d an d follow day-t o-day developm en t s in t he

Der ivat ives Mar k et s
2. To develop t h e sk ill of u sin g Der ivat ive m ar k et s as on e of t h e asset classes
for in vest m en t s.
3. To develop t ech n ical an alysis sk ills.
1. Rajiv Sr ivast ava , Der ivat ives an d Risk Man agem ent ,Oxfor d Univer sit y Press
Der i v at i ves Ref er en ce T ex t s:
1. Hu ll, J. C. (2011) .Options, f utures, and other derivatives (8 th ed.). Pr en t ice

Hall.
2. Par am eswar an , S. K. Futures mark ets- made easy w ith 250 Q & A (1 st ed.).
Tat a McGr aw Hill.
3. Varm a, J . R. Derivatives and risk management.(1 st ed.) Tat a McGraw Hill
Pu blicat ion s.
Mr .Rat an Gu pt a
Dir ect or, Kn owledge Var sit y
Ban galor e.
250
M BA 6 6 2 Fi n an ci al Ri sk M an agem en t
2 Cr edi t s
Descr ipt ion
Th is cou r se is offer ed as fin an ce elective t o pr ovide t h e st u den ts an

u n derst an din g of t h e em ergin g ar eas of Risk Man agem en t . Th is cou r se equ ips
t h e par t icipan t s with t h e t ools an d t ech n iqu es t o m an age t h e fin an cial r isk
efficien t ly. It also en ables t h e st u den t s t o lear n power fu l cor por at e gover n an ce
an d r isk st r at egies t o con t r ol bot h fin an cial an d n on fin an cial r isk s.
To descr ibe r isk m an agem en t con t r ibu t ion t o t h e or gan izat ion
To cr eat e awar en ess of t h e r egu lat or y fr am e wor k s, best pr act ices an d
accou n t in g & legal issu es.
To u nder st an d VAR an d m eth ods for m easu r in g VAR
To u nder st an d t h e u se of im por t an t fin an cial r at ios in r isk m an agem en t
To u nder st an d wh y t ot al r isk mat t er s
To r elat e con cept s an d pr act ice of r isk m an agemen t t h r ou gh case st u dies
fr om or gan izat ion s wh ich failed du e t o in adequ at e risk m an agemen t
pract ices.
Un i t I I n t r odu ct i on t o Ri sk s- I (2 Hr s)

Risk in Gen n er al Man agem en t an d fin an cial risk in specific, Nat u r e of r isk , Need
for r isk m an agem en t an d ben efit s, Classificat ion of r isk s, Syst em at ic an d Non -
Syst em at ic risk , Appr oach es t o Risk m an agemen t .
Un i t I I I n t r odu ct i on t o Ri sk s- I I (5 Hr s)
Level of Know ledge: Analy tical

Risk Vs Ret u r n dyn am ics, Iden t ifying risk exposu r e, Recap of h ow t o defin e
r et u r n s an d m easu re it , Recap of h ow t o m easu r e r isk s – St an dar d Deviat ion ,
Covar ian ce an d Pr obabilit y, En t er pr ise r isk m an agem en t , Risk based
su per vision .
Un i t I I I Regu l at i on s, Basel I I & I I I (6 Hr s)
Level of Know ledge: Analy tical and practical

Over view of Basel n or m s –Basel Com m it t ee on Ban k in g Su per vision (BCBS),
Basel n orm s - A m ove t owar ds En t er pr ise Risk Man agem en t & In tegrat ed
su per vision , Basel II n or m s - 3 Pillar appr oach , BCBS gu idelin es, Iden t ifyin g t h e
sou r ces of Cr edit , Mar k et & Oper at ion al r isk s an d det er m in in g r espect ive capit al
as par t of Min im u m r equ ir ed capit al, Appr oach es t o Capital m easu r em en t . Basel
III - A perspect ive.
251
Fin an cial risk s m an agem en t t h r ou gh Opt ion s, fu t u r es an d der ivat ive secu r it ies.
Assessm en t of fin ancial asset r isk s, in ter est r at e & debt secu r it ies, valu e at r isk .
Capit al adequ acy r isk , Oper at ion al r isk s in ban k s, Basel II com m it t ee
r ecom m en dat ion s.
Un i t I V Det ai l ed St u dy of Ri sk s (1 0 Hr s)

Prin ciples of cr edit risk m an agem en t (3 Hou r s): For m s of cr edit r isk – Set t lem en t
r isk , Cou n t er par t y r isk & Sover eign r isk , Com mon sou r ces of credit r isk
m an agemen t , m easu rin g cr edit r isk – Pr obabilit y of defau lt , Loss given defau lt,
Exposu r e at defau lt , Expect ed loss & Un expected loss, u se of derivat ives t o
m an age cr edit r isk .
Liqu idit y risk & In t er est r at e r isk (3 Hou r s): Recap of h ow liqu idit y r isk is
m an aged in ban k s, Recap of h ow In t er est r at e r isk is man aged in ban k s, Recap
of h ow ALM t ool is u sed t o m an age liqu idit y an d in t er est r at e risk , Opt imizat ion
of NIM, Use of der ivat ives for in t er est r isk m an agem en t .
Scen ar io an alysis & St r ess t est in g (2 hr s): Gen erat in g t h e scen ar ios, r ever se
st r ess t est in g an d it s u ses. Prin ciples of "Sou n d st ress test in g pr act ices an d
su per vision ,ǁ BCBS con su lt at ive docu men t .
Oper at ion al Risk (4 h r s): Oper at ion al r isk s in ban k s, Measu r in g an d m an agin g
operat ion al r isk s
Econ om ic capit al an d RAROC (2 h r s): Un der st an din g t h e con cept s - RAROC,
Econ om ic capit al, How to m easu r e bu sin esses u sin g RAROC, Forecast in g an d
RAROC, Sim u lat ion u sin g Mon t e Car lo m et h od.
Un i t V Con t em por ar y T opi cs (7 Hr s)

Con ver gen ce: IFRS & Basel norm s - In vest men t s, Loan loss pr ovision ing, derivat ives.
Risk Mgmt . - Mist akes t o avoid: Lear ning fr om Case St u dies- Ban k Herst at t , Leh man
Bros., Lon g Term Capit al Man agemen t (LTCM), Bar in gs Ban k et c.
Vivek ., & Ast h an a, P.N. (2012). Financial risk management. (2 n d ed.). Him alaya
252
Ref er en ces
1. RBI‘s Master Cir cu lar on Risk Man agem en t

2. BCBS Con su lt at ive Docu m en t
3. Hu ll, J . C. (2010). Risk Management and financial institutions. (3 r d ed.).
Tor ont o: Wiley In dia.
4. Du n ., & Br adst r eet . (2006). Financial risk management. (1 st ed.). Tat a
McGr aw Hill.
5. Cr ou h y, M., Galai, D., & Mar k , R., (2006). The essentials of risk management.
Th e McGr aw Hill Com pan ies.
6. William s, A. C., You n g, P., & Sm it h , M.L. (1998). Risk management &
insurance. The McGraw Hill Com pan ies.
7. Risk Man agem en t st u dy cou rse for CAIIB - IIB
Mr.Mah idh ara Davan ger e V

MBA,MFC,Msc(Mat h s),DAT(UK)
Corpor at e In vest m ent Con su lt an t
Pram ar t h a In vest men t Par t n er s
Ban galor e
253
CUR R I CUL UM
Y EAR - I I
GE N E R A L M A N A GE M E N T
254
M BA 6 11 Busi n ess An al y si s – I I I
2 Cr edi t s
Descr ipt ion
Th is cou r se is a con t in u at ion fr om Bu sin ess An alysis II. Th e pu r pose of t h is

cou r se is t o pr ovide t h e st u den t s wit h a deep u n der st an din g of t h e appr oach ,
t ools, tech n iqu es an d best pr act ices r equ ir ed t o facilit at e defin it ion of
r equ ir emen t s for IT solu t ion s t o bu siness problem s. Th is cou r se will coach
st u den t s on h ow t o elicit , an alyze, m odel, docu m en t , an d validat e Solu t ion
Requ ir em en t s, i.e. Fu n ct ion al an d Non Fu n ct ion al Requ ir em en t s t o a solu t ion .
It also deals with h ow t o effect ively com m u n icat e r equ ir em en t s t o t h e
st ak eh older s (clien t & im plem en t at ion t eam) an d m an age t h ese requ irem en t s.
To learn h ow t o ANALYZE an d DOCUMENT REQUIREMENTS u sin g best

pr act ices lik e USE CASE SPECIFICATION
To u nder st an d BUSINESS RULES an d h ow t o docu m en t t h em
To lear n pr in ciples in volved in design in g USER INTERFACES k eepin g User
Exper ien ce in focu s
To learn h ow t o visu alize r equ ir em en t s u sin g var iou s UML MODELS lik e
act ivit y diagr am , st at e t r an sit ion diagr am et c.
To u n der st an d NON FUNCTIONAL REQUIREMENTS an d h ow t o elicit
t h em
To lear n t h e con cept s in REQUIREMENTS MANAGEMENT
To u nder st an d t h e basics of AGILE FRAMEWORK
Un i t I Use Case Speci f i cat i on (6 Hr s)

- St r u ct u r e of a Use Case
- Act ivit y Diagr am s
- 4D Appr oach t o Use Cases: Discover -Descr ibe-Develop-Det ail
- Basic Validat ion Req.
- Capt u r in g Assu m pt ion s & Depen den cies
- Capt u r in g In t er face Req., Messages, Basic & Adv Validat ion Req.
- Capt u r in g Assu m pt ion s & Depen den cies
Un i t I I Bu si n ess Ru l es (4 Hr s)

- Wh at & Wh y Bu sin ess Ru les?
- St r u ct u r al & Oper at ive Bu sin ess Ru les
- Wor din g Bu sin ess Ru les – best pr act ices
- Em beddin g Bu sin ess Ru les in Use Case Specificat ion
255
Un i t I I I User Ex per i en ce Pr i n ci pl es (4 Hr s)

- User Per son a
- Wirefr am es / Pr ot ot ypes
- Usin g Wir efr am es for elicit ation as a best pr act ice
- Capt u r in g User Experien ce r elat ed r equ ir em en t s in t h e Use Case
Specificat ion
Un i t I V Non Fu n ct i on al Requ i r em en t s (3 Hr s)

- Wh at ar e Non Fu n ct ion al Requ ir em en t s (NFR)?
- Types of NFR: Usabilit y, Reliabilit y, Per for m an ce, Su ppor tabilit y, Design
an d Implem en t at ion Con st r ain t s, Au dit in g, Localizat ion , Help,
Per sist en ce, etc.
- Best Pr act ices in elicit in g NFR: wh ich st ak eh older t o in volve, im pact of
each NFR, et c.
Un i t V Requ i r em en t s An al y si s (Al l i ed Con cept s) (3 Hr s)

- Or gan izin g a Requ ir em en t s Reposit or y
- Requ ir em en t s Prior it izat ion
- Requ ir em en t s Ver ificat ion
- Requ ir em en t s Validat ion
Un i t VI Requ i r em en t s Man agem en t & Pl an n i n g (5 Hr s)

- Requ ir em en t s Traceabilit y Mat r ix
- Ch an ge Man agem en t & Im pact An alysis
- Requ ir em en t s Com m u n icat ion & Sign Off
- Requ ir em en t s Tran sit ion
- Man agin g Issu es / Clar ificat ion s
- Developin g a Requ ir em en t s Man agem en t Plan
Un i t VI AGI LE Fr am ewor k (5 Hr s)

- Fu n dam en t als of AGILE Fr am ewor k
- AGILE Met h odologies
- SCRUM Met h odologies
- Role of a BA in SCRUM Met h odology
- Docu men t in g User St or ies
256
1. Requ ir em en t s An alysis sk ills

2. Requ ir em en t s Plan n in g & Man agem ent sk ills
IIBA® 2009. A Gu ide t o t h e Bu sin ess An alysis Body of Kn owledge® Ver sion
Bit t n er & Spen ce. Use Case Modelin g; Addison Wesley
Leffin dwell & Widr ig. Man agin g Soft war e Requ ir em en t s; Pear son
Un ger , Ru ss & Ch an dler, Car olyn (2012). A Pr oject Gu ide t o UX Design :
For u ser exper ien ce design er s in t h e field or in t h e m ak in g (2n d Edit ion )
(Voices Th at Mat t er ); New Rider s
Ref er en ces
1. Bar bara, A. Car k en ord. Seven st eps t o m ast er in g bu sin ess an alysis. J .
Ross Pu blish in g.
2. Hu ll, J ack son ., & Dick . Requ iremen t s en gin eer in g. Spr in ger.
3. Kr u t ch t en m , Ph illippe., & Kr oll. Rat ional u n ified process. Addison
Wesley.
4. Pr essm an , Roger . Software en gin eer ing: A pr act it ion er 's appr oach .
McGraw-Hill.
Ban galor e.
257
M BA 6 1 2 Cr oss Cu l t ur al M an agem en t
2 Cr edi t s
Descr ipt ion
Th e in cr ease in bot h diver sit y an d globalizat ion in bu sin ess requ ir e t h at

employees, especially m an ager s, develop cr oss-cu lt u r al com pet en ce t o wor k
effect ively in in t er n at ion al assign m en t s, on cross-cu ltu r al t eam s, wit h
in cr easin gly diver se cu st om er s an d clien t s, an d t o effect ively com pet e or
collabor at e wit h compet it ors, su pplier s, par t n ers, an d r elevan t st ak eh olders,
su ch as gover n m en t s an d ot h er pu blic bodies.
Effect ive t r ain in g an d exposu r e t o cu lt u r al differ en ces ar ou n d t h e world can h elp
employees lear n t o be m or e su ccessfu l in a var iet y of bu sin ess set t in gs.
Th is cou r se seek s t o provide st u den t s wit h an u n der st an din g of effect ive cr oss-
cu lt u r al m an agem en t an d t h e ch allen ges t h at ar e lik ely t o be faced wh ile
work in g in t er n at ion ally.
Th e cou r se is design ed t o give su pport an d gu idan ce t o st u den t s by offerin g an
in sigh t an d u n derst an din g of h ow cr oss cu lt u r al an d in t er cu lt u r al issu es
m an ifest in t h e wor k place.
Coach in g on sk ills su ch as com m u n icat ion , t im e man agem en t ,

asser t iven ess an d con flict r esolu t ion .
Developin g sk ills an d appr oach es t o deal wit h cr oss cu lt u r al an d
in t er cu lt u ral issu es.
Pr ovidin g gu idan ce on h ow t o leverage cu lt u r al differen ces an d maxim ize
t h e pot en t ial of a m u lt icu lt u r al t eam .
To pr ovide con cept u al fr am ewor k s an d eviden ce fr om pr act ice t h at will
develop an u n der st an din g of t h e ways in wh ich cu lt u r es differ , h ow t h ese
differ en ces can im pact m an agem en t , and h ow cu lt u r al issu es can limit
organ izat ion al effect iven ess.
By t h e en d of t h e cou r se, st u den t s will:

Un der st and h ow people, grou ps, or gan izat ion s, an d societ ies becom e
in fu sed wit h cu lt u r e
Gain an an alyt ical an d con cept u al u n der st an din g of one‘s own cu lt u r e an d
t h e differ en ces fr om own ver su s ot h er cu lt u r es
Un der st and t h e in flu en ce of cu lt u r e on at t it u des an d beh avior
Lear n t o r ecogn ize wh en cu lt u r al differ en ces ar e affect in g wor k
r elat ion sh ips an d t h e cir cu m st an ces in wh ich cu lt u ral differ en ces ar e m ost
lik ely
Lear n su bstan t ively abou t an d com e t o appr eciat e cu lt u r es differ en t from
on e‘s own
Un der st and t h e t ypical r eact ion s to cu lt u ral differ en ces; lear n t o be
m in dfu l of t h ose react ion s in ou r selves, an d lear n st r at egies for r espon ding
pr odu ctively an d posit ively t o cu lt u r al differ en ces.
258
Un i t I I n t r odu ct i on t o cu l t u r al di f f er en ces an d t h e ch al l en ges i n m an agi n g

t h em (4 H r s)
Level of Kn owledge – Basic Kn owledge

To iden t ify t h e ar eas in wh ich cu lt u r al differ en ces pr esen t a ch allen ge in
m an agin g people acr oss cu ltu res; To becom e m or e self-awar e of ou r cu lt u r al
con dit ion in g, in dividu al biases an d assu m pt ion s an d t o u n der st an d t h e
im plication s t h ese h ave on ou r in t er act ion s wit h people who ar e differ en t fr om
u s.
Un i t I I Un der st an di n g t h e cu l t u r al i m pact on m an agem en t (5 H r s)
Level of Kn owledge – con cept u al & sk ill based

To u n der st an d t h e im pact of cu lt u r e on m an agem en t ; Th e sign ifican ce of cu lt u r e
in in t er n at ion al man agem en t ; Un der st an din g an d Man agin g Cu lt u r al Diver sit y.
Th e m ean in g an d dim en sion s of cu lt u r e; compar at ive in t ern at ion al m an agem en t
st yles.
Un i t I I I Cr oss cu l t u r al com m u n i cat i on & n egot i at i on f or com pet i t i v e

advan t age (8 H r s)

Cr oss-Cu lt u r al Com m u n icat ion an d Negot iat ion s. Man agin g com m u n icat ion
acr oss cu lt u r es; Th e abilit y t o com m u n icat e cr oss cu lt u r ally an d u n derst an d
diver se per spect ives in or der t o ach ieve a com petit ive advan t age in ou r global
econ omy. Cu lt u r e an d con su m er beh avior .
Un i t I V Leadi n g i n a cr oss cu l t u r al en v i r on m en t (4 H r s)

Cr oss-cu lt u r al leader sh ip an d m ot ivat ion ; Leadin g Respon sibly in Mu lt icu lt u r al
En vir on men t . Global bu sin ess et h ics.
Un i t V M an agi n g bu si n ess acr oss cu l t u r es (3 Hr s)

Man agin g Cu lt u r es in In t er n at ion al Merger s an d Acqu isit ion s. Hu m an Du e
diligen ce acr oss cu lt u r es in or gan izat ion s
Un i t VI Cu l t u r al i m pact on i n t el l ect u al pr oper t y (3 Hr s)
Level of Kn owledge – con cept u al & k n owledge based

In tellect u al pr oper t y issu es in em er gin g cou n t r ies. Cu lt u r al views of in tellect u al
proper ty ar ou n d t h e wor ld an d it s pr ot ect ion .
259
Un i t VI I Car eer dev el opm en t i n cr oss cu l t u r al en v i r on m en t (3 H r s)
Level of Kn owledge – con cept u al

In ter n at ion al Assignm en t s an d Global Car eer Developm en t .
1. Or gan izat ion al cu lt u r al su r vey

2. Cr oss cu lt u ral m an agem en t
3. Relat ion sh ip bet ween wor k an d social life
Recom m en ded t ex t s:
1. Bh at tach ar yya. (2012). Cross-cultural management. PHI lear n in g Pvt Ltd,

2. Madh avan . S. (2011). Cross-cultural management. Oxfor d Un iver sit y Pr ess
3. Th om as, D.C. (2010). Cross-cultural management. Sage Pu blicat ion s
Ref er en ces
1. Fer rar o. (2007).The cultural dimension of international business. In dia:

Pear son Edu cat ion
2. Hofst ede, G. Cultures & organizations. McGr aw-Hill
3. Hopk in s, B. (2009). Cultural differences & improving performance. Gower
pu blish in g,
4. Per ry. Intercultural communication. Cen gage lear n in g.
5. Rober t , T. M., Ph ilip, R. H., & Sar ah , V. M. (2011). Managing cultural
differences. Rou t ledge Pu blish in g
6. Sin gh , N. K. (2012). Eastern & cultural management. India: .Spr in ger
7. Tjosvoid, D., & Leu n g, K. (2009). Cross cultural management foundations &
future. Ash gat e pu blish in g Lt d.
Ban galor e.
260
CUR R I CUL UM
Y EAR - I I
H UM A N R E SOUR CE
261
M BA 62 1 I n t er n at i on al Hum an Resour ce M an agem en t
2 Cr edi t s
Descr ipt ion
Th e cou r se is offer ed as a h u m an r esou r ce elect ive in t he secon d year. Th e
globalizat ion of bu sin ess is h avin g a sign ifican t im pact on h u m an r esou r ce
m an agemen t . It is m or e im per at ive t h an ever for or gan izat ion s t o en gage in
h u m an r esou r ce m an agem en t on an in t er n at ional scale. Today's m an ager s an d
bu sin ess leader s con fron t decision pr oblem s in var iou s fu n ct ion al ar eas of HRM
wh ile wor k in g in differ en t n at ion al an d cu lt u r al en vir on m en t . Also, m an ager s
work in g in t h e cor por at e h eadqu ar t er s of MNEs h ave t o deal wit h h u m an
r esou r ce issu es relat in g t o PCNs, HCNs, an d TCNs. Th is cou r se will cover t h e
m an agemen t issu es wh ich h ave im plicat ion s on in t ern at ional HRM decision s
in clu din g; cross-cu lt u r al n egot iat ion s, in t er n at ion al dim en sion s of leadersh ip,
m ot ivat ion , t eam wor k , an d com m u n icat in g wit h people of differ en t cu lt u r al
en vir on m en t . Th e m ajor focu s of t h e cou r se will be on in t er n at ion al h u m an
r esou r ce m an agem en t & developm en t issu es of recru it m en t an d select ion ,
com pen sat ion an d r eward syst em s, t rain in g an d developm en t , per form an ce
appr aisal, expat riat ion , r epat r iat ion an d car eer developm ent .
To familiar ize t h e st u den t s wit h t h e variou s con cept s an d issu es r elat ing
t o m an agem en t of h u m an r esou rces in in t er n at ion al bu sin esses.
To en able st u den t s t o explor e t h e ch allen ges posed by r apid globalizat ion
of bu sin ess, u n der st an d an d an alyze h u m an r esou rce issu es for m ak in g
effect ive decision s in t h e con t em por ary in t er n at ion al bu sin ess
en viron m en t .
To r eview t h e t h eor ies, m odels an d con cept s developed in t h e areas of
in t er n at ion al m an agem en t , int er nat ion al organ izat ion al beh avior , cr oss-
cu lt u r al m an agem en t , an d ot h er em er gin g disciplin es, an d st u dy t h eir
im plicat ion s on in t er n at ion al HRM pr act ices.
Applicat ion of th e t h eor ies an d con cept s & t h er e m an ager ial im plicat ion s
Level of Know ledge: Foundation & Basic k now ledge.
Nat u r e of In t er n at ion al Hu man Resou r ce Man agem en t (IHRM) – appr oach es t o
HRM – differen ces bet ween dom est ic HRM an d IHRM.
Un i t I I H RP & Tr ai n i n g & Dev el opm en t (8 Hr s)

Level of Know ledge: conceptual & application k now ledge
Hu m an r esou r ce plan n in g in IHRM – recr u itm en t an d select ion – issu es in st aff
select ion – select ion of expat r iat es.
262
Tr ain in g and developm en t – expat r iat e t r ain in g – developing in t er n at ion al st aff

an d m u lt in at ion al t eam s.
Un i t I I I Per f or m an ce Man agem en t & Com pen sat i on (8 Hr s)

Level of Know ledge: application k now ledge
Performance management: fact or s associat ed wit h in dividu al per for m an ce an d
appr aisal – Cr it eria u sed for per for m an ce appr aisal of in t er nat ion al em ployees –
appr aisal of h ost cou n t r y n at ion als.
Com pen sat ion – object ives of in t ern at ion al com pen sat ion – appr oach es of
in t er n at ion al com pen sat ion .
Un i t I V Ex pat r i at i on & Repat r i at i on (3 Hr s)

Level of Know ledge: Understanding & apply ing
Expat failu re – cau ses for failu r e. Repat r iat ion – r epat r iat ion pr ocess.
Un i t V I n t er n at i on al Labou r Rel at i on s (4 Hr s)
Level of Know ledge: Creating an understanding & appropriate application.
Labou r relat ion s – Key issu es in int er n at ion al r elat ion s – st r at egic ch oices befor e
firm s – st r at egic ch oices befor e u n ion s – u n ion t act ics.
Un i t VI Th e I n t er n at i on al Con t ex t (3 Hr s)
Level of Know ledge: Skill development.
Man agin g people in an in t ern at ion al cont ext – J apan – Eu r ope – US.
1. Lectu re session s, case st u dies, assign m en t s, r ole plays an d class

pr esen t at ion s.
2. Live pr oject s t o be u n der tak en in var iou s MNC‘s
3. In t eract ion wit h expat s in var iou s or gan izat ion s
1. Dowlin g Pet er J ., et al (2010). International Human Resource Management.

Sou t h West er n : Th om as Lear n in g Pu blicat ion .
263
Ref er en ce Book s
1. Hill Ch ar les W.L., (2010). International Business. McGr aw – Hill

Pu blicat ion s.
2. Men den h all M. & Oddou G., (2009). Readings and Cases in International
Human Resource Management. Sou t h -West er n College Pu blish ing.
3. Den n is R. Br iscoe., (2009). International Human Resource Management.
Pr en t ice Hall.
4. Nan cy Adler.,(2009). International Dimensions of Organizational Behavior.
Sou t h -West er n College Pu blish in g.
5 . Mich ael Ar mst ron g.,(2009). Armstrong’s Handbook of Human Resource
Management. 11 th edit ion , Pr act ice, Kogan page.
Ex t er n al Ex per t s:
1. Dr. B.C San jeevaiah , 2. Mr . Gir in ar ayan

Pr ofessor & Ch air man Dir ect or
Post Gr adu at e Depart m en t of Com m er ce Hu m an Resou r ce
Ban galor e Un iversit y Lin eage Power Lt d
Ban galor e
4. Mr. V.Kr ish n an 4 Dr . K. Vijay Ku m ar ,

Visit in g Professor , H.R. Con su lt an t
Dir ect or , In du s Bu sin ess J .P.Nagar
Basavan gu di Ban galor e
264
M BA 6 6 7 Lat est Tr en ds i n Hum an Resour ce M an agem en t
2 Cr edi t s
Descr ipt ion
Th is cou r se is design ed t o h elp t h e st u den t s to u n der st an d t h e lat est HR

pract ices an d t r en ds in t h e in du st r y, givin g special at t en tion t o t h e m ajor
ch allen ges an d t h e par adigm sh ift facin g t oday‘s HR m an agem en t
Th e exper ien t ial lear n in g met h od is adopt ed t h r ou gh discu ssion s/ pr esen t at ion s
based on Resear ch ar t icles/ case st u dies on issu es r elat in g t o em er gin g HR
t r en ds an d pr act ices. Grou ps an d in dividu al pr esen t at ion s will be made by t h e
st u den t s.
Th e cou rse is offer ed as a h u m an r esou rce elective in t h e secon d year .

To develop awaren ess t owar ds t h e lat est t r en ds an d prepar e st u den t s for
car eer s in t h e ar eas of h u man resou r ces.
To develop sk ills r equ ir ed for han dlin g t h e cu r r en t t r en ds in HR pr act ices
an d u n der st an d t h e r equ ir em en t s of t h e in du st r y.
To discu ss issu es r elat in g t o em er gin g HR t r en ds an d pr actices
Un i t I Lear n i n g Or gan i zat i on (6 Hr s)

Learn in g Or gan izat ion , Mean in g, Ch ar act er ist ics, Sin gle-loop lear n in g V/ S
Dou ble loop lear n in g. Cr eat in g a learn in g or gan izat ion .
Un i t I I M an agi n g K n owl edge Wor k er s (5 Hr s)

Kn owledge m an agem en t m ean in g, ch allen ges an d recen t tr en ds. E – Lear n in g:
Ch allen ges an d issu es
Un i t I I I Psy ch ol ogi cal Con t r act (4 H r s)

Psych ological con t r act . Mean in g, Im por t an ce, Types an d m an agin g t h e
psych ological con t ract .
265
Un i t I V Sk i l l I n ven t or y (4 Hr s)

Sk ill In ven t or ies, Com pet en cy m appin g, Recen t t r en ds in t r ain in g an d
developm en t & per for m an ce appraisal.
Un i t V H um an Resou r ces Accou n t i n g (4 Hr s)

Hu m an Resou r ce Accou n t in g an d Au dit : Mean in g, process an d im por t an ce.
Un i t VI H u m an Resou r ce I n f or m at i on Sy st em (4 Hr s)

Hu m an Resou r ce In for m at ion syst em : Mean in g & process.
Un i t VI I Wor k f or ce Di v er si t y (3 Hr s)
Level of Know ledge: Conceptual k now ledge

Man agin g wor k for ce diver sit y – Ch allen ges an d issu es
1. Gr ou p pr esen tat ion s on cu rr en t t r en ds in HR

2. Pr act ical pr oblem s in im plan t in g t h e n ew t ech n iqu es
3. Case st u dies
Pr act i cal Recor d: Each st u den t will m ain t ain a pr act ical r ecord book du ly
sin ged by t h e facilit at or aft er t h e com plet ion of each sk ill. Th e r ecor d will con t ain
t h e n am e of t h e sk ill, t h e con cept u al fr am e wor k of t h e sk ill, at least t wo
object ives t o be ach ieved, at least t wo m et h ods adopt ed for ach ievin g t h e
object ives, t h e r esu lt s, t he in t er pr et at ion an d discu ssion t h e r esu lt s, t he
lear n in g‘s fr om t h e sk ill and at least two act ion plan wit h follow u p det ails.
No en d t erm exam . Th e cou rse is based on con t in u ou s evalu at ion on m u lt iple

com pon en t s t est in g for con cept u al k n owledge, u n der st an din g an d applicat ion of
sk ills.
1. Sem in ar on th e t opic
2. Wr it t en Assign m en t
3. MCQ (Fou r )
4. Case st u dy wit h Teach in g Note
5. Case An alysis
266
Su m m ar ies based on lat est t r en ds in in du st ry will be developed by th e in st it u t e

on a year ly basis.
Ref er en ce Book s
1. Mar k , East erby., Loiu s, Ar ajo. (2008). Organizational learning and the
learning organization. Sage Pu blicat ion
2. J oh n , C.Maxwell., (2006). The 360 leader. Pear son pu blicat ion .
3. Gu pt a,R.K. (2003). Human resource accounting. An m ol Pu blicat ion s.
4. Dr . Mich ael, J . K., & Moh an , T. (2007). Human resources information sy stem.
Sage pu blicat ion .
5. Ch au dh ar i,S.(2004). Effective psychological contract: implications f or
HR practices. ICFAI Un iversit y Pu blicat ion .
6. Am ar , A.D. (2002). Managing k now ledge w ork ers: Unleashing innovation and
productivity . Qu or u m book s.
7. Pu sh k ala, P.(2002). Managing the organizational melting pot: dilemmas
of w orkplace diversity , Sage pu blicat ion .
1. Pr of V. Kr ish an an 3.Mr.R.Sh r ir am ,
Con su lt an t , Ban galor e Dir ect or , Cor n er st on e (I) Pvt Lt d.,
Ban galor e
2. Dr .Vivek an ad, 4.Pr of H.A.C. Poppen

ICFAI B sch ool, Con su lt an t , Ban galor e
Ban galore
267
CUR R I CUL UM
Y EAR - I I
SY ST E M S
268
M BA 6 7 1 OP 1 1 Gr een Oper at i on s (Wast e M an agem en t )
2 Cr edi t s
Descr ipt ion s
Th is paper offer s a fu n dam en t al fram ewor k for Gr een Oper at ion ie., Wast e an d
Pollu t ion Man agem en t st ressin g t o gen er at e m ost m in im u m waste in an
or gan izat ion . Th is cou r se provides st u den t s wit h k n owledge of Wast e and
Pollu t ion m an agem en t adh eren ce an d in br oader sen se t owar ds m eet ing t h e
cor por at e object ives..a lean con cept
To en able t h e st u den ts in Oper at ion s specializat ion t o acqu ir e an

u n der stan din g of t h e differ en t t ypes of wast es gen er at ed an d h ow t o
h an dle t h e sam e an d t h e r equ ir em en t s for con t r ol of in du str ial pollu t ion
as per r egu lat or y r equ ir em en t s for t h e in du st r ies.
Th is will en h an ce t h e k n owledge in st u den t s in t h e area of Wast e an d
Pollu t ion m an agem en t adh er en ce
Th e st u den t s will be ask ed t o an alyse a pr oblem of an y in du st r y in t h is
ar ea an d give a r epor t .
Th is bein g a lean con cept, awar en ess of cor por at e social r espon sibilit y will
be developed in th e st u den t s. To mak e t h e st u den t s awar e of t h e wast e
m an agem en t requ irem en t s in an or gan izat ion .

Hist or y of wast e t r eat m en t an d disposal, Eu r opean Un ion Wast e Man agem en t
Policy, sat e st r ategy of Eu r opean , Asian cou n t ries, policy In st r u m en t s, Waste
m an agemen t Legislat ion , Th e econ om ics of Wast e Man agemen t , Opt ion s for
wast e t r eat m en t an d disposal ,Gr een IT, Gr een Mar k et in g, Gr een Fin an ce
Un i t I I Oper at i on al 7 Ty pe wast es (4 Hr s)

Defect s, Over pr odu ct ion of goods, Tr an spor t at ion , wait in g, over pr ocessin g,
Mot ion , In ven t or y, Opt im izin g t h em
269
Un i t I I I Wast e Recy cl i n g an d Lan df i l l (5 Hr s)

Defin it ion of wast e, Wast e ar isin gs, h azar dou s wast e, Sewage slu dge, Ot h er
wast es, Wast e con t ain er s, Collect ion Syst em s an d t r eat m en t , Econ om ic
Con siderat ion s, Mat er ial r ecycle An alysis , Wast e lan dfill dir ect ives, Sit e
Select ion an d Assessm en t , Con sider at ion for lan dfills, Types of Wast e lan dfills,
Lan dfill design an d En gin eer in g, Lan dfill Lin er m at er ials, Lan dfill lin er syst em ,
Processes Oper at in g in Lan dfills, Lan dfill Cappin g, Lan dfills sit e com pletion an d
r est or at ion , En ergy r ecover y fr om lan dfill Gas, Old lan dfill sites.
Un i t I V Lan df i l l (4 Hr s)

Wast e t r eat m en t t ech n ologies- Pyr olysis, Gasificat ion , Com bin ed pyr olysis-
gasificat ion , Compost in g an aerobic Digestion .
Un i t V Wast e Tr eat m en t Tech n ol ogi es (5 Hr s)

In tr odu ct ion , In t egr at ed wast e man agem en t , Wast e m an agem en t or gan izat ion ,
Repair an d r eclam ation , Cost ben efit s of wast e m an agem en t , e-wast e
m an agemen t .
Un i t VI Wast e Man agem en t (4 Hr s)

Sou r ces of air pollu t ion , Pollu t ion sou r ces an d effect s, Met eor ological aspect s of
air pollu t an t disper sion , Air pollu t ion sam plin g an d m easu r em en t , Air pollu t ion
con t r ol m et h ods an d equ ipmen t .
Un i t VI I Ai r Pol l u t i on an d Wat er Pol l u t i on (4 Hr s)

Wast e wat er t r eat m en t , Solid wast e man agem en t , Hazar dou s wast e
m an agemen t , Im pact of m an on t h e en vir onm en t : An overview, Con t r ol of
specific gaseou s pollu t an t s, Con t r ol of specific gaseou s pollu t an ts, Wast e water
t r eat m en t , Solid wast e m an agem en t, Hazar dou s wast e m an agemen t
1. Gr ou p wise pr esen t at ion by st u den t s on differ en t t ypes of wast es

gen er at ed by differ en t t ype of in du st r ies an d wh at ar e t h e met h ods
adopt ed by var iou s in du st r ies for disposal of wast es as per r egu lat or y
r equ ir em en ts.
2. St u den t s will k n ow abou t t h e lat est con cept in wast e m an agem en t .
3. St u den t s will k n ow abou t t h e lat est con cept on pollu t ion con t r ol
270
4. Qu alit y Cir cle t eam t o propose t h e Waste m an agem en t in it iat ives for t h e
cam pu s an d m ak e t h e cam pu s gr een .
5. Case st u dies
6. Pr esen t at ion s on r egu lat ion s r egar din g h azar dou s wast e man agem en t .
1. Pau l, T. W.(2010). Waste treatment and disposal. New Delh i: J oh n

Wiley an d son s.
2. Rao, C.S.(2000). Environmental pollution control engineering. New
Delh i: NewAge In ter n at ion al.
Ex t er n al i n pu t :
1. Pr of. Sh ivan an da 2. Pr of. J ish n u Hazr a

Visin g Facu lt y IIM, Ban galor e
Ban galor e
3. Pr of. A.R. Mu t h u swam y,
Ex-ED Oper at ion s & Main t en an ce,
Ban galor e
271
M BA 6 7 2 Sof t war e En gi n eer i n g & Sof t war e Pr oj ect M an agem en t
2 Cr edi t s
Descr ipt ion
Th e cou r se offer s a fu n dam en t al fr am ewor k for Soft war e en gin eer in g an d

softwar e pr oject man agem en t in an or gan izat ion . Th e cou r se appr oach es
softwar e developm en t fr om a Syst em s En gin eer in g per spect ive (an in t er -
disciplinar y, collabor at ive appr oach t o th e en gin eer in g of syst em solu t ion s wh ich
aims t o capt u r e st ak eh older n eeds an d object ives an d t o t r an sfor m t h ese in t o a
h olist ic, life-cycle balan ced syst em solu t ion wh ich bot h sat isfies t h e m in im u m
r equ ir emen t s of st ak eh olders, an d opt im izes over all solu t ion effect iveness)
To lear n t o cr eat e docu m en t for specifyin g, acqu ir in g, developin g,

evalu at in g, su ppor t ing or m an agin g soft war e-in t en sive syst ems in fu t u r e
To en h an ce k n owledge wh ich in t egr at es best pr act ices fr om th e fields of
Qu alit y, Soft war e En gin eer in g, an d Pr oject Man agem en t
To u n der st an d h ow t o t ailor best pr act ices to t h e u n iqu e r equ ir em en t s of
pr oject s
Sof t war e En gi n eer i n g: Soft war e En gin eer in g Con cept s, SDLC, Soft war e
Developmen t Models – Wat er fall an d It erat ive m odels, Agile an d Scr u m
appr oach es.
Sof t war e Pr oj ect Man agem en t : Defin it ion of a Soft war e Pr oject , Soft war e
project s Vs ot h er t ypes of pr oject s, Pr oject t ypes – Developm en t , Main t en an ce,
an d Su pport pr oject s, Pr icin g m odels – Fixed pr ice an d Tim e & Mat er ial, Delivery
Models – On sit e, Offsh ore, On sit e-Offsh or e, Ph ases in a soft war e developm en t
project , Risk s in Soft war e pr oject s.
Un i t I I Sof t war e Pr oj ect Est i m at i on an d Pl an n i n g (6 H r s)
Effor t est im at ion in Soft ware pr oject s, Pr oblem s with over -est im at ion an d u n der -
estim at ion, Est im at ion t ech n iqu es, Over view of Fu n ct ion Poin t An alysis.
Sch edu lin g a Pr oject , Exam ples of Soft war e t ools for Pr oject Sch edu lin g.
Soft war e Pr oject plan n in g, Resou r ce r equ ir emen t s plan n in g, Select ion of t he
project m an agemen t appr oach , Preparat ion of Pr oject Ch ar t er an d Soft ware
Project Man agem en t Plan
272
Un i t I I I Soft war e Con f i gu r at i on Man agem en t (3 H r s)
Im por t an ce of Con figu r at ion Man agem en t in software deliver y, Soft ware
Con figu r at ion it ems, est ablish in g a Soft war e Con figu rat ion baselin e, Soft ware
Con figu r at ion Plan , Exam ples of Soft war e Con figu r at ion Man agem en t t ools.
Un i t I V Sof t war e Qu al i t y M an agem en t (5 H r s)
Soft war e Qu alit y Met r ics, Defect Pr even t ion Plan n in g an d est ablish in g a
Soft war e Qu alit y Man agem en t Plan for t h e pr oject .
Over view of Soft war e t est in g, Types of Test in g - Wh it e Box Test in g, Black Box
Test in g, Appr oach es for t est in g of soft war e deliver ables – Un it Test in g,
In tegr at ion test in g, Syst em t est in g, Per for m an ce Test in g, Accept an ce Test in g.
Exam ples of Soft war e t est in g t ools.
Un i t V Com m u n i cat i on M an agem en t an d Docu m en t at i on i n

Sof t war e Pr oj ect s (3 Hr s)
Need for effect ive com m u n icat ion in a soft war e pr oject , Com m u n icat ion
Man agem en t Plan , Man aging com m u n icat ion wit h in t h e pr oject t eam , Man aging
com m u n icat ion wit h st ak eh older s, Need for Pr oject docu m ent at ion , Exam ples of
Project docu m en t s.
Un i t VI Pr oj ect Pr ogr ess Rev i ew an d Repor t i n g (4 H r s)
Tr ack in g t h e pr ogr ess of a Pr oject , Con cept s of Ear n ed Valu e An alysis.
Pr oj ect r ev i ew an d r epor t i n g: Pr oject reviews, Pr oject St at u s r epor t ing an d

Dash boar ds. Post -im plem en t at ion r eview, sh arin g of lesson s learn t an d good
pract ices, Project sign -off.
Un i t VI I Bu si n ess cases an d Sof t war e Pr oj ect Man agem en t Tr en ds

(3 Hr s)
Cr it ical Su ccess fact or s for Soft war e pr oject s, Bu sin ess cases of su ccessfu l
project s, Tr en ds in Soft war e Project Man agem en t .
273
1. Gr ou p pr esen t at ion s of a live Soft war e Applicat ion

2. Gr ou p pr esen t at ion of differen t Soft war e developm en t m odels
3. Case an alysis as t o h ow Soft war e En gin eer in g can h elp in syst em
im pr ovem en t
1. Nich olas, J.M., & St eyn ,H. (2010). Project m an agemen t for bu sin ess,
en gin eer in g, an d t ech n ology, Prin ciples an d pr act ice (3r d ed.). Elsevier .
2. Pet ers, J.F., & Pedr ycz, W. (2007). Soft war e en gin eer in g: An en gin eer in g
appr oach , Wiley.
Ref er en ce Book s
1. Hu gh es, B., Mall, R., & Cot t er ell, M. (2011). Soft war e pr oject m an agem en t
(5t h ed.). Tat a McGr aw Hill
2. J alot e. P. (2002). Soft war e pr oject m an agem en t in pr act ice. Addison Wesley.
3. Sch walbe, K. (2009). Pr oject m an agemen t in IT, Cou r se Tech n ology.
1. Pr of. B. Rajen dr an Th an gadu rai, 2. Pr of. A. R.Mu t h u swamy

(Ex Oracle) RB & Cr eat ion s, Ex-ED-SAIL
501 Block 18 Glit t er , Su n Cit y Visit in g Facu lt y,
Apar t m en t s, Ou t er Rin g Road, Ban galor e
Ban galor e-34
274
CUR R I CUL UM
Y EAR - I I
M A R K E T I NG
275
M BA 6 6 4 Br an d Man agem en t
2 Cr edi t s
Descr ipt ion
Th is paper is offer ed as a m ar k et in g elect ive in t h e sixt h t r im est er . Th is cou rse

aims t o develop con cept u al k n owledge of br an din g as par t of m ar k et in g decision
m ak in g an d t o fam iliar ize con cept s of developin g a br an d, m an age br an d
por t folios, br an d lifecycles, br an d ext en sion s & rebr an din g decision s.
To develop in stu den t s an u n der st an din g of br an d m an agem en t con cept s an d

prepar e t h em for career s in t h e ar eas of st r at egic br an d man agem en t .
To en able t h e st u dent s t o be su ccessfu l bran d st r at egist & en able th em t o
develop su ccessfu l in t er faces wit h sales, adver t isin g & chan n el fu n ct ion s.
acqu ir e an u n der st andin g of t h e con cept an d m ean in g of cu st om er
r elat ion sh ip, t h e r elat ion sh ip pr ocess an d var iou s m odels of valu e and
sat isfact ion .
Un i t I Br an d Def i n i t i on an d Su ccess (4 Hr s)

St rat egic Su ccess an d Pion eer advan t age, Su ccessfu l br an ds, Con cept of Mar k et
r e-defin it ion , Gen n er al Man agem en t su ccess an d Br an d su ccess
Un i t I I Br an d Equ i t y (6 Hr s)
Level of Know ledge: Conceptual and Application

Cost based m eth ods, Price based m et h ods, Cu st om er based br an d equ it y,
Br an d asset m an agem en t st r at egy
Un i t I I I Br an d I den t i t y (8 Hr s)

Br an d Iden t it y, Th e Iden t it y st r u ct u re, Developin g Br an d Iden t it y syst em
Clar ifyin g & elabor at in g Br an d iden t it y syst em
A st r at egic pr ocess for Bu ildin g In tegr at ed br an ds, Br an d Vision , Br an d
Object ives
Ch oosin g br an d Elem en t s, Design in g & Im plem en t in g Br an din g St r at egies
Lever agin g Secon dary br an d k n owledge
276
Un i t I V Br an d ex t en si on & Br an d Por t f ol i o st r at egy (6 Hr s)

Types of br an d ext en sion , Need for br an d ext en sion Pros & Con s of bran d
ext en sion
Cat egor y of r elat ed ext en sion s & u n r elat ed ext en sion s
Br an d por t folio st rat egy. Creat in g r elevan ce, differ en t iat ion , lever age & clar it y
Un i t V Br an d Per son al i t y & Br an d Reposi t i on i n g (6 Hr s)

Im por t an ce of Bran d Per son alit y Em otion cen t er ed defin it ion s Br an d im age
Br an d Im age an d cou n t r y of origin , celebr it y, u ser st at u s,
Posit ion in g an d r eposit ion in g Relevan ce t o con su m er s Sear ch for a viable
posit ion
Mak in g t h e br an d ser iou s, con t em por ar y Br an d as a differ en t iat or
Gr ou p pr esen t at ion s on var iou s Br an din g in it iat ives fr om diver se bu sin ess
sect or
Case st u dies
Presen t at ion s on Bran din g n ews u pdat es
Lan e Kevin Keller ., (2006). Strategic Brand Management. Pear son edu cat ion
Ref er en ces
1. Rich ar d Elliot t ., Lar r y Percy, (2007). Strategic Brand Management. Oxfor d

Un iver sit y pr ess
2. Sim on David A. Aak er & Sh cu st er , Building Strong Brands
3. Kapfer er J ean Noel., (2007). The New Strategic Brand management. Kogan
page
I n t er n et Si t es
www.br an din gasia.com www.br an dch an n el.com
Bl ogs
Th ebr an din gblog.com
Ex per t Mem ber

Ms. Tr in it a Iren e
Man ager Big FM
Ban galor e
277
M BA 6 7 8 Di gi t al Mar k et i n g
2 Cr edi t s
Descr ipt ion
Digit al mar k et in g cou rse h as been design ed in su ch a way as it h elps t h e

st u den t s t o t r an sit from a fu n ction al r ole t o a man agem en t role t h at r equ ir es
m or e st r at egic digit al an d web m ark et in g sk ills.
Developin g a su ccessfu l digit al m ar k et in g m odel is bot h an ar t an d scien ce. It
in volves t h e in dept h k n owledge of wh at is in t he m odel, u t ilizin g t h e r igh t
r esou r ces an d collabor at in g m ar k et in g sk ills.
St u den t s get an oppor t u n it y t o develop cor e bu sin ess sk ills an d com peten cies in
var iou s fu n ct ion al ar eas related t o digit al mar k et in g; t h is wou ld en able t h em t o
h an dle issu es in volvin g cr oss fu n ct ion al areas.
• Adapt web m ar k etin g st r at egies and best pr act ices

• Un der st an d t h e con cept s of web mar k et in g
• How t o defin e web m ar k et in g goals, assign resou r ces an d asses gr owt h
oppor t u n it ies
• Keep u p-t o-dat es on web m ar k et in g best pract ices
Pedagogy
Par ticipant s in volve th em selves act ively in lect u r es, discu ssion s an d h an ds on
t r ain in g
Un i t I I n t r odu ct i on t o Di gi t al m ar k et i n g (1 0 Hr s)
Now an d befor e of digit al m ark et in g - digit al m ar k et in g for t h e 21 st cen t u r y,

Im por t an ce an d scope of digit al m ar k et in g; How web sit es wor k s – dyn am ic,
st at ic, blogs: search en gin es and t ypes of sear ch en gin es – met a, cr awler ,
dir ect or ies; How t o creat e a blog
Un i t I I Con cept s of Di gi t al m ar k et i n g (1 0 H r s)
Sear ch en gin e opt im izat ion m ar k et in g, On lin e adver t isem en t , Affiliat e, Social
m edia, An alyt ics. In t r odu ct ion t o Sear ch En gin es: Google gu idelin es, Best
Pract ices, Qu alit y gu idelin es, Design gu idelin es; Sear ch en gin e page r esu lt s –
fam iliar izin g Google r esu lt s.
How Google work s: Search en gin e r an k in g m et h ods, Tech n iqu es t o get on t op of
Google, Meta t ags best pr act ices
278
Un i t I I I Soci al M edi a (5 Hr s)
In tr odu ct ion t o social m edia, Exam ples of social media, Uses of social m edia,
How com pan ies u se social media, Im pact of social m edia in sear ch
Ben efit s of social m edia: Case st u dies of social media, SEO for social m edia, How
t o get st ar t ed in social m edia. Social m edia pr ofile creat ion an d opt im izat ion .
On lin e Ads – How on lin e ads wor k : In t er act ive ads, Cr eat ive ads, Google Ad
words, On lin e ad m et h ods, Types of on lin e adver t isem en t s, Face book ads,
Lin k edIn ads, Video ads, Text ads, Im age ads, Local ads, Con t en t n et wor k ads,
Best pr actices, Campaign set u p, Billin g, Bu dget, Segmen t , Au dien ce
Effect ive Ads: Calcu lat in g ROI, Bu dget, How t o ch oose you r ad par t n er , Bloggin g
for bu sin esses
Cr eat ive‘s & Con t en t : Design in g, Con ten t developm en t , Opt im izin g you r ads,
A/ B t est in g, Con version opt im izat ion , Lan din g page cr eat ion an d opt im izat ion
Face book st r at egy: Iden t ify goals, Fin d In flu en cer s, Un der st an d t one (list en in g),
Act ivat ion .
How Face book adver t isem ent wor k s: Th e 3 Rs – Repor t in g, Resu lts &
Reallocat ion , Measu rin g ROI in Face book ads, In sigh t s an d An alyt ics for Face
book
Twit t er Man agem en t : Twit t er for bu sin ess, St ep by st ep in st r u ct ion s t o Twit t er ,

Key Defin ition s
You Tu be: You Tu be br an ding, You Tu be Ads, Get t in g st ar t ed gu ide
Un i t I V (5 Hr s)
Digit al Mar k et in g Man agem en t : Role of web m ar k et in g m an ager , Web m ar k et in g

depar t men t st r u ct u r e, Roles an d r espon sibilit ies, J ob descr ipt ion , Tar get s, goals.
Digit al Mar k et in g Plan : Goals, object ives, KPI‘s, Mar k et r esear ch , Valu e cr eat ion
process. Str at egic web m ar k et in g plan , Bu dget ing, Ch an n el.
On lin e Repu t at ion Man agem en t : Br an d m an agem en t , Tools t o m on it or on lin e

bran d r epu t at ion , Com m u n icat ion on lin e best pr act ices, On lin e pr ess r eleases,
On lin e n ewspaper , m agazin e ads, Google, Yah oo n ews
1. Est ablish effect ive web m ark et in g pr ocesses an d str u ct u r e t o m eet goals
2. Develop & st r u ct u re su ccessfu l SEO, Affiliat e m ar k et in g , Social m edia
st r at egies an d plan
279
5. How t o allocat e bu dget for each social media act ivities

6. Use an alyt ics to an alyze an d give m ean in gfu l act ion able in sigh t s
Zim m er m an Jan , Sah lin Dou g; Social m edia m ar k et in g, All-in -on e for du m m ies,
Wiley In dia
Ref er en ce Book s
1. Dave Evan s., Su san Br at t on, (2008). Social Media Mark eting: An Hour a
Day. ,2 n d edit ion , Wiley
2. Dave Evans., Susan Bratton, (2010). Social Media Mark eting: The Next
Generation of Business Engagement. Wiley
3. You r Google Gam e Plan for Su ccess: In creasin g You r Web Pr esen ce wit h
Google AdWor ds, An alyt ics an d Websit e Opt im izer , Joe Teixeira, Wiley
2010
Ev al u at i on :
Th e evalu at ion cr it er ia wou ld be t ot ally based on pr oject s.

Few su ggest ed pr oject s for evalu at ion :
Social m edia profile cr eat ion an d opt im izat ion
Cr eat in g an d u ploadin g of blog
Live local bu sin ess list in g cr eat ion
Th e Pr oject su bm ission wou ld be at t h e en d of t h e Tr imest er .
Tot al m ark s 100.
Br eak –u p:
Class At t en dan ce 5%
Class par t icipat ion 5%
Project work 90%
(Pr oject work wou ld h ave 2 milest on es. Each milest on e wou ld have equ al
weigh t age of 50% each )
Ex per t Mem ber
Mr . Su r esh Babu
Fou n der , Dir ect or
On lin e Media En t h u siast
Ban galor e
280
ANNEX URE A
M i d-t er m Qu est i on Paper For m at –m ar k s 5 0 – t i m e - 2 h ou r s
Sect i on A - 12 m ar k s 6 ou t of 8 qu est ion s (6 x 2= 12 m ar k s)
Sect i on B - 25 m ar k s 5 ou t of 7 qu est ion s (5x 5= 25 m ar k s)
Sect i on C - Case st u dy com pu lsory qu est ion 13 m ar k s ( 1x13= 13 m ar k s)
En d-t er m Qu est i on Paper For m at –m ar k s 1 0 0 – t i m e - 3 h ou r s
Sect i on A - 20 m ar k s 10 ou t of 12 qu est ion s (10 x 2 m ar k s)
Sect i on B - 30 m ar k s 6 ou t of 8 qu est ion s ( 6x 5 mar k s)
Sect i on C- 30 m ar k s ( 3x10 m ark s)
Sect i on D - 20 m ar k s
M i d-t er m Qu est i on paper f or m at – Mar k et i n g El ect i v es 2 0 1 3

2 CREDI T COURSE
Sect i on A - 40 m ar k s 4 ou t of 6 ( 10 x 4 = 40 )
Each qu est ion of 10 m ar k s t o h ave 3 com pon en t s : Recall (3 m ar k s)
Applicat ion (5 m ark s) Con text u alizat ion (2 m ar k s)
Sect i on B - Case st u dy - com pu lsor y 10 m ar k s
En d-t er m Qu est i on Paper For m at – M ar k et i n g El ect i v es 2 0 1 3

2 Cr edi t Cou r se M ar k s 1 0 0 – Ti m e 3 Hou r s
Sect i on A - 80 m ar k s 4 ou t of 6 (4 x 20= 80 mark s )

Each qu est ion of 20 m ar k s t o h ave 3 com pon en t s :
Recall (6 mark s) Applicat ion (10 m ar k s) Con t ext u alizat ion (4 m ar k s)
Sect i on B - 20 m ar k s Case st u dy com pu lsor y (20 m ark s)
281
M i d-t er m Qu est i on paper f or m at – Mar k et i n g El ect i v es 2 0 1 3

1 CREDI T COURSE M ar k s 2 5 – Ti m e 1 Hou r
Sect i on A - 20 m ar k s 4 ou t of 6 ( 5 x 4 = 20 )
Sect i on B - Case st u dy - com pu lsor y 5 m ar k s
En d-t er m Qu est i on Paper For m at – M ar k et i n g El ect i v es 2 0 1 3

1 CREDI T COURSE M ar k s 5 0 – Ti m e 2 Hou r s
Sect i on A - 40 m ar k s 4 ou t of 6 (4 x 10= 40 mark s )
Sect i on B - 10 m ar k s Case st u dy com pu lsor y (10 m ark s)
M BA 5 4 2 M ar k et i n g Resear ch - Pr oj ect based - No en d-t er m ex am

M BA 6 7 8 Di gi t al Mar k et i n g - -Pr oj ect based - No en d-t er m ex am
Su bm i ssi on of m ar k s t o Ex am Of f i ce –
1. Theory – 45 m ark s
2. At t en dan ce – 5 mar k s
3. Pr act ical - 50
M i d t r i m est er Ex am i n at i on Pat t er n of al l OB/ H R cou r ses – M ar k s 5 0 – Ti m e

2 h ou r s
Sect ion A – 10 m ar k s - 20 MCQ (20 x ½ =10 m ar k s )
Sect ion B – 30 m ar k s - 5 ou t of 7 qu est ion s (6 x 5 = 30 mark s)
Sect ion C -10 m ar k s - Case compu lsor y (10 m ar k s)
M BA 6 6 3 - H u m an Rel at i on Sk i l l s an d
M BA 6 6 7 Lat est Tr en ds i n Hu m an Resou r ce Man agem en t - No En d
Tr i m est er Exam i n at i on .
1. 4 MCQ Test s - 50 m ar k s
2. Pr act ical Recor d – 10 mar ks
3. Individu al Pr esen t at ion - 10 m ar ks
4. Gr ou p Pr esent at ion -10 m ar k s
5. Wr it t en Assign men t – 10 m ar k s
6. Facu lt y assessm ent – 10 mar k s
Su bm i ssi on of m ar k s t o Ex am Of f i ce:
1. Theory – 45 m ark s
2. At t en dan ce – 5 mar k s
3. Pr act ical – 50
282

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Christ University Institute of Management - Curriculum

CHRI ST UNI VERSI TY

M ASTERS I N BUSI NESS ADM I NI STRATI ON

* MBA 340 Fin an cial St at emen t An alysis –Fin an ce St u dent s On ly

Tr i m est er I V Tr i m est er V Tr i m est er VI

Gen er al Man agem en t

Tr i m est er I V Tr i m est er V Tr i m est er VI

Tr i m est er I V Tr i m est er V Tr i m est er VI

Lean Oper at i on s & Sy st em s

Tr i m est er I V Tr i m est er V Tr i m est er VI

T r i m est er I V T r i m est er V Tr i m est er VI

M BA 1 31 I n for m at i on Tech n ol ogy for Man agem en t

Descr ipt ion

Th is is a cor e su bject . It cover s a wide spect r u m of in for m at ion t ech n ology

Learn in g Object ives

To u n der st an d t h e im por t an ce of IT as a k ey en abler in pr ovidin g solu t ion s t o

Un i t I I n t r odu ct i on t o I n f or m at i on Tech n ol ogy (5 Hr s)

Un i t I V Rol e of Sof t war e i n I T (5 Hr s)

Un i t V Rol e Of Tel ecom m u n i cat i on an d Net wor k i n g i n i t (4 H r s)

Level of k now ledge: Work ing k now ledge

Un i t VI I n f or m at i on Tech n ol ogy Appl i cat i on s (5 Hr s)

Un i t VI I I m pact of i t on Or gan i zat i on s, I n di v i du al s an d Soci et y (2 Hr s)

Level of k now ledge : Application

1. Th e cou rse is facilit at ed by class lectu res an d in t er action

Ex per t Mem ber

1. Pr of. B. Rajen dr an Th an gadu r ai,

2. Pr of. A.R. Mu t h u swam y

M BA 1 3 4 Fi n an ci al Accou n t i n g f or Man ager s

Descr ipt ion

Th is paper is offer ed as a com pu lsory su bject in t h e fir st t r imest er . Today‘s wor ld

Learn in g Object ives

To u nder st an d t h e fu n dam en t als of fin an cial accou n t in g;

Level of Know ledge: Conceptual and Basic

Un i t I I Fi n an ci al Accou n t i n g – Con cept , Con cept i on s, I GAAP & I FRS

Un i t I I I St eps i n Pr ocessi n g Tr an sact i on (8 Hr s)

UNI T I V Su bsi di ar y Book s (2 H r s)

Un i t V Pr epar at i on of Di scl osu r e – An n u al Repor t (4 Hr s)

1. Lect u re an d Discu ssion

Nar yan swam y, R. Financial accounting – A management perspective, (4 th ed.).

1. Pr of. Sh et t y FCA 2. CA Deepik a R Gu pt a FCA

Descr ipt ion

Th is cou rse is offer ed in fir st t r im est er t o equ ip t h e st u den t s t h e ar t of

Learn in g Object ive

Learn in g Evalu at e econ om ic beh avior , r espon se t o in cen t ives, u t ilit y,

Un i t I I Dem an d an d Su ppl y An al y ses (Appl i cat i on ) (5 Hr s)

Defin it ion of dem an d, Law of dem an d an d it s det er m in an t s an d except ion s,

Un i t I I I T h e Con su m er Beh av i ou r (Appl i cat i on ) (5 Hr s)

Un i t I V An al y ses of Pr odu ct i on , Cost s an d Rev en u es (5 Hr s)

Produ ct ion fu n ction s, Law of Var iable proport ion s, r et u r n s t o scale an d

1. Gr ou p presen t at ion s on var iou s econ om ic pr in ciples an d t h eor ies wit h

2. Salvat or e, D. (2012). Managerial economics in a globalized economy. New

3. Trivedi, M.L. (2010). Managerial economics - tehory and applications . New

1. Dr . Viswan at h N.S. 3. Mr. Gir i Nar ayan an

M BA 1 3 7 M an agem en t Com m u n i cat i on an d Case St u di es

Descr ipt ion

Th is paper is offer ed in t h e fir st t r im est er an d it em ph asizes t h e im por t an ce of

Learn in g Object ives

To m ak e t h e st u den t s u n der st an d t h e nu an ces of t h e com m u n icat ion pr ocess

Un i t I I n t r odu ct i on t o M an ager i al Com m u n i cat i on (6 H r s)

Un i t I I Com m u n i cat i n g at Wor k (6 Hr s)

Communication, Culture and Work

Verbal and Nonverbal Messages

Communicating w ith Technology