FT-401C MBA (FT) Semester IV Corporate Governance Course ... · PDF fileFT-401C MBA (FT) Semester IV Corporate Governance Course Objective: Objectives of this course is to help the

FT-401C

MBA (FT) Semester IV Corporate Governance

Course Objective: Objectives of this course is to help the students gain knowledge about corporate governance and its relevance of in the business environment.

Examination Scheme: The faculty members will award internal marks out of 40, based on the three assessments of 20 marks . Best of the two will be considered. The end semester examination will be of 60 marks.

Course Content:

Corporate Governance an overview -The Theory and Practice of Corporate Governance, Landmarks in the Emergence of Corporate Governance. The history of corporate governance .

Corporate Governance and other Stack holders - the key corporate Actors of corporate governance , the stake holders , stake holders as human beings in business. The training and development of the directors and their roles .decision making skills of the C.E.O.

Corporate Social Responsibility. –Introduction to corporate social responsibility, corruption , company size , code of ethics in business.

Corporate governance relationship with media and government- The Role of the Media in Ensuring Corporate Governance, The Role of The Government in Ensuring Corporate Governance .

The Role of the policies and systems in corporate governance – Performance Monitoring, Remuneration , bankruptcy systems .

Corporate Governance in India and its approach with reference to the corporate governance world wide. - Comparison and Implications

Text Readings:-

1. Corporate Governance – A.C. Fernando, Pearson education ltd New Delhi 2. Corporate Governance - C.V. baxi 3. corporate governance and business ethics – U.C.Mathur 4. corporate governance – Swami Parthswrtahy

FT-402C MBA (FT) Semester IV Strategic Management

Course Objective This is a top-level management course, and the objective of teaching this course is to enable students to integrate knowledge of various functional areas and other aspects of management, required for perceiving opportunities and threats for an organization in the long-run and second generation planning and implementation of suitable contingency strategies for seizing / facing these opportunities & threats. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Meaning, Need and Process of Strategic Management; Business Policy, Corporate Planning and Strategic Management; Single and Multiple SBU organizations; Strategic Decision–Making Processes – Rational–Analytical, Intuitive-Emotional, Political – Behavioural; Universality of Strategic Management; Strategists at Corporate Level and at SBU Level; Interpersonal, Informational and Decision Roles of a Manager. Mission, Business Definition and Objectives; Need, Formulation and changes in these three; Hierarchy of objectives, Specificity of Mission and Objectives.

SWOT Analysis: General, Industry and International Environmental Factors; Analysis of Environment, Diagnosis of Environment – factors influencing it; Environmental Threat and Opportunity Profile (ETOP); Internal Strengths and Weaknesses; Factors affecting these; Techniques of Internal Analysis; Diagnosis of Strengths and Weaknesses; Strategic Advantage Profile (SAP). Strategy Alternatives: Grand Strategies and their sub strategies; Stability, Expansion, Retrenchment and Combination; Internal and External Alternatives; Related and Unrelated Alternatives, Horizontal and Vertical Alternatives; Active and Passive Alternatives; International Strategy Variations.

Strategy Choice Making: Narrowing the choices; Managerial Choice Factors, Choice Processes – Strategic Gap Analysis, ETOP-SAP Matching, BCG Product – Portfolio Matrix, G.E. Nine Cell Planning Grid; Contingency Strategies; Prescriptions for choice of Business Strategy; Choosing International Strategies.

Strategy Implementation: Implementation Process; Resource Allocation; Organizational Implementation; Plan and Policy Implementation; Leadership Implementation; Implementing Strategy in International Setting.

Strategy Evaluations and Control : Control and Evaluation Process; Motivation to Evaluate; Criteria for Evaluation; Measuring and Feedback; Evaluation and Corrective Action.

Text Readings 1. Lawrence R. Jauch and William F. Glueck, “Business Policy and Strategic Management”, McGraw Hill Book Co., New York,

2. Glen Boseman and Arvind Phatak, “Strategic Management : Text and Cases “ , John Wiley and Sons, Singapore, 1989

3. Daniel J. McCarthy, Robert J. Minichiello, and Joseph R. Curran, “Business Policy and Strategy” Richard D. Irwin, AITBS, New Delhi, 1988

4. Roanld C. Christenesen,.Kenneth R. Andrews and Joseph L. Bower, “Business Policy – Text and Cases “ , Richard D. Irwin, Inc., Illinois, 1978

5. Azha Kazmi, “ Business Policy”, Tata McGraw Hill, New Delhi, 1999

FT-404F MBA (FT) Semester IV

Taxation

Course Objective: The objective of this course is to enable students to develop an understanding of direct and indirect taxesand to enable them to calculate taxes. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Content: Introduction to Direct Taxes (An Overview): Income Tax, Wealth Tax. Introduction to Tax Management: Concept of Tax Planning, Tax Avoidance and Tax Evasion. Important Provisions of Income Tax Act. Basic Concepts: Assessment Years, Previous Years, Person, Income, Gross Total Income, Capital and Revenue Receipts and Expenditure, Residential Status and Incidence of Tax, Tax Free Income. Salaries: Meaning, Taxability of Allowances and Perquisites, Permissible Education, Treatment of PF, Gratuity, Computation of Taxable Salary. Income from House Property: Determination of ownership, property Income Exempt from Tax and Computation of Income from House Property. Profits and Gains of Business and Profession: Basis of Charge, Scheme of Provisions,Deductions Expressly Allowed, Expenses Allowed Under Restriction, Depreciation, Computation of Profits and Gains of Business and Profession, Tax Planning, Taxation of Firms & Companies, Mergers & Acquisitions. Capital Gains: Meaning, definition of capital gains, assets not be treated as capital Assets, types of assets and gains, computation of Capital Gains. Income from Other Sources: Computation of Income from Other Sources. Deduction: Deduction Allowed From Total Income, Rebates and Relief. Computation of Total Income of Individual. TDS: Tax Deduction at Source, Advance Payment of Tax, Filing of Returns, Tax Planning in Relation to NRIs. Wealth Tax Act: Important Provisions and Calculation of Wealth and Wealth Tax. Text Reading (Relevant Previous Year): 1. H. C. Meherotra, “Income Tax”, SahityaBhawan, Agra. Suggested Reading (Relevant Previous Year): 1. S. Battacharya, “Indian Income Tax: Law & Practice”, New Delhi, Indian Law House. 2. V K Singania, “Student Guide to Income Tax”, New Delhi, Taxman Publication. 3. V K Singania, “Direct Tax Law”, New Delhi, Taxman Publication. 4. Shripal Saklecha and Anit Saklecha, “Income Tax”, Indore, Satish Printers. 5. Bare Act of Income Tax. 6. Bare Act of Wealth Tax.

FT-405F MBA (FT) Semester IV International Finance

Course Objective To provide a conceptual framework of the Working of International Finance Institutions, Money Markets, Exchange Transactions and Capital Markets. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Introduction: Relevance of international financial management for domestic as well as international players; exchange rate regimes. Theories of International Trade :Comparative Costs, Classical Theory, Absolute Advantage, Hecksher-Ohlin Theory, Free Trade V/S Protection- Barriers To Foreign Trade, Tariff And Non-Tariff Barriers. Balance of Payment : Meaning Of BOP, Components Of BOP, Importance Of BOP, Meaning Of Deficit And Surplus, Equilibrium, Disequilibrium And Adjustments, Methods Of Correcting Disequilibrium, Accounting Principles In BOP. Foreign Exchange Markets: Defining Foreign Exchange Market, Its Structure, Settlement System, Exchange Rate, Participants, Understanding SPOT And Forward Rates, Foreign Exchange Quotations, Premium And Discount In Forward Market, Cross Rates, Inverse Rates And Arbitrage. Exchange Rate Determination: Determination Under Gold Standard And Paper Standard, Factors Affecting Exchange Rates, Purchasing Power Parity Theory, Demand And Supply Theory, Equilibrium Rate Of Exchange, Fluctuating V/S Fixed Exchange Rates, Exchange Control, Objectives Of Exchange Control. Instruments: ADR, GDR, Euro Currencies, International Commercial Papers. International Project Appraisal: Techniques and criteria. Interest Rate Parity/Covered Interest Parity

Financing International Trade: letter of credit; buyer’s credit ; suppliers credit ; cross border

leasing and factoring

Short Term Financial Mgt. in an MNE : short term borrowing and investment; centralized vs

decentralized cash management, bilateral and multilateral netting

Text Readings V.A.Avadhani, “International Finance”, Himalaya Publication. P.G.Apte, “International Financial Market”, Tata Mc Graw Hill. A.K.Seth, “International Financial Management”, Galgotia Publications.


Corporate Financial Decisions Course Objective The objectives are to focus the student attention on various aspects of financial decision-making, and to help him develop skills of critical analysis, thinking and synthesis in the process of decision making. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Financial Statement Analysis: Balance Sheet, Income Statement, Statement of Changes In Financial Position, Ratio Analysis, Cost Volume Profit Analysis.

Valuation Concepts and Investment: Risk Return Analysis (Capital Assets Pricing Model), Capital Budgeting, Capital Rationing Decisions, Cost of Capital, Valuation of Funds. Finance and Dividend Decisions: Leverages, Capital Structure, Strategies and Dividend Policies.

Working Capital Decisions: Cash, Receivables, Inventory Strategies.

Long Term Financing Decisions: Shares, Debentures, Warrants, Rights, Lease and Hire Purchase Decisions, Leverage Buy Outs, Securitization and Initial Public Offer.

Corporate Restructuring Strategies: Mergers, Acquisitions And Amalgamations, Takeovers And Reverse Merger Strategies.

Text Readings I.M.Pandey, “Financial Management” 8th Edition, Vikas Publications. Ashwath Damodaran, “Corporate Finance”, Tata McGraw Hill, New Delhi. Suggested Readings

1. Weston, Chung, Hoag “ Merger restructuring and Corporate Control”, PHI Publication.

2. Van Horne, “Financial Management and Policies”, PHI Publications, Nineth Edition 3. M.Y. Khan and P.K. Jain, “Financial Management”, 4th ed. Tata McGraw Hill, New

Delhi. 4. P.Mohan.Rao, “Mergers Acquisitions of Companies”, Deep and Deep Publications.


Valuation Using Financial Statements Course Objective: The objectives are to focus the student’s attention on various aspects of financial decision making and to help them develop skills of critical analysis, thinking and synthesis in the process of decision making & Corporate reporting Practices. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Content: Introduction to Financial analysis: Need & Importance, Phases of Financial Analysis, Financial Decision making under various Models: Simulation model, Risk & Uncertainty model, Sensitivity Analysis, Methods of Financial Decision Making, and Strategy under inflationary conditions. Corporate Dividend Decisions: Practical Considerations in Dividend policies, Factors determining the Dividend policy, Forms of Dividend, Rules & Legal interpretations, Various Strategy & Theories on Dividend policies. Financial Analysis of Financial Institutions & Funds: Management & Financial analysis of Mutual Funds/NBFCs/other Financial Institutions & Services in India, Analysis of Mutual Funds, Role of Capital Market in Corporate Financial Analysis, Valuation Practices adopted by NBFCs & other market intermediaries, Key Financial Statements of Mutual Funds & Financial institutions, Role of RBI. Business valuation: Significance of Accounting Standards in Financial Valuation & Reporting, their interpretations, Understanding valuation practices for the investors with special emphasis on EPS, Impairment of Assets, and Segment Reporting & Interim Financial Reporting. Developments in Business valuation & Practices: Overview to International Financial Reporting Standards, Corporate Restructuring & valuation norms, Introduction to Consolidated Financial reporting of Group companies & valuation thereof. Books Recommended: 1. “Mergers & Acquisition”, – R. Machiraju 2. “Mergers & Acquisition and Corporate Resmeturies”, – Weston, Chung & Hong 3. “Financial Management”, - Prasanna Chandra 4. “Corporate Finance & Investment”, – R. Pike & Node 5. “Finance : A management guide for managing company funds ad profit”, – I.M. Pandey 6. “Financial Decision”, - Hompton


Personal Financial Planning Course Objectives: To make the students familiar with the concept of personal financial planning, its procedure and execution. They will also be made aware of various tools and instruments in personal financial planning. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents: 1) Introduction to personal financial planning : The process of personal financial planning and

its basics, factors affecting personal financial planning.

2) Personal financial statements: Personal balance sheet and cash flow statement, management of asset and liabilities, calculation of net worth, personal budgeting process and money management. Tools for personal financial planning.

3) Sources of personal finance and credit, their features, selection of suitable source of credit,

personal debt management- home loan , personal loan and other loans, loan repayment, concept of time value of money.

4) Insurance in financial planning : various types of insurances helpful in personal financial

planning , and their characteristics. Taxes and tax planning, various tax saving schemes.

5) Investment of financial resources- understanding investments and their returns, various

investment avenues such as shares, bonds , mutual funds, real estate etc.and their features, risks associated with investment and their management.

6) Concept of retirement planning and its process, special schemes such as post office schemes,

government schemes etc.

References: 1. Personal finance by Jack R Kapoor, TMH 2. Personal financial management volume I,II,III by ICFAI 3. Fundamental of Insurance by P.K.Gupta, Himalaya pub.

FT-408F

MBA (FT) Semester IV Credit Management

Objective: The main goal of this course is to develop a foundation of financial management concepts. This will enable the student to understand what is credit risk management, what are the lending objectives, and how to measure credit risk. The course also lays a foundation for more complex credit management topics that arise in additional elective courses in finance. This course in credit management also describes the credit rating systems. Examination Scheme:

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

Contents

1. Overview of Lending Activity, Principles and Objectives of Credit Management, Credit

Policy in Banks, Policy Rates and RBI Guidelines

2. Prudential Norms on Capital Adequacy and Credit Risk Management

3. Income Recognition, Asset Classification (IRAC) and Provisioning Norms

4. Types of Borrowers, Analysis of Financial Statements, Credit Evaluation − Working Capital

Finance

5. Evaluation of Term Loans, Types of Credit Facilities, Priority Sector Lending

6. Corporate Funding, Infrastructure Lending, Supply Chain and Channel Financing

Documentation, Monitoring and Follow-up, Recovery Management

7. Credit Risk Loss Distribution, Expected Loss, Probability of Default, Loss given Default,

Exposure at Default, Maturity, Lesson 8 Credit Rating Systems , The Economics of Credit

8. The Basel Accords

Suggested Readings 1. Practical Banking Advances by Bedi & Hardikar. 2. Management of Bank Credit by H.B. Suneja.

3. Law & Practice of Banking by P.N. Varshney and Gopal Swaroop.

4. Commercial Banking Vol. II by Indian Institute of Bankers.

5. Financial Analysis for Credit Management in Banks by S.P. Singh and S. Singh.

FT-404 MBA (FT) Semester IV

HR PLANNING AND AUDIT Course Objectives The course is designed to enable the student to understand the process of human resource planning and audit in depth. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents

Part A 1. Human Resource Planning: Definition, HR Planning, Strategic Planning and HR planning

Model for HR Planning, HR planning in changing context, Planning for Shortages, Surplus, Planning for New Establishment, Managerial Succession Planning, Career Planning.

2. Qualitative determination of human resource requirements: Job Analysis, Human Resource Demand Forecasting, Human Resource Supply Estimates.

3. Action Plans – Separation, Action Plans – Retention, Training, Redeployment & Staffing Part B

4. HRD Audit: Meaning and Concept, Need, Designing HRD Audit Process, Parameters to be Audited, Audit Results, Preventive and Corrective Actions, Role in Business Improvement, Methodology and Limitations.

5. HRD styles and culture: OCTAPACE Culture, Importance of Top Management Styles in Building Culture, Auditing the HRD Culture, Auditing the Style of Top Management, Current Structures and Structural Alternatives.

6. HRD Competencies: Challenges, Professionalism in HR, Myths and Realities of HRD, Competencies Needed, Auditing HRD Competencies, individual interviews, Group interviews, Observation, HRD Audit instruments.

Text Reading

1. Donald Currie, “Personnel in Practice for the New IPD-CPP”, Blackwell, MA. 2. R. W. Mondy and R. M. Noe, “Human Resource Management”, Prentice Hall, London,

6th Ed. 3. T. V. Rao, “HRD Audit”, Response Books, New Delhi.

Suggested Reading

1. Satish Pai Ed., “HRD Skills for Organizational Excellence”, Bombay, Himalaya Pub. House.

FT-405H

MBA (FT) Semester IV STRATEGIC HRM

Course Objectives The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems associated with HRM in a changing environment. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems.

Course Contents

1. Strategic Approach to HRM, Integrating HR Strategies with Corporate and Functional Strategies, integrating Human Resources in Strategic Decisions.

2. Strategic HR Planning Acquisition and Development, Corporate strategies and career systems.

3. Strategies for Maximizing HR Productivity: Organizational Restructuring, Turnaround Management, Mergers, Acquisitions and Joint Ventures.

4. SHRM in Global Context, International Human Resource Strategies, Evaluating the effectiveness of HRM

Note: 50 percent of classes will be devoted to theory and 50 percent to discussion of cases. Text Readings

1. W.D. Anthony, P.L. Perrewe, K.M. Kacmar, “Strategic Human Resource Management”, USA, Dryden.

2. C. Mabey, G. Salman, and J. Storey, “Human Resource Management: A Strategic Approach”, UK, Blackwell.

3. Linda Gratton, “Strategic Human Resource Management”, New York, Oxford University Press.

Suggested Readings

1. John Leopold, Lynette Harris and Tony Waton, “Strategic Human Resourcing: Principles, Perspectives and Practices”, Financial Times Pitman Publishers, 1999.

FT-406H MBA (FT) Semester IV

INDUSTRIAL AND SOCIAL PSYCHOLOGY Course Objectives : The Objectives of this course are to understand human behavior in social and industrial settings. A student will be able to comprehend the causes of behavior as well as the methods of improvement by going through this course. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents 1. Introduction to Social Psychology: Nature and concept of social psychology and social psychology related to other disciplines, Methods of social psychology, Current trend in social psychology and ethical issues 2. Social Perception: Non-Verbal Communication, theo0ries of Attribution, Impression formation and impression management. 3. Social Identity: Self Concept, Self-esteem, Self-efficacy, Self-monitoring and self-focusing. 4. Social Influence: Conformity, Compliance and Obedience. 5. Group Dynamics: Introduction to Group, Formation, and types of group, Group dynamics, Crowding , Cooperation, competition and conflicts Text Readings: (Latest Edition): 1. Myers D.G, Social Psychology, New Delhi, Latest edition, Tata Mc-Graw Hill Publishing. 2. Robert A Baron, Donn Byrne, Nyla R Branscombe, Gopa Bhardwaj, Social Psychology, latest Edition, Prentice-Hall India: New Delhi.


CONFLICT AND NEGOTIATION PROCESS Course Objectives: To promote understanding of the concept and theories of conflict, To build awareness of certain important and critical issues in conflict and negotiation.To provide exposure to the required skills in negotiating a contract. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. COURSE CONTENT:

1. Power and Politics: Bases of Power, Power tactics, Power in Groups, Sexual Harassment in workplace: Unequal Power, Politics: power in Action, Implication for Managers

2. Conflict: Meaning and Causes of conflict, Transitions in Conflict Thought, Functional

versus dysfunctional thought, Conflict process, styles of handling interpersonal conflict, Integrating conflict from Gandhian perspective.

3. Negotiation: Negotiating a Contract . Pre-negotiation. Preparing the Charter of

Demand(s). Creating the Bargaining Team Submission of COD .Costing of Labour Contracts

4. The Negotiation Process: What is Negotiation? Effective Negotiation. Preparing for

Negotiation. Communication Style. Breaking Deadlocks. Strategy and Tactics/Games Negotiators Play. Closing Successfully.

5. Negotiating Integrative Agreements. Reviewing. Negotiation and Conflict Approaches

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

Recommended Book: Latest Edition 1. BB Singh, Managing Conflict and Negotiation, Excel Book Pvt. Ltd 2. Stephen .P. Robbins, Timothy A. Judge, Organizational Behaviour, Pearson 3. Margie Parikh, Rajen Gupta, Organizational Behaviour ,McGraw Hill

FT-408H

MBA (FT) Semester IV BUSINESS PROCESS TRANSFORMATION AND HRM

Course Objectives The objective of the course is to study business transformation through managing people with special emphasis on innovation, Creativity, team building, TQM and BPR Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Innovation and Creativity: theories of innovation and creativity, Managing People Side of innovation, Resistance To innovation, the Creative Process, Releasing Creativity, Creative Techniques of Problem Solving, the Creative Environment, Creative Organization, Creativity Training, Introduction To Learning Organizations, Architecture of Learning Organization. Team Building: Redesigning Work, Developing Teams, Building Teams Structure and Skills, Managing Disruption and Conflict, Improving Work Process and Work Flow, Appraising Team Performance, Leading High Performance Teams. Total Quality Management: History & Philosophy of TQM, Total Quality As A System, Step By Step TQM Implementation Process, ISO 9000 & ISO 14000 Process Implementation and Obtaining Certification, Malcolm Baldridge Award Criteria, Demings Award, Rajiv Gandhi National Quality Award. Basic HR issues in Total Quality Management: Leadership Vision and Continuous Process of Improvement, Kaizen, Performance Appraisal and TQM, People Capability Maturity Model (PCMM), Quality Based HR Practices. Business Process Re-Engineering: Basic Concepts, Process Mapping, Work Flow Mapping, Effectively Applying BPR in the Organizations. Management of Change: theories of Change, Leading Change, Resistance to Change, Change Proneness, Visioning, HRM and Culture of Change. Knowledge Management: Meaning, Application, Creating Knowledge Organization, Role of Chief Knowledge officer in organization. Text Readings Pradip N. Khandwala, “Fourth Eye: Excellence Through Creativity”, Wheeler Publishing, New Delhi. Knouse B Stephen, “Human Resource Management Perspectives on TQM: Concepts and Practices”, Milwaukee Klisconsin, ASQC Quality Press Latest Edition. Bill Creech “The Five Pillars of TQM” New York, Truman Talley Books. Lt. Gen. Ahluwalia J. S (Ed.) “TQM: The Transforming Role of Quality in a Turbulent World” New Delhi, Tata McGraw Hill.


ORGANISATION DEVELOPMENT Course Objectives The objectives of this course are to acquaint the students with the importance of Organization Development, and to offer insights into design, development and delivery of OD Programmes. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Introduction: Definition, History, Assumptions, Values and Beliefs in O.D, Organization

Development & Transformation Theory and Management of OD: Foundations of OD, OD Process, Action Research and OD. OD interventions: Overview, Types, Team interventions, inter- Group interventions,

Comprehensive and Structural interventions. Choosing the Depth of Organizational Intervention.

Issues and Considerations in OD: Consultant-Client Relationships, System Ramifications, and Power- Politics.

Emerging Trends in OD with special emphasis on future organizations. Text Readings Wendell L. French and Cecil N. Bell Jr., “Organization Development” New Delhi, Prentice

Hall, 5th Ed., 1999. Suggested Readings Don Harvey and Donald R. Brown, “An Experiential Approach to Organizational

Development”, New Jersey, Prentice Hall Inc., 1996. Wendell L. French Cecil H Bell, Jr., Robert A. Zawaski. (Eds.), “Organizational Development

and Transformation: Managing Effective Change”, Illinois: Irwin Inc., 1994.

FT404M MBA (FT) Semester IV

GLOBAL MARKETING Course Objectives The objectives of this course are to help the student to gain an understanding of concepts of International Marketing, types of international markets, demand and supply position in international markets, import-export documentation, policies and procedures of foreign trade. Examination Scheme:

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

International Marketing: Basis of International Trade, Theories of International Trade Absolute Advantage, comparative advantage and factor endowment theory) Difference between Domestic, International, Multinational, Global Markets, EPRG Frame work.

Scanning of International Environment: Social, Political, Legal, Economic. Factors Affecting International Trade: Methods of Entry, Types of Regional Agreements, Role of

IMF and WTO in International Trade. Foreign Trade Policy: EXIM Policy 2002-2007 Salient features. Export Documentation and Procedures and Institutional support for export promotion in India. Product: Identifying New Products, International Product Planning, Product Design Strategy,

Product Elimination, Adoption and Diffusion of New Products, Branding Strategies. Pricing Strategies: Factors Affecting International Prices, Methods of Pricing, Pricing an

International Product, Transfer Pricing, Exchange Rates and its Impact on Pricing, High Sea Pricing.

Distribution System for International Markets: Direct and Indirect Channels, Factors Affecting International Channel, International Channel Management, Wholesaling and Retailing.

Promoting Products / Services in Overseas Markets: Perspectives of International Advertising, Standardization v/s Localization, Global Media Decisions, Global Advertising Regulations, Industry Self-Regulation.

Text Readings

1. W. J. Keegan – “Global Marketing Management”, New Delhi, PHI 2. Sack Onkvisit and John J. Shaw. “International Marketing Analysis and Strategies”,

PHI 3. Subhash S. Jain, “International Marketing Management”, Delhi, CBS Publishers

Distributors Suggested Readings

1. M.R Czinkota.and Ronkainen “International marketing”, Dryden Forthworth 1998. 2. S.J. Poliwoda, “International Marketing”, New Delhi, Prentice Hall of India

FT405M

MBA (FT) Semester IV B2B Marketing

Objective: The goal of the subject is to introduce to students the specifics of B2B marketing and the basic concepts of marketing theory, the peculiarities of organizations’ purchasing behavior, and the strategic marketing process in B2B markets including market analysis, segmentation, targeting and positioning of various types of B2B companies. At the same time, the course introduces to students the specifics of marketing mix tactical tools for B2B markets. Examination Scheme:

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

Course contents: Basic differences between B2B and B2C marketing Organizations’ purchasing behavior Company types and impacts on B2B marketing Strategic marketing process: Analyzing the organization market , B2B market segmentation, Targeting and positioning, Strategic planning B2B marketing mix specifics Product as the fundamental tool of B2B marketing Service marketing for B2B companies B2B brand management B2B companies’ price management and price policy B2B companies’ distribution policy and distribution channel management B2B companies’ communication and communication mix tools B2B companies’ integrated marketing mix Text Books Hutt, M.D., Speh, T.W., Business Marketing Management, 2006, ISBN 03-2436-104-1 Kotler, P., Wong., V., Saundres, J., Armstrong, G., Principles of Marketing, 2005, ISBN

01-3146-918-5 Vitale, Robert P., Business to business marketing: analysis & practice in dynamic

environment, 2001, ISBN 03-2407-296-1

FT406M

MBA (FT) Semester IV Social Marketing

Course Objective The objectives are to focus the students’ attention on use of modern marketing techniques to influence behaviour of individuals or groups towards social and public welfare, and to measure and improve its efficacy. Examination Scheme The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Social Marketing: Definition, evolution and growth, steps of social marketing. Leading case studies of Social Marketing in spheres of Health, Environment, Social and Economic Empowerment. Analyzing Social Marketing: Research Options, Selection of Purpose and Conducting Situation Analysis Social Marketing: Segmentation, Targeting and Positioning, Setting of Objectives and Goals, Strategies driven by 4Ps - Packaging, Pricing, Promotion and Placement Managing Social Marketing: Monitoring and Evaluation Plan, Establishment of Budgets and Sourcing of Funding, Drafting Implementation Plan and Ethical Aspects Text Readings Sameer Deshpande and Nancy R. Lee, “Social Marketing in India”, Sage Publications, 2013 Suggested Readings Philip Kotler and Nancy R. Lee, “Social Marketing: Influencing Behaviors for Good”, Third Edition. Sage Publications, 2008


Services Marketing Course Objective

The objective of this course is to expose students to the concept and applications of service marketing and develop abilities to help them apply them in real life situations. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents 1. Services: Growth of Service Sector; Contribution of Services to Economic Growth, Service

Concept, Characteristics and Classification of Service; Challenges in Service Marketing.

2. Designing a Service Strategy: Service Management Process; Internal, External and Interactive marketing strategies.

3. Strategic Issues in Service Marketing: Segmentation, Differentiation and Positioning of Services.

4. Marketing Mix in Services Marketing: Product, Price, Place, Promotion, People, Physical Evidences and Process Decisions.

5. Managing Service quality and Productivity: Concept, Dimensions and Process; Service Quality Models, Applications and Limitations, Productivity in Services.

6. Applications of Service Marketing

Text Readings

1. Christopher H. Lovelock, Jochen Wirtz, Jayanta Chatterjee, “Services Marketing”, New Delhi: Prentice Hall of India, Latest Edition.

Suggested Readings

1. Ravi Shankar, “Services Marketing”, New Delhi, Global Press. 2. V. A. Zeithamal and M. J. Bitner, “Service Marketing: Integrating Customer Across

the Firm”, McGraw Hill.

FT408M

MBA (FT) Semester IV Customer Relationship Management

Course Objectives The objective of this course is to introduce customer centric operations, process and implications of CRM. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Content:

1. Introduction: Evolution of CRM, Customer satisfaction, Customer loyalty, Customer experience, Relationship Marketing, Significance and benefits of CRM to different business organizations and customers.

2. Concepts of CRM: Concept of Customer Lifecycle, Lifecycle stages, Customer Lifecycle Management, Customer Lifetime Value assessment, Customer – Product profitability analysis.

3. CRM Process: Systems approach to CRM, CRM Process, Objectives, Customer segmentation, Customer database, Strategy formulation, Infrastructure development, Designing system, Core processes, Developing people, Customer retention, Recovering lost customers, Terminating relationships.

4. Database Management: Information management for customer acquisition, retention, attrition and defection, data warehousing, data mining.

5. CRM Technology: Hardware, Software, Web portals, Call Centres, IT enabled business solutions.

6. Customer Loyalty: Developing, Implementing and Evaluating Loyalty Programs.

7. Measuring CRM Effectiveness: CRM Metrics – Financial and non-financial measures.

Text and References:

1. Sheth, J.N., Parvatiyar, A. and Shainesh, G., “Customer Relationship Management”, TMH.

2. Kumar, V. and Reinartz, Werner J., Customer Relationship Management: A Databsed Approach, Wiley India, New Delhi.

3. G Shainesh, Jagdish N Sheth, Customer Relationship Management – A strategic perspective, Macmillan India Ltd

4. Rai, Alok K, Customer Relationship Management – Concepts and Cases, PHI, New Delhi.

5. Mukerjee, Kaushik (2007), Customer Relationship Management: A Strategic Approach to Marketing, PHI, New Delhi.


Direct and Event Marketing Course Objectives The objectives of this course are to expose the students to various aspects of rural, event and direct marketing as an integral part of marketing management, and developed an understanding of rural, event and direct marketing. Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Contents: Direct marketing- Concept, growth & benefits, limitations — variants of Direct Marketing- Main tasks — lead generation, customer acquisition, development and retention. The key principles of targeting, interaction, Catalysts of change in modern marketing — from distance selling to interactive marketing. Direct marketing in real-time — interactive .marketing, Direct marketing vs. marketing through channels Traditional Methods of Direct Marketing: a) Telemarketing b) Multi Level Marketing (MLM) c) Personal selling d) Automatic Vending Machines e) Exhibition - Trade fares f) Catalogue Marketing g) Direct Mail h) Company showrooms Technology that enables Direct Marketing: Core marketing technology components, business intelligence appliances, campaign management applications, sales force automation, customer interaction and contact centre applications. Customer data, different types, its value and management. The Impact of Databases - Consumer and Business Mailing Lists- Data fusion — marketing research and the customer database -Setting up a customer database - structure, function. Differences between direct marketing media and non-direct media- Unique characteristics of addressable media (direct mail, email, fax, phone, SMS) - lists, costs, duplications, privacy - Press, inserts and door-to-door - formats, costs and response. Technology mediated marketing channels - Interactive TV, mobile and SMS - the advances in digital marketing - Automatic vending machines- kiosk marketing Direct mailing- Direct response methods- Home shopping/ teleshopping network-Creating Direct Mail Advertising - Online web advertising and email/permission marketing Understanding project management - resources - activities - risk management - delegation - project selection - role of the Event Manager. Conducting market research - establishing viability - capacities - costs and facilities - plans - timescales - contracts. Clarity - SWOT analysis - estimating attendance - media coverage - advertising - budget - special considerations - evaluating success. Crisis planning - prevention - preparation - provision - action phase - handling negative publicity - structuring the plan. Different types of sponsorship - definition - objectives - target market - budget - strategic development - implementation – evaluation. Purpose - venue - timing - guest list - invitations - food & drink - room dressing - equipment - guest of honor - speakers - media - photographers - podium - exhibition.

Types of advertising - merchandising - give aways - competitions - promotions - website and text messaging. Media invitations - photo-calls - press releases - TV opportunities - radio interviews. Flyers - posters - invitations - website - newsletters - magazines - blogs - tweets.Celebrity endorsement - Ministerial/Presidential visits - security - personal image issues.Staff recruitment and training - health and safety issues - insurance - licenses and permission. Budget - cost of event - return on investment - media coverage - attendance - feedback. Text Readings S.S Gaur and S.V. Saggre, “Event Marketing & Management”, Vikas Publishing House. Mary Robert, “Direct Marketing Management”, London:Prantice Hall. Gordon Lewis, “Direct Marketing Strategies and Tactics”, New Delhi.

Documents

FT-401C MBA (FT) Semester IV Corporate Governance Course ... · PDF fileFT-401C MBA (FT) Semester IV Corporate Governance Course Objective: Objectives of this course is to help the