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PROGRAMME STRUCTURE
S No Subject Credits
1. Marketing Research 2
2. Production Management & TQM 2
3. Rural & Social Marketing 1
4. Retail Management 1
5. Business Ethics 1
6. Distribution Management 1
7. CRM 1
8. Business to Business Marketing 1
9. Digital Marketing 1
HR & PERSONNEL MANAGEMENT ELECTIVES
1 Strategic HR 4
2 Work Psychology 4
3 Performance Management & Appraisal System 4
4 International HRM 2
5 Cross Cultural Management of Human Resources 2
FINACIAL MANAGEMENT ELECTIVES
1 Mergers & Acquisitions 3
2 Strategic Corporate Finance 3
3 Derivatives, Options & Futures 3
4 Project Appraisal 2
5 Corporate Tax 3
6 Multinational Business Finance 3
SUPER SPECIALIZATIONS:
LEADERSHIP & STRATEGY
1 Gender & Leadership 1
2 Great Leadership Strategies and Visioning 2
INTERNATIONAL MARKETING
1 Export Procedures and Documentation 22 Indias Foreign Trade 1
OPERATIONS & SCM
1 Outsourcing and IT Based Businesses 1
2 Service Operations Management 1
3 Revenue Management and Pricing 1
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IT & MIS
1 Financial Valuation of Technology Business 1
2 Technology & Strategic Consulting 1
3 Mobile Policy and M-Commerce 1
ENTREPRENEURSHIP1 New Product Development 1
2 Investing in Private Equity 1
3 Micro Finance 1
1 WEALTH MANAGEMENT
(Conducted by NUS Extension, Singapore)
3
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MARKETING RESEARCH
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDIT: 02
1. MANAGEMENT INFORMATION FOR MARKETING DECISIONS (3 HRS) Information & its uses in marketing decisions: Types of decisions (strategic operational,
tactical); information to support the decision; data needed by marketing manager with their
sources (sales records, budgets for sales and marketing, reports on performance of variousbusiness segments / product groups; sales forecasts; casting data; published MR reports; in
house marketing research; commissioned MR; electronic data); questions needed to be
answered before information system is designed; steps involved in preparing informationsystem (select, record, examine, develop, implement, maintain); data, information, and
intelligence; decision making and information/data.
Forecasting: Market forecasts data needed (sales, market, demographic, economic,
quantitative); sales forecasts; preliminary idea about methods of forecasting.
Marketing I.S: Meaning; classification; planning systems; control systems; marketingresearch systems; scanning and external monitoring systems.
Marketing Research: Marketing research; market research; marketing research activities,buyer behavior, research in 4Ps; stages involved in M.R.
Data: Meaning; sources (internal and external) for marketing intelligence; databases andtechnology; types of data (hard-specific) soft unstructured.
Cost and Value of information: Cost; benefit; value.
2. FORECASTING (3 HRS)
What and why of Forecasts: Meaning; need for forecasting accuracy in forecasting; types:macro, meso, micro.
Time Frames: short, medium, and long term; forecasting market demand.
Forecasting and Marketing Decisions: Areas of forecasting; relevance for marketing.
Methods: Sensitivity analysis; expert opinion, trend extrapolation; trend correlation;
econometric modeling; cross impact analysis; multiple scenario, demand/hazard forecasting;qualitative methods (expert opinion, jury method; decision tree) network planning and
forecasting.
3. MARKET INTELLIGENCE (3 HRS)
Marketing Information system: Meaning; value of good information; outline of marketingI.S; various uses: monitoring of environment, determination of customer attitude; monitoring
of competitive behavior; reduction in financial risk; coordination of marketing and sales plan;
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target promotional activities; evaluation of alternative decisions; measurement of
performance.
(If the students have already studied this subsection, it may be skipped)
Competitor Analysis: Competitor intelligence; scope; identification of competitors; 5 forces
model of Porter to understand competition within the industry; competitor strengths andweaknesses; data sources for competitor analysis; setting up a competitor intelligence system.
Benchmarking: Customer service audit; preparation of customer service index; accountingfor customers.
4. CONDUCTING MARKETING RESEARCH (6 HRS)
Application Areas: Marketing research; market research; segmentation and market research;
consumer market research; customer profiling; product research; price research; placement
research; promotion researchAdvantages and limitations
Sampling: What is a sample; why use a sample; how to take it (random sampling, deductive
reasoning, inductive reasoning; samples and population, characteristics of population);sampling process; analysis of collected information; errors to avoid.
Data Collection: Methods (survey, observation, experimentation, simulation); Interviews(meaning; types), projective techniques; group interviews; synetics, questionnaire (designing
& administration); shopping mall surveys; observations; panel research; experimental
research.
5. PROCESSING AND ANALYSING DATA (6 HRS)
Purpose
Editing
o Field Editing
o Central Editing
Coding & interpreting Data
o Coding rules
o Code-Book Construction
o Coding Closed Questions
o Coding Open Questions
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o Dont Know Responses
Data Analysis Approach
o Frequency tables, Bar charts, Pie charts
o Histograms
o Stem & Leaf Displays
o Box plots
o Transformation
Cross Tabulation
Non-parametric Measures of Association
o Measures for Nominal Data
o Measures for Ordinal Data
Multivariate Analysis
o Selecting the right multi-variate technique
o Dependency Techniques
o Multiple Techniques
o Discriminate Analysis
o
MANOVA
o Factor Analysis
o Cluster Analysis
o Conjoint Analysis
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Determinant Analysis
6. RESEARCH REPORTS & PRESENTATION (2 HRS)
Reporting research findings
Findings, conclusions, and recommendations.
Preparation of written reports and oral presentationsInterpreting research reports
7. COMMISSIONING MARKET INTELLIGENCE (1HR)
Engaging an external agency for research: why?
How to select an external MR agency
Briefing and dealing with the agency.
REQUIRED READING
NARESH MALHOTRA: Marketing Research: an Applied Orientation (Pearson)
PRODUCTION MANAGEMENT & TQM
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 2
SECTION A: PRODUCTION (AND OPERATIONS) MANAGEMENT
(2/3 RD WEIGHTAGE)
1. MANAGING OPERATIONS (2 HRS)
Nature and scope of production/operation management
Relationship with other functional areas
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Standardisation and simplification
Reliability and redundancy
Value engineering
Ergonomic considerations
Product (and service) design for differentiation
2. PROCESS DESIGNING (5 HRS)
Types of production systems and layouts
Capacity requirements planning
Facilities, location and influencing factors; evaluation of alternatives
JIT, FMS, and Group Technology
3. PRODUCTIVITY AND WORK STUDY (5 HRS)
Method study: Basic procedure, charts, diagram
Work measurement & Time study
Work sampling, learning curve, production standards Aggregate production planning; heuristic methods
4. PROCESS CONTROL (4 HRS)
Inventory management: Basic concepts; selective inventory control models; ordering
systems.
Material requirement planning; operations scheduling: Meaning, dynamic and static
scheduling
Process control and acceptance sampling
Maintenance: facilities; TPM
SECTION B: TOTAL QUALITY MANAGEMENT(1/3RD WEIGHTAGE)
5. NATURE AND SCOPE (4 HRS)
Introduction to total quality
Framework for organizational quality
Statistical quality control
6. TOTAL QUALITY AND BUSINESS ORGANIZATION (4 HRS)
Quality in customer supplier relationships
Designing organizations for quality
Designing, controlling, and improving organizational processes
Tools and techniques for total quality
Quality management systems
REQUIRED READINGS:
UPENDRA KACHRU: Production & Operations Management Text and Cases (ExcelBooks: 2007 Edition)
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JAMES R. EVANS: Total Quality (Cengage: 2005): Chs. 1,2,4,5,6, and7
S.N. CHARY: Production and operations management (TMH)
RURAL AND SOCIAL MARKETING
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 01
SECTION A: RURAL MARKETING
1. INTRODUCTION (1 HR)
Definition; myths and realities of rural markets
Characteristics of rural customer: Demographic and economic profile
Rural market environment, including infrastructure
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Rural marketing and the 4 Ps: Problem areas
Challenges of rural marketing
2. RURAL CONSUMER(1 HR)
Rural market research
Consumer behavior STP approach
3. STRATEGIES (4 HRS)
Product strategies
Pricing strategies
Promotional strategies
Placement strategies
Innovations in rural marketing
Future of rural marketing in India.
SECTION B: SOCIAL MARKETING
4. BASIC ORIENTATION TO SOCIAL MARKETING (1 HR)
Meaning & scope
Planning process for social marketing
Success formulae in social marketing field
5. ENVIRONMENT FOR SOCIAL MARKETING (1 HR)
Researching for social marketing
Mapping the internal and external environment
Target audience and its readiness
6.STRATEGIES FOR SOCIAL MARKETING (4 HRS)
Setting objectives and goals
Desired positioning
Creating a product platform
Monetary and non-monetary incentives and disincentives
Making access convenient and pleasant
Developing the place strategy
Promotional strategy
REQUIRED READINGS
PRADEEP KASHYAP & S. RAUT: The Rural Marketing Book (Biztantra)
PHILIP KOTLER & NANCY R. LEE: Social Marketing: Influencing Behaviors ForGood (Sage Publications )
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RETAIL MANAGEMENT
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. BASICS OF RETAILING (2 HRS)
Definition, scope, and importance; organized vs. unorganized retailing; retail competition
Retail life cycle
Emerging trends in retailing
Retail formats; retailing formats in India
Retailing scenario in India
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Evaluation criteria / ratios for retail effort
2. RETAIL PLANNING (3 HRS)
Information gathering and strategic planning; operation management
Retail financial strategy
Target market selection and retail location Store design and layout
Visual merchandising and display
3. RETAIL MARKETING & MERCHANDISING (4 HRS)
Merchandise planning, buying and handling
Pricing, promotional, and communication MIX
Customer service; gaps model; CRM
4. RETAIL MANAGEMENT INFORMATION SYSTEMS (2 HRS)
Role of Technology in retailing
MIS: Meaning and scope in retail
Retail audits
5. NEW RETAILING FORMATS (1 HR)
Direct selling
Online retailing
REQUIRED READINGS
LEVY & WEITZ: Retailing Management (TMH: Latest Edition)
ET CDs on Retailing
IMAGES YEAR BOOK ON RETAILING 2010/11
BUSINESS ETHICS
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. INTRODUCTION (1 HR)
Business functioning and ethical dilemmas in management
Unethical behaviour and conduct at individual, group, and corporate level
2. INDIVIDUAL ETHICS (2 HRS)
Ethics in corporate strategy
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Ethical dilemmas and value clarification for future managers
3. GROUP ETHICS (2 HRS)
Ethical attitudes of Indian managers
Managers facing unethical management
4. CORPORATE ETHICS (2 HRS)
Ethics and company philosophies
Corporate social responsibility
5. APPLICATIONS (5 HRS)
Ethics in marketing research and marketing strategy
Ethics in finance: Tax planning; financial disclosures
Ethics in information technology and systems usage
Ethics and human resources management
Environmental ethics
(Faculty should use Indian case studies for this unit)
REQUIRED READINGS
MANUEL G. VELASQUEZ: Business Ethics: Concepts and Cases (Pearson: Latest
Edition)
P. S. BAJAJ & RAJ AGGRAWAL: Business Ethics (Biztantra)
DISTRIBUTION MANAGEMENT
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. DISTRIBUTION PLANNING AND CONTROL (4 HRS)
Role and function of intermediaries; their selection and motivation
Distribution analysis, control, and management
Channel dynamics: VMS, HMS, multichannel marketing system
Channel conflict and their management
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2. DISTRIBUTION SYSTEM AND LOGISTICS (6 HRS)
Physical distribution system: Various decision areas
Modes of transport in India; their characteristics
Logistics management: Meaning; functional areas of logistics; logistics integration for
customer satisfaction Distribution costs management and customer service
Supply chain management
3. INTEGRATION OF SALES AND DISTRIBUTION STRATEGIES (2 HRS)
Customer Orientation and the sales management
Customer orientation and distribution management
Alignment of two types of strategies
REQUIRED READINGS:
COUGHLAN, ANDERSON, STERN, AND EL-ANSARY: Marketing channels (PHI:
Latest edition). Relevant chapters
For Indian perspective also read:- S.L.GUPTA: Sales and Distribution Management (Excel)
- P.VENUGOPAL: Sales and Distribution Management (Response)
CUSTOMER RELATIONSHIP MANAGEMENT
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. INTRODUCTION TO CRM (1 HR)
Concept of satisfaction, dissatisfaction, and delight
Starting point: Customer needs identification; meeting the needs; exceeding expectations:
transactional marketing to relational marketing
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2. UNDERSTANDING AND DEFINING THE INTERNAL CUSTOMER(2 HRS)
The triangle of marketing: internal, external, and interactive marketing
Internal customer philosophy: Understanding internal customer needs, teamwork, and
employee care
Involvement of employees in serving the external customer better
3. CUSTOMER ACQUISITION, MAINTENANCE, AND ENHANCEMENT (3
HRS)
Understanding changing customer needs, behaviour, and expectations
Provision of service in a competitive environment
Permission marketing and CRM
Retention management strategies
Attrition management
4. CUSTOMER RELATIONSHIP MANAGEMENT PROCESS (2 HRS)
Technology as enabler
Data warehousing and data mining
E CRM solutions
5. BUILDING AND DELIVERING A CRM PROGRAM (4 HRS)
Setting up of CRM program objectives
Estimation of resource needs, including finances
Program delivery logistics: call centre, internet, web, etc.
REQUIRED READINGS:
S. SHAJAHAN: Relationship Marketing (TMH)
G. SHAINESH & JAGDISH N. SHETH: Customer Relationship Management(Macmillan)
BUSINESS TO BUSINESS (B2B) MARKETING
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 01
1. B2B MARKETING: OVERVIEW (1 HR)
Nature and scope of B2B marketing
Basics of industrial marketing
Difference between consumer marketing and industrial marketing
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2. UNDERSTANDING CUSTOMER & ITS ENVIRONMENT (3 HRS)
Organisational buying behaviour
Organising for the buying function
Managing buyer seller relationship
Researching the industrial markets
3. ORGANISING THE MARKETING FUNCTION (8 HRS)
Market segmentation strategy
Product decisions for industrial products
Management of new industrial products
Pricing strategy for new products
Pricing strategy in a competitive environment
Communication for industrial markets
Industrial products distribution
Commercial aspects of industrial marketing Industrial selling
REQUIRED READING
P. K. GHOSH: Industrial Marketing (OUP): Relevant chapters only.
STRATEGIC HUMAN RESOURCE MANAGEMENT
COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 4
1. OVERVIEW OF SHRM (2 HRS)
Concept of people as strategic assets; value chain and role of HR
Strategy and HR planning the linkages between the two
HRM challenges of the 21st century
H. R & PERSONNEL MANAGEMENT
ELECTIVE
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2. ALIGNMENT OF HUMAN RESOURCES TO STRATEGY (5 HRS)
Migration from HRM to SHRM; comparison and contrast between the two
Barriers to SHRM
Roles of SHRM
Economics of HRM: Cost benefit analysis; employee value; human capital accounting
3. HRM AND ORGANIZATIONAL STRATEGIES (5 HRS)
Corporate strategy and HR
Business strategy and HR
Environmental (external and internal) context of HR: PEST, diversity, demographics,
internal resources, etc. as factor dictating HRM
4. WORK SYSTEMS (5 HRS)
Designing of work systems: Approaches
Redesigning work systems and organizations
O.D: Processes; dimension; influencing factors
Organizational structure: Types of structures and their relevance and shortcomings.
Emerging trends: Telecommuting; contract working; temps, etc
5. FORECASTING H.R. DEMAND AND SUPPLY (5 HRS)
Forecasts of external and internal H.R. supplies: Meaning; techniques available;
limitations of forecasts
Strategic considerations involved: develop or procure; investment in training
Demand forecasting: Methods; strategic issues involved; limitation of forecasts
6. STRATEGIC ISSUES IN LEADERSHIP (5 HRS) Management of workforce diversity (age, gender, culture)
Succession planning
Family owned and professional businesses
Influx of technology and leadership issues
7. MAINTENANCE OF HUMAN RESOURCES (4 HRS)
Employee safety and health: Building organizational effectiveness related to safety andhealth; implementation of safety and health controls
Training strategies for health and safety
Financial implications of health and safety issues: compensation, production loss,
employee turnover, product safety, and marketing issues.
8. EMPLOYEE SEPARATION AND DOWNSIZING (5 HRS)
Concept, types, and management of separation
Downsizing: Meaning, kinds, and process
Downsizing vs. outsourcing
Termination strategies, redeployment, and retraining
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9. SHRM ISSUES IN M&A (4 HRS)
Management of HR during M&A: Due diligence, manpower plan, communication,retention
Integration: HR integration, cultural integration
Organizational culture and M&A: Significance of culture during mergers; role of HRdepartment
10. OUTSOURCING (4 HRS)
Concept; outsourcing vs. consulting; outsourcing vs. jobbing; types of outsourcing
Reasons for outsourcing: Strategic, tactical, and transformational
Criteria for outsourcing
Practising outsourcing
11. HR AND INFORMATIONAL TECHNOLOGY (4 HRS)
Linkage between HR & IT: Impact
Various technologies affecting HRM: Interactive voice recording, CD-ROM, Laser disc,networks, www, RDBMS, groupware, etc.
Human resource information systems
Application softwares for HRM
Important Note: Ideally, SHRM includes Recruitment, Staffing, T&D, Compensation,Performance related issues as well. These dont find a mention here since they have been covered
elsewhere.
REQUIRED READING
CHARLES R. GREER: Strategic Human Resource Management A General Managerial
Approach (Pearson)OR
MILLMORE, LEWIS, SAUNDERS, THORNHILL & MORROW: Strategic HRD
(PHI)
OR
TANUJA AGARWALA: strategic HRM (OUP)
WORK PSYCHOLOGY
COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 04
1. PSYCHOLOGICAL PROCESSES IN WORK CONTEXT (4 HRS)
Framework of work psychology; methodology to understand it
Biological basis of human behaviour at work
H. R & PERSONNEL MANAGEMENT
ELECTIVE
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Development, learning, perception, cognition, motivation, attitude formation, and action
Attraction and application
Aggression and conflict at workplace
Working in groups
2. PERSONALITY IN WORK CONTEXT (4 HRS) Personality: Meaning; dimensions; psychodynamic, behaviouristic, dimensional,
humanistic / phenomenological and cognitive perspective
Psychopathology
Work adjustment
3. INDUSTRIAL PSYCHOLOGICAL RESEARCH (4 HRS)
Industrial Psychology: Foundations; research methods involved
Descriptive statistics: Central tendencies, dispersions, correlation, regression, distributions
Inferential statistics: Sampling distribution and hypothesis testing
Practical application of statistical tools for conducting psychological research
4. ORGANIZATIONAL PSYCHOLOGY (4 HRS)
Individual as the focus of organizational working
Group behaviour
Organizational processes and dynamics
5. ENVIRONMENTAL PSYCHOLOGY (4 HRS)
Environmental perception, cognition, and attitudes
Environmental stressors; relevance of territorial, private, and personal space to
environmental behaviour
6. PSYCHOLOGICAL ADJUSTMENTS IN THE WORK CONTEXT (4 HRS)
Work and psychological well being
Work life balance and its work psychology implications
Work maladjustment & psychological adjustments
Work dysfunctions and other work related & organizational adjustments problems
Strategies to manage and promote organizational and employee well being; individualmethods to promote the psychological health in workplace
7. WORKPLACE DIVERSITY (4 HRS)
The diversity mosaic: Meaning and sources
National culture and functioning of organization
Role of an individual in diversity
Prerequisites for the effective functioning of a diverse force
Promotion of diversity to enhance organizational performance
Management of diversity to preserve performance
8. INDUSTRIAL PSYCHOLOGY TESTING AND ASSESSMENT (8 HRS)
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Psychological testing: Meaning, scope, and effectiveness
Principles involved: Norms and meaning of test scores, reliability, validity, and item
analysis
Ability testing: Individual tests; tests for special populations; group testing
Personality testing: Self assessment personality inventories; measurement of interests and
attitudes; projection techniques Application of testing; ethical and social considerations involved
9. PERSONNEL PSYCHOLOGY (8 HRS)
Criteria: Standards for decision making, job analysis, job evaluation
Predictors: Psychological tests and inventories, interviews, assessment centres, etc.
Personnel decision: A model of personnel decisions, recruitment, selection, placement,training and development (see the note below as well)
10. INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE (4 HRS)
Demographic, personality, and cultural factors contributing to individual differences
Individual differences in the work context
Individual difference in goal striving, work motivation, and work satisfaction
Individual differences and decision making behaviours
Individual differences and organizational withdrawls
Important: Ideally topics like Learning, career management, group dynamics, etc. are also
covered under work psychology. But these find a suitable coverage elsewhere in our credit courses.
Hence their exclusion here.
REQUIRED READINGS
SCHULTZ: Psychology and Work Today (Pearson) MATTHEWMAN, ROSE, AND HETHERINGTON: Work Psychology: An
Introduction to Human Behaviour in the workplace (OUP: 2009)
PERFORMANCE MANAGEMENT & APPRAISAL SYSTEM
COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 04
1. INTRODUCTION TO PERFORMANCE APPRAISAL (4 HRS)
Performance appraisal: Meaning, purpose, and scope
Pros, Cons and reputation of performance appraisal
H. R & PERSONNEL MANAGEMENT
ELECTIVE
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Legal aspects of performance appraisal systems
Performance coaching and performance appraisal
2. PERFORMANCE PLANNING (4 HRS)
Performance planning: Definition
Performance planning and managers as well as employees responsibilities The performance planning meeting
Results versus behaviours
Determining key job responsibilities
Goal setting & goal statement; SMART objectives
Performance management system: Definition and workforce processes, viz., careerplanning, compensation management, and separation planning
3. PERFORMANCE EXECUTION (4 HRS)
Performance execution: Meaning, and scope
Performance execution & managerial and employee responsibilities
Performance tracking
Performance enhancement: Motivators
4. PERFORMANCE ASSESSMENT (8 HRS)
Role of performance assessment; responsibilities of employee, manager, and topmanagement
Performance assessment: Ensuring reliability and validity
Performance appraisal: Self, 3600 , web based
Evaluating the appraisals
Avoidances of biases in appraisal process
Rating scales and rating errors Extenuating circumstances
Appraisal reports
5. PERFORMANCE REVIEW (6 HRS)
Tools and techniques for review
Roles of employee and manager in review process
Process of review; cares to be taken
Tricky situations during review
Closure of review process
6. THE PERFORMANCE APPRAISAL (6 HRS)
Determination of core competencies & job analysis before appraisal
Designing of appraisal format and form
Ratings and weightage of various yardstick
Interpretation of scores
Methods of Appraisal: Straight ranking, paired comparison, critical incident, behaviorally
anchored rating scale, MBO
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Reasons for failure of performance appraisal
7. THE PERFORMANCE APPRAISAL PROCESS (6 HRS)
Designing and establishment of process
Stakeholder expectations
Management training requirements for performance appraisals Maintaining and monitoring the appraisal system
Inter-and intra-rater reliability
8. BUILDING PERFORMANCE EXCELLENCE (6 HRS)
Factors leading to excellence in work
Creating development plans that work for the employees
Management and employee responsibilities in development
Using the job as part of the development process
Problem employees
Identifying gaps between desired and actual performance Getting a buy in to change
Documenting change discussions
Attitude and attendance problems
9. PERFORMANCE COUNSELING (4 HRS)
Objectives of counseling
Conditions for effective counseling
Sequential process of performance counseling
Making counseling effective
REQUIRED READING T V RAO: Performance management and Appraisal Systems (Response)
HERMAN AGUINIS: Performance Management (Pearson Education) 2007
TV RAO & OTHERS: 360 Degree Feedback and Assessment, Vol-I,II, and III (Excel)
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 02
1. INTRODUCTION TO IHRM (3 HRS)
Meaning and scope; reasons for going global
H. R & PERSONNEL MANAGEMENT
ELECTIVE
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Difference between domestic HRM and IHRM
Forces of change and global work environment
Organizational dynamics and IHRM: Role of culture in international HRM, culture and
employee management issues, organization processes in IHRM, linking HR to international
operations
Challenges of IHRM International HRIS
2. THE ORGANIZATIONAL CONTEXT (2 HRS)
Introduction; path to global status
Control mechanism in an organization: Formal (reporting, structure, etc) and informal
(culture, etc)
Mode of operation of a firm in international context
3. IHRM: RECRUITMENT, SELECTION, AND TRANSFERS (4 HRS)
Issues in staff selection
Staffing and international allocation of human resources
Approaches to staffing: Ethnocentrism, polycentrism, geocentrism, regiocentrism
Transfer to staff for international business activities: International assignments
Expatriates and their roles
Role of non expatriates
Corporate HR
Recruitment, selection, and staffing in international context: International managers (parent
country nationals, host country nationals, third country nationals); recruitment methods andselection criteria and techniques for international workforce.
Selection criteria
Issue of female expatriates Performance of expatriates: Influencing factors
4. TRAINING AND DEVELOPMENT (2 HRS)
Scope of T&D in IHRM
Role of expatriate training
Components of effective pre departure training programs
Effective of pre departure training
Development of staff through international assignments
5. COMPENSATION (3 HRS)
International compensation: Forms, factors influencing, compensation practices, socialsecurity systems.
Objectives of international compensation
Key components of an international compensation program
Approaches to international compensation
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Global compensation: Emerging issues
6. RE-ENTRY AND CAREER ISSUES (2 HRS)
The repatriation process
Individual reaction to re-entry
Multinational responses Designing a repatriation program
7. GLOBAL HR ISSUES (3 HRS)
HRM in the host country context
Standardization and adaptation of work practices
Retaining, developing, and retrenching staff
HR implications of language standardization
Monitoring the HR practices of host country subcontractors
8. PERFORMANCE MANAGEMENT (3 HRS)
Introduction: Performance appraisal and management
Multinational performance management
Performance management of international employees, expatriates, third, and host country
employees
Performance appraisal of international employees
Appraisal of host country nationals (HCN) employees
Issues and challenges in international performance management
9. NEW DEVELOPMENTS & IHRM (2 HRS)
HR and global organizational capability
HR and business process outsourcing Managing HR from a distance
REQUIRED READINGS:
PETER J. DOWLING & DANICE E. WELCH: International HRM (Cengage Learning)
OR
BREWSTER, SPARROW & VERNON: International HRM (Mc Graw Hill: 2007)
CROSS CULTURE MANAGEMENT OF HUMAN RESOURCES
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 02
1. UNDERSTANDING CULTURE AND CROSS CULTURE (2 HRS)
Essence of culture
H. R & PERSONNEL MANAGEMENT
ELECTIVE
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Definition and implication for human behaviour
Dimensions of corporate culture
Crosscultural adjustments
Culture and social groups
2. ORGANIZATIONAL CULTURE (3 HRS) Administrative heritage and organizational culture; implications of globalised world
Impact of organizational culture on managerial aspects, specially HRM
Challenge of multicultural workgroups and teams
3. FRAMEWORKS FOR MAPPING CULTURE (3 HRS)
Geert Hoefstede
Clyde Cluckhohn
TE Hall / Trompennars contribution
4. INDIAN BUSINESS CULTURE FOR MNCs (3 HRS)
Role of social institutions (Religion, caste, class, etc)
Management practices in India: Implications for expatriate managers
Hoefstedes framework for India
5. BUSINESS CULTURES IN (7 HRS)
USA
Japan
China
Middle East
South Korea
Western Europe
6. IMPLICATIONS FOR HRD & HRM: (4 HRS)
Recruitment, selection, compensation, training and development, etc
Communication
Other areas, like team working, etc
Management of complexities in cross culture situations
7.ROLE AND RESPONSIBILITIES OF A GLOBAL MANAGER(2 HRS)
Manager as decision maker in a cross cultural environment
Manager as negotiator
Manager as leader
REQUIRED READING
RICHARD M. HODGETTS, LUTHANS & DOH: International Management Culture,
Strategy, and Behaviour (TMH: 6th edition)
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MERGER & ACQUISITIONS
COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 3
1. FORMS OF BUSINESS ALLIANCES (7 HRS)
Strategic choice of type of business alliance
FINANCIAL MANAGEMENT
ELECTIVE
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Merger and acquisition and take-over
Introduction to restructuring problems; types of mergers; reasons for M & A; vertical,
horizontal, conglomerate, concentric mergers.
History of mergers the first to the fourth wave and causes thereof.
The strategic Process Theories of mergers and tender offering financial synergy and
managerial synergy.
2. DEFINING AND SELECTING TARGET (5 HRS)
Pricing of mergers (Pricing the competitive bid for take- over)
Negotiation/approach for merger
Acquisition and take over contracting; implementation of M & A; managing post-merger
issues
3.VALUING FIRMS AND THE DIFFERENT METHODS OFVALUATION (7 HRS)
Product life cycle effect on valuation.
Corporate and financial restructuring
Divestiture Mechanism, process and techniques legalities involved in M & A and take-
over
Ethical issues of merger and take-over
4.ACCOUNTING FOR MERGERS (5 HRS)
Financing the mergers and Take-overs
Corporate restructuring divestment and abandonment
5. JOINT VENTURE AND ALLIANCES (7 HRS)
Leveraged buyout
Share repurchase.
Takeover defences
International take over and restructuring
The M & A process
Implementation and management guides for Mergers & Acquisitions.
6. LEGAL ASPECTS OF M&A (5 HRS)
Legal aspects of mergers/amalgamation and acquisition; provisions of Companies Act;SEBI regulation; Takeover Code; schemes of amalgamation; court approvals
Note: The subject will be taught with the help of case studies from the Indian corporate world.
REQUIRED READINGS:
GAUGHAN: Mergers, Acquisition & Corporate Restructuring (John Wiley)
SUDI SUDERSANAM: Creating Value from M&A (Pearson)
http://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspx8/2/2019 PGP_IIPM_SS_IV_SEMESTER_2010-12
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STRATEGIC CORPORATE FINANCE
COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 3
1. INTRODUCTION TO STRATEGIC FINANCE (3 HRS)
Business system and maximization of wealth of shareholders/stakeholders
FINANCIAL MANAGEMENT
ELECTIVE
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Objective function of a business entity: wealth maximization for the shareholders and/or
stakeholders
Corporate governance issue: Principal agency problem
Share holders marginal and average
2. PRINCIPLES OF INVESTMENT DECISION (5 HRS) Risk and hurdle rates
Risk measurement of equity (cost of equity)
Risk management of debt (cost of debt)
Cost of capital overall
3. MEASUREMENT OF RETURNS (4 HRS)
Investment decisions: strategic and tactical roadmap for companies
Capital budgeting: Concepts; decision making, including risk analysis
Inflation and capital budgeting
Economic value added (EVA): Concept and measurement in India companies
4. CORPORATE FINANCING DECISIONS (7 HRS)
Corporate life cycle approach
Corporate debt: Benefits and costs
Optimal capital structure
Issues in designing capital structure (profitability & liquidity, control & tax tax planning,
maneuverability)
Transition from prevailing capital structure to optimum mix (debt plus equity)
5. DECISION ABOUT DIVIDEND PAYOUTS (5 HRS)
Relevance/irrelevance of dividends Dividend policy trends in India
Legal, procedural, and tax aspects
6. BUSINESS DECISIONS AND BUSINESS VALUATION (7 HRS)
Basics of business valuation
Discounted cash flow: Concept, variants, and measurement
Real options
Relative valuation
Integrated business valuation
7. CORPORATE RESTRUCTURING AND CORPORATE FINANCE (5 HRS)
Financial framework for Corporate Restructuring
Corporate Debt Restructuring Mechanism
PE and hybrid financing
REQUIRED READING
A. DAMODARAN : Applied Corporate Finance (John Wiley)
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DERIVATIVE, OPTIONS & FUTURES
COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 3
1. INTRODUCTION TO DERIVATIVES (3 HRS)
FINANCIAL MANAGEMENT
ELECTIVE
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Definition,
Products
Participants and functions (types of members)
Types of derivatives
Exchange-traded vs. OTC derivatives markets.
Derivatives market at NSE (including turnover)
2. MARKET INDEX (3 HRS)
Index number: Concept and construction
Desirable attributes of an Index
Types of indexes
The S&P CNX Nifty; Concept; components
Applications of Index for decision making
3. FUTURES AND OPTIONS (4 HRS)
Forward contracts; Meaning Limitations of forward markets
Futures: Concept; distinction between futures and forward contracts
Options: Meaning and terminology; distinction between futures and options
Index derivatives
4. PRICING OF FUTURES (2 HRS)
Index futures
Stock futures with and without dividends
Commodity futures
5. APPLICATION OF FUTURES & OPTIONS (4 HRS) Payoff for derivatives contracts (futures and options)
Difference between trading of securities and trading of futures on individual securities
Use of futures (Only simple strategies of hedging, speculation and arbitrage)
1. Index futures2. Stock futures
Use of options (Only simple strategies of hedging, speculation and arbitrage)1. Index options
2. Stock options
6. SWAPS (4 HRS)1. Interest rate swaps: Meaning, mechanics, and valuation
2. Swap quotes and LIBOR zero rates
3. Currency swaps: Meaning and valuation
7. TRADING STRATEGIES INVOLVING OPTIONS (2 HRS)
Strategies involving a single option and a stock
Spreads
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Combinations
8. INTRODUCTION TO BINOMIAL TREES (4 HRS)
One step binomial model
Risk neutral valuation
Two step binomial tress A put example
Extension of the basic tree approach
9. THE GREEK LETTERS (2 HRS)
Delta
Theta
Gamma
Vega
RhoTheir use and interpretation
10. THE BLACK SCHOLES MODEL (4 HRS)
Lognormal property of stock prices
The distribution of the rate of return
The expected return
Volatility of returns
Concept and derivation of Black Scholes equation
Implied volatility
11. CREDIT DERIVATIVES (4 HRS)
Credit default swaps
Total return swaps
Credit spread options
Collateralized debt obligations
Adjusting derivative prices for default risk
REQUIRED READINGS
JOHN C. HULL: Options, Futures and Other Derivatives (PHI: 2006)
VOHRA & BAGRI: Futures & Options (TMH)
PROJECT APPRAISAL
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 02
FINANCIAL MANAGEMENTELECTIVE
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1. MANAGEMENT OF PROJECTS (2 HRS)
Definition of a project; need for project management; project life style
Project selection and criteria of choice; project selection models
Project charter, scope, planning and scope for their modification
2. IDEATION STAGE (2 HRS) Idea generation, environment scanning, corporate appraisal, and profit potential
Porter model
Scouting for project ideas and their preliminary screening
Project rating based on various criteria
3. MARKET AND DEMAND ANALYSIS (2 HRS)
Market appraisal through secondary information
Market surveys
Demand forecasting
4. TECHNICAL ANALYSIS (2 HRS)
Manufacturing process/technology
Project mix, plant capacity, location, and site
Machinery & equipment, civil works
Environmental considerations
Project charts and layouts
5. PROJECT COSTING AND FINANCE (6 HRS)
Cost of project
Sources of finance
Production and sales estimates; cost of production Working capital requirement and sources
Estimates of working results, including profitability projections
Cash flow projections and projected balance sheet
6. PROJECT SELECTION (6 HRS)
The time value of money
Investment criteria
Overall cost of capital
Risk analysis: Measurement of risk; sensitivity analysis; simulation; decision tree
7. PROJECT SCHEDULING / NETWORK TECHNIQUES (4 HRS)
Development of project network and time estimation
CPM and PERT analysis; float time; crashing of activities
Cost analysis of resource allocation
REQUIRED READING
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PRASANNA CHANDRA: Project Planning, Analysis, Financing, Implementation, and
Review (TMH)
CORPORATE TAX
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
FINANCIAL MANAGEMENT
ELECTIVE
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COURSE CREDITS: 2
1. INTRODUCTION (2 HRS)
Definitions, residential status, heads of income, computation of taxable income
2. TAXATION OF COMPANIES (8 HRS) Special provisions in computation of profit from business
Deduction from gross total income
Amalgamation of companies and fiscal incentives
Minimum alternative tax on companies
Special provisions relating to tax on distributed profits of domestic companies
3. TAX PLANNING (9 HRS)
Concept relating to tax avoidance and tax evasion
Tax planning with reference to; location of undertaking, types of activity, ownershippattern, dividend policy, Issue of bonus shares, Inter corporate dividends and transfer
Tax planning relating to amalgamation and mergers of companies
Tax considerations in respect of specific managerial decision like make or buy, own orlease, close or continue, sales in domestic markets or exports, capital budgeting decisions,
managerial remuneration, foreign collaboration and joint ventures.
4. TAX MANAGEMENT (5 HRS)
Filing of returns and assessments
Penalties and prosecutions
Appeals and revisions
Advance tax, TDS, advance rulings
Avoidance of double taxation agreements
REQUIRED READINGS
VINOD SINGHANIA & MONICA SINGHANIA: Students Guide to Income Tax
(Taxmann)
GIRISH AHUJA & RAVI GUPTA: Corporate Tax Planning and Management
(Bharats)
MULTINATIONAL BUSINESS FINANCE
COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKS
FINANCIAL MANAGEMENT
ELECTIVE
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COURSE CREDITS: 3
1. ESSENTIALS OF INTERNATIONAL FINANCE (8 HRS)
International finance: Issues & dimensions
International finance: Nature, role
International monetary/financial system, including important institutions. Internationalization process; international financial flows, and balance of payments
framework
2. CAPITAL STRUCTURE IN MBF (8 HRS)
2. Issues of capital structure in MNCs with spl. ref. to desire to control strategic stake,
sovereign fund financing, PE financing (Govt. perspective)3. Instruments to raise capital (ADRs/ GDRs/ IDRs/ ECBs/ Euro issues and related issues;
hedge funds)
3. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS)
Financial accounting and foreign exchange Managing accounting exposure
Measuring economic exposure & managing it
Fair value accounting with spl ref. to scandals & Accounting standard (AS-16)
4. MULTINATIONAL CAPITAL BUDGETING (8 HRS)
International portfolio investment; including diversification
Capital budgeting for the MNC
Cost of capital for foreign investment
Managing of political risk
5. MULTINATIONAL WORKING CAPITAL MANAGEMENT (8 HRS) Short term financing
Financing of foreign trade
Current asset management for the MNC
Multinational financial system
REQUIRED READINGS
MOFFETT, STONEHILL, EITEMAN: Study Guide for fundamentals of Multinational
Finance (Addition Wesley: 2008)
GENDER & LEADERSHIP
SUPER SPECIALISATION
LEADERSHIP & STRATEGY
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COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. GENDER INTELLEGENCE: MEN VS. WOMEN (1 HR)
Gender/brain spectrum
Equal but different intelligence
Scientific process: Practice of leadership in the context of gender differences
2. MALE AND FEMALE BRAINS (1 HR)
Primary areas of brain difference
Aping by women of men: Is it possible and/or desirable?
Gender stress and tensions in the workplace
3. LEADERSHIP AND GENDER DIFFERENCES (2 HRS)- Manifestation of brain differences in leadership
- Core leadership difference: Approaches to being incharge- Balanced leadership
- Leading differently
4. NEGOTIATIONS (1 HR)
Science of gender and negotiation
Balanced leadership and negotiation process
5. MEETINGS (1 HR)
Gender balanced management skills for improving meeting outcomes
6. COMMUNICATION (1 HR)
Verbal communication
Non verbal communication
Communication differences in sales
7. CONFLICT RESOLUTION (1 HR)
Balanced leadership and conflict resolution
Sexual harassment at workplace
8. RETAINING, MOTIVATING, AND WORKING WITH TALENT (1 HR)
Balanced leadership and the bottomline Needs and wants of women at the workplace
Obstacles in the way of meeting womens needs
9. WOMEN ON TOP (1 HR)
Empowerment of women
Women supervisors for men
Women & Glass ceiling
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10. MENTORING AND COACHING (2 HRS)
Importance of mentoring and coaching in gender science
Focus areas in mentoring and coaching for men and women
Mentoring women
Supervision of women by men
REQUIRED READINGS:
GEORGIA DUERST LATHI & RITA MAE KELLY: Gender Power, Leadership, and
Governance (University of Michigan)
MICHAEL GURIAN & BARBARA ANNIS: Leadership and the Sexes
Power woman ( A 4Ps B&M Quarterly supplement)
GREAT LEADERSHIP STRATEGIES AND VISIONING
SUPER SPECIALISATION
LEADERSHIP & STRATEGY
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COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 2
1. THE NATURE AND IMPORTANCE OF LEADERSHIP (1 HR)
Meaning
Impact on organizational performance
Roles
Framework for understanding leadership
Skill development in leadership
Followership
2. TRAITS, MOTIVES, AND CHARACTERSTICS (1 HR)
Personality traits of effective leaders
Leadership motives
Cognitive factors and leadership
Influence of heredity and environment
Strengths and limitations of traits approach
3. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP (1 HR)
Meaning of charisma
Types of charismatic leaders
Characteristics of charismatic leaders
The vision component of charismatic leadership
The communication style
The development of charism
Transformational leadership Concerns about charismatic leadership
4. LEADERSHIP BEHAVIOURS, ATTITUDES, AND STYLES (2 HRS)
Classic dimension of consideration and initiating structure
Task related attitudes and behaviour
Relationship oriented attitudes and behaviours
360 degree feedback for fine tuning a leadership approach
Leadership styles
5. CONTIGENCY AND SITUATIONAL LEADERSHIP (2 HRS)
Situational influences on effective leadership behaviour
Fiedlers contingency theory of leadership effectiveness
The path-goal theory of leadership effectiveness
Situational leadership II
Normative decision model
Cognitive resource theory: intelligence, experience, and stress
Contingency leadership in the executive suite
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Leadership during a crisis
6. POWER, POLITICS, AND LEADERSHIP (2 HRS)
Sources and types of power
Tactics for becoming an empowering leader
Factors in organizational politics Political tactics and strategies
Control over dysfunctional politics
7. LEADERSHIP INFLUENCE (2 HRS)
Power and influence
Influence tactics
Relative effectiveness and sequencing of influence tactics
Implicit leadership theories and leadership influence
8. TEAMS AND LEADERSHIP (1 HR)
Team vs. solo leadership
Leaders role in team based organizations
Fostering teamwork
Leader member exchange model
9. MOTIVATION AND COACHING (2 HRS)
Expectancy theory and motivational skills
Goal theory
Recognition and pride for motivation
Coaching as a leadership philosophy
Coaching skills and techniques Executive coaching and leadership effectiveness
10. CREATIVITY, INNOVATION, AND LEADERSHIP (2 HRS)
Steps in creative process
Characteristics of creative leaders
Overcoming traditional thinking
Organizational methods to enhance creative problem solving
Climate for creative thinking
Leadership practices for innovation
11. COMMUNICATION AND CONFLICT RESOLUTION (1 HR)
Inspirational and powerful communication
Supportive communication
Cross cultural communication barriers
Resolution of conflict through negotiation
12. LEADERSHIP ETHICS (1 HR)
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Centrality of ethics to leadership
Different perspectives on leadership
Principles of ethical leadership
13. CROSSCULTURAL DIVERSITY AND LEADERSHIP (1 HR)
Advantages of managing for diversity Cultural factors and leadership
Cultural sensitivity, intelligence, and global leadership skills
Leadership initiatives for achieving cultural diversity
Multicultural organizations
14. LEADERSHIP DEVELOPMENT AND SUCCESSION (1 HR)
Development through self awareness and self discipline
Development through education, experience, and mentoring
Leadership development programs
Evolution of leadership development efforts Leadership succession
REQUIRED READINGS:
GARY YUKI: Leadership in Organizations
PETER G. NORTH HOUSE: Leadership Theory and Practice
PRITAM SINGH & ASHA BAHNDEKAR: In search of Change Maestro (Response:
2011) (The faculty should ask the students to make presentations from the last book which
describes Indian business leaders; 4 hours have been reserved for this purpose)
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EXPORT PROCEDURES AND DOCUMENTATION
COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS
COURSE CREDITS: 2
1. EXIM DOCUMENTS: OVERVIEW (2 HRS)
Need and importance of documents
Nature and characteristic features of export import documents
2. LANGUAGE OF INTERNATIONAL TRADE (3 HRS)
Trade terms; need for standardization
INCO TERMS: Significance and explanation
Variations of INCOTERMS
3. EXPORT PAYMENT TERMS AND DOCUMENTARY CREDIT (3 HRS)
Advance payment Open account
Documentary collection
Documentary credit
Consignment sale
4. CLEARING AND FORWARDING (2 HRS)
Clearing of cargo for export & import: Step by step approach
Functions and services provided by C & F agents
5. EXPORT FINANCE AND PAYMENTS (4 HRS)
Payments terms: Instrument and methods of financing, including documentary credits andcollection
Uniform customs and practices (UCP)
Finance: Facilities, incentives, and procedure for pre and post shipments finance
6. NEGOTIATION OF DOCUMENTS WITH BANKS (2 HRS)
Terms and condition & procedures followed by banks
7. MARINE INSURANCE (2 HRS)
Nature of transit risk
Contract for cargo insurance Perils and losses
Types of policies
Procedures and documentation for claiming losses
8. CENTRAL EXCISE RULES (2 HRS)
Role of excise department in exports
Procedure and documentary requirement
SUPER SPECIALISATION
INTERNATIONAL MARKETING
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9. EXPORT CREDIT RISK MANAGEMENT (2 HRS)
Export credit insurance: Concept and importance
Role of ECGC
10. PROCESSING OF AN EXPORT ORDER(2 HRS) Step by step approach to processing
REQUIRED READINGS:
PAUL & ASERKER: Export Import Management (OUP)
USHA KIRAN RAI: Export-Import & Logistics Management(PHI:2010)
NABHIS How to Export Nabhi Publication: Latest Edition
GOVT. OF INDIA: Handbook of Import Export Procedures (Latest Edition)
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INDIAs FOREIGN TRADE AND POLICY
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. FOREIGN TRADE TRENDS (2 HRS)
Overall trends since Independence
Commodity composition of Indias exports and imports: Changing trends and presentstructure
Destination of Indias exports; sources of Indias imports
Invisibles in Indias trade
2. THE BALANCE OF PAYMENTS (2 HRS) Trends in Indias current account deficits
Trends in the capital flows and the foreign exchange reserves
Indias external debt
3. TRADE POLICY (3 HRS)
Import controls and liberalization policies
Export promotion: Policies and institutional structure
4. NEW TRADE REGIME POST 1991 (3 HRS)
Important development like decanalisation, rationalization of tariffs
Set ups like EOUs, EPZs, SEZs, etc
Financial incentives to promote exports
Latest EXIM policy
5. GOVT. POLICY TOWARDS FOREIGN CAPITAL (2 HRS)
Policies for FDI and FII
Foreign collaboration and MNCs
REQUIRED READING:
RAJ AGGRAWAL: Indian Foreign Trade (Excel Books)
SUPER SPECIALISATION
INTERNATIONAL MARKETING
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OUTSOURCING AND IT BASED BUSINESSES
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. BASICS OF OUTSOURCING (4 HRS)
Definition, Level, and modes of out sourcing .Reasons for outsourcing Benefits and
pitfalls.
Competitive strategy and outsourcing. Outsourcing agreements. Strategic outsourcing.
Trends in outsourcing. Criteria for vendor selection
Risks involved and managing risks in the global economy
Trends in outsourcing
2. BUSINESS PROCESS AND IT OUTSOURCING (4 HRS)
Evolution, constitution, models and types. BPO services and best practices, drivers and
inhibitors. BPO domains: HR, Financial services, HealthCare, Transportation , Telecommunication ,
Call centers
Indian BPO industry
Emerging BPO domains: Entertainment, media and publishing
3. OFFSHORE OUTSOURCING (4 HRS)
Definition ,types - Production /services/ innovation, need for outsourcing benefits,
concerns, Risks
Business models, best practices,
Strategy creation and execution
REQUIRED READINGS:
MARCIA ROBINSON AND RAVI KALAKOTA: Offshore Outsourcing
SARIKA AND KULKARNI: Business Process Outsourcing (Jaico Publishing House -2005)
PAUL DAVIS: Whats this India business?
SUPER SPECIALISATION
OPERATIONS & SCM
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SERVICE OPERATIONS MANAGEMENT
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. UNDERSTANDING SERVICES (3 HRS)
Role of service in an economy
Nature of services
Service strategy
2.DESIGNING THE SERVICE ENTERPRISE (5 HRS)
New Service Development
Service encounter
Service Quality
Service facility location Supporting facility
3.MANAGING SERVICE OPERATIONS (4 HRS)
Managing supply and demand
Managing service supply relation ships
Managing facilitating goods
Managing Projects
BASIC TEXTS
JAMES A FITZSIMMONS AND MONA J FITZSIMMONS: Service Management:Operations, Strategy and Information Technology, 5th edition MC Graw Hill 2005
METTERS KING - METTERS PULLMAN AND WALTON: Successful Service
Operations Management (2006, Thomas learning)
SUPER SPECIALISATION
OPERATIONS & SCM
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REVENUE MANAGEMENT AND PRICING
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1
1. INTRODUCTION TO REVENUE MANAGEMENT (1 HR)
Concept of pricing and revenue optimization
Factors driving the RPO boom
RPO and multi pricing in the airline industry
2. REVIEW OF PRICE THEORY (1 HR)
Price discrimination and consumer surplus
Differential pricing: Meaning; ways to implement
Market segmentation with differential pricing
3. VALUE BASED PRICING (1 HR)
Concept of value and value based pricing
Methods to estimate perceived benefits, perceived willingness to pay for them, and value
4. PRICING CONSTRAINED OPTIMIZATION (1 HR)
Marginal principles of pricing
Supply constraint and contribution analysis
5. NONLINEAR PRICING (2 HRS)
Linear vs. nonlinear pricing: Concept
Methods to undertake nonlinear pricing
6. DYNAMIC PRICING (2 HRS)
Change in environment and price adjustments
Price based price optimization techniques
7. BUNDLING (1 HR)
Bundling of offer and pricing the bundle
8. MARKET DOWN MANAGEMENT (1 HR) Promotion (temporary price reduction) vs. markdowns (permanent price reduction)
Demand forecasts and markdown pricing
9. AUCTIONS (1 HR)
Auction mechanism and bidding strategies
10. IMPLEMENTATION ISSUES (1 HR)
SUPER SPECIALISATION
OPERATIONS & SCM
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Industry level demand and supply and possibility of implementation
Implementing pricing strategy in practice
REQUIRED READINGS:
PHILIPS: Pricing and Revenue optimization (Stanford University Press)
KOTLER, LILIEN, AND MOORTHY: Marketing Models (Prentice Hall Inc) I. YEOMAN: Revenue Management and Pricing (International Thomson Business Press)
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FINANCIAL VALUATION OF TECHNOLOGY BUSINESS
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. INTRODUCTION TO FVTB (2 HRS)
Overview: Costs and benefits of investment in technology; valuation of such investments
Planning and aligning of investment in technology with the business strategy
2. TECHNOLOGY INVESTMENTS (3 HRS)
IT project investments and real options pricing
Lifetime value of customers of technology businesses
3. TECHNOLOGY, CUSTOMER LOYALTY, AND VALUATION (2 HRS)
Valuing project archive
4. BALANCED SCORECARD AND IT (3 HRS)
Use of BSC as a strategic management system
Building of IT organization BSC
Strategy focused IT organization
Getting IT right
5. STRATEGIC EVALUATION OF IT UPGRADES (2 HRS)
Industry modernization and IT upgrades: Strategic routemap and justification
Business impact of IT upgrades
REQUIRED READING:
OGDEN, JEN, AND CONNOR: Advanced Corporate Finance: Policies and strategies
(Prentice Hall)
SUPER SPECIALISATION IT & MIS
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TECHNOLOGY AND STRATEGIC CONSULTING
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. INTRODUCTION: (1 HR)
What is technology
Contribution of technology to business performance: Economic analysis
Technological and performance enhancement
2. TECHNOLOGY AND VALUE CHAIN (3 HRS)
Concept of value chain and contribution of technology: Technology & competitive
advantage
Technology and value chain optimization
3. TECHNOLOGY SELECTION (3 HRS) Technology scanning: Searching for window of opportunity
Matching internal and external competencies
Evaluation of risk vs. potential for success
Short term vs. long term considerations
4. TECHNOLOGY ASSESSMENT (2 HRS)
Methodologies of technological assessment
Problem issues in TA
Organization and management of TA
5. ENTREPRENEURSHIP & TECHNOLOGY (2 HRS)
Web based entrepreneurship
Websites and their potential in conducting business
6. SOCIAL PRODUCTION (1 HR)
The world of proprietary and public softwares (e.g. Linux and windows)
Advantages and disadvantages of social software
REQUIRED READINGS:
SUSHIL, K. MOMAYA, AND O. P. SHARMA: New Business Paradigm: Global,
Virtual, and Flexible (Thomson Learning) RANDIV MEHTA: Getting to Transformation (Macmillan)
SUPER SPECIALISATION IT & MIS
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MOBILE POLICY AND M - COMMERCE
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS
COURSE CREDIT: 1
1. INTRODUCTION (2 HRS)
Concept of commerce, e-commerce, and commerce through mobile screens
Scope of m commerce in India vis a- vis. Other modes
Obstacles in the path of m commerce in India
2. MOBILE COMMUNICATION (3 HRS)
Managerial perspective of mobile communication and mobile internet
Business models and m commerce today; m commerce value chain
3. MOBILE COMMERCE IN INDIA (2 HRS)
Mobile ways in India; mobile industry Relevance and potential of mobile industry in urban and rural India
4. MOBILE INDUSTRY: POLICIES AND REGULATIONS (2 HRS)
Regulatory issues of m commerce
Regulatory model of m commerce: Stakeholders perspective
5. SYSTEMS DYNAMICS (3 HRS)
The eco system of m commerce: Casual loops and impact of policies and regulation
Mobile commerce: Present and future in India
Wireless spectrum auctions
Mobile security and payments
REQUIRED READING:
NORMAN SADEH: M Commerce: Technologies, Services, and Business Models(Wiley)
SUPER SPECIALISATION IT & MIS
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NEW PRODUCT DEVELOPMENT
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1
1. ENTREPRENEURSHIP = INNOVATION (3 HRS)
Principles and context of new product development and innovation
Entrepreneurial role, task, and personality
Entrepreneurship as a style of management
Entrepreneur as an innovator: models of innovation
2. OPPORTUNITY ANALYSIS (2 HRS)
The strategic window of opportunity: Scanning, positioning, and analysing
3. NEW BUSINESS CONCEPTS AND DEVELOPMENT (7 HRS)
Need for new product development
Internet as a research tool
Idea generation and creativity
Iterative design cycles
Business needs and constraints analysis
Litmus test of customer and market needs for the proposed product
New product development process
Creative and systematic development of alternative product concepts
Final selection of optimum product concept
BASIC TEXTS
ROBERT G. COOPER AND SCOTT J. EDGETT: Generating Breakthrough New
Product Ideas: Feeding the Innovation Funnel (Product Development Institute, 2007)
DAVID H. HOLT: Entrepreneurship: New Venture Creation (PHI)
SUPER SPECIALISATION
ENTREPRENEURSHIP
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INVESTING IN PRIVATE EQUITY
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1
1. PRIVATE EQUITY: OVERVIEW (1 HR)
Introduction to the concept of private equity
Private equity as an asset class: Comparative assessment w.r.t other assets
Private equity in India: Emergence and growing significance
2. BUSINESS PROPOSALS AND PRIVATE EQUITY INVESTMENT (5 HRS)
Evaluations of business
Valuation of business proposal
Understanding J Curve and compound return Upper quartile figures
Median, average, and pooled returns
Multiples
- Distributed over paid in- Paid in to committed capital
- Residual value to paid in
Valuation and fees
3. PRIVATE EQUITY MANAGEMENT (2 HRS)
Raising of private equity, domestically and internationally
Structuring of private equity
Management of private equity
4. EXIT STRATEGY (1 HR)
Existing the invested areas
5. SPECIAL TOPICS: (3 HRS)
Investors relations
Private equity and hedge funds
Private equity and public policy
Buyouts
BASIC TEXTS
GUY FRASER SAMPSON: Private Equity as an Asset class (Wiley: 2008)
JOSH LEARNER: Venture Capital and Private Equity A case Book (Wiley)
SUPER SPECIALISATION
ENTREPRENEURSHIP
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MICRO FINANCE
COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1
1. ISSUES AND CHALLENGES (3 HRS)
Concept and principles of microfinance
Microfinance and the poor
Microfinance: Commercial vs. noncommercial provision; rise of commercial sources
Defaults
Constraints of the microfinance industry
2. MICROFINANCE INDUSTRY (3 HRS)
Social performance management Investing in microfinance
Market research for microfinance
Managing microfinance industry
Evaluating microfinance industry
Public policy and microfinance industry
3. EMERGING AREAS (4 HRS)
Delinquency management
Microfinance institutions and microinsurance: Regulations
Information sharing in competitive market Micro leasing
Securitization of microfinance assets
Micro loan portfolio accounting issues
4. CURRENT CRISIS OF MICROFINANCE INDUSTRY IN INDIA (2 HRS)
Genesis of crisis
Resolution of crisis
Future of MFI
REQUIRED READINGS:
K. G. KARMARKAR: Microfinance in India (Sage) DANIEL LAZAR & MALABIKA DEO: Microfinance (Allied)
SUPER SPECIALISATION
ENTREPRENEURSHIP
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