MB708.1: MACRO-ECONOMICS AND BUSINESS … · Mishra & Puri, Indian Economy, Himalaya Publishing House. 9. A. N. Agrawal, Indian Economy, New Age International 10. Vivek Mittal, Business

MB708.1: MACRO-ECONOMICS AND BUSINESS ENVIRONMENT (MEBE) YEAR 1, SEMESTER 2

I. Number of Credits: 3

II. Course Objectives

• To enable the students to gain an understanding of the measurement, fluctuation/stability and growth of national economic aggregates like national income, employment/unemployment and price level;

• To help them relate the changes in the aggregates to national economic policies and their effect on different types of organised activities;

• To develop a broad understanding about the environment which the business operates;

• To make them feel comfortable reading and understanding daily economic and financial news on India and other countries, and engaging in critical discussion on economic issues affecting firms.

III. Course Outline

Module No.

Title/ Topic Classroom

Contact Sessions

1 The scope of macroeconomics • Introduction to macroeconomics • Economic Environment • Economic System – Lassiez fair, capitalism, socialism and mixed

economy • National income • Macroeconomic indicators

5

2 Behavioural and technology function • Consumption function • Investment function • Government, foreign trade and foreign exchange function • Money demand and supply • Production function, factor market and aggregate supply function

10

3 Economic models • Classical and Keynesian views of macroeconomics • IS – LM model • Open Economy macroeconomics • Unemployment and inflation

6

4 Government and Economic policies • Business cycle and fluctuations • Role of government in economic environment • Fiscal policy • Monetary policy • Industrial policy • EXIM policy • Five year planning • Public Finance

12

5 Business Environment • Social and political environment • Technological environment • International business environment • Natural and ecological environment • Legal and Labour market environment

7

6 Contemporary issues in Indian Economy • Structure and composition of Indian economy • Growth and performance of Indian economy • Economic growth and Human Development Index • Problems and challenges of Indian economy

5

Total 45

IV. Pedagogy The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

• Classroom discussions of concepts and applications .. About 37sessions • Students’ presentations .. • Classroom Discussion of Current Issues .. About 3 sessions • Feedback sessions

V. Internal Evaluation The students’ performance in the course will be evaluated on a continuous basis through the following components:

Sr. No.

Component Number Marks per incidence

Total Marks

Percentage of total internal evaluation

1 Quizzes 3 10 30 10

2 Case analysis & presentation 2 45 90 30

3 Assignments / project work 1 60 60 20

4 Internal tests 2 45 90 30

5 Attendance and Class Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.

VI. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case (integrated) covering different modules of the course.

VII. Learning Outcomes At the end of the course, the student should have developed: • An appreciation of the principles of macro-economics and the effect of changes in

macro-economic environment for firm level decision-making; and • A keen desire for reading news of economic and financial changes/developments

on a regular basis, and engaging in discussion and critical evaluation of such developments.

VIII. Reference Material

1. Goodwin, Nelson & Harris, Macroeconomics, PHI Learning Pvt. Ltd. 2. Rangarajan & Dholakia, Principles of Macroeconomics, Tata McGraw Hill Pub. 3. Olivier Blanchard, Macroeconomics, Pearson Education 4. George Mankiw, Principles of Economics, Thomson Publication. 5. G. S. Gupta, Macroeconomics, Tata McGraw Hill Pub 6. K. K. Dewett, Modern Economic Theory, S. Chand & co. 7. H. L. Ahuja, Macroeconomics, S. Chand & Co. 8. Mishra & Puri, Indian Economy, Himalaya Publishing House. 9. A. N. Agrawal, Indian Economy, New Age International 10. Vivek Mittal, Business Environment, Excel Books 11. Francis Cherunilam, Business Environment, Himalaya Publishing House 12. Raj agrawal and Parag Diwan, Business Environment, Raj agrawal and Parag Diwan,

Excel Books

13. Justin Paul, Business Environment, Tata McGraw Hill Publisher. 14. V K Pailwar, Economic Environment of Business, PHI Learning.

Apart from the above mentioned books, students are required to extensively use other sources like business dailies, business and economic journal and magazines, important websites and TV channels, etc. In fact, discussion of the contemporary issues is an integral part of teaching pedagogy for all the modules.

MB709.1: RESEARCH METHODS FOR MANAGEMENT (RMM) YEAR 1, SEMESTER 2

I. Number of Credits: 3 II. Course Objectives

The objective of this course is to impart to the students the skills required for • Provide the techniques and skills needed to conduct business research; • Provide knowledge and understanding so that students can critically evaluate the quality

of research; • Identification, definition of research problems / hypotheses, based on literature

survey, secondary data and observations; • Preparation of a management research proposal; • Design of research instruments; • Collection, coding and tabulating of data for analysis; and • Enable the students to understand the common statistical procedures used to

analyse data from survey and experimental studies, and to use the statistical software packages like SPSS, Systat, to carry out these procedures and report the results of such statistical analyses in a manner appropriate for managerial decision-making;

III. Course Outline

Module No.

Title/Topic Classroom

Contact Sessions

1 Planning the Research Project • Business Research Strategies • Research Designs • Planning a Research Project and Formulating Research

Questions • Literature Review • Ethics in Business Research

06

2 Types of Research and Methods for Collecting Data • Quantitative Research

o Nature of Quantitative Research o Sampling o Structured Interviewing o Self-completion Questionnaires / Questionnaire Design,

Asking Questions o Structured Observation o Content Analysis o Secondary Analysis and Official Data

12

Module No. Title/Topic

Classroom Contact Sessions

• Qualitative Research o Nature of Qualitative Research o Organisational Ethnography and Participant Observation o Interviewing o Focus Group Discussion

3 Research Proposal and Field Wok • Writing up a Research Proposal • Undertaking the Field Work

o Actual Collection of Data

03

4 Data Analysis and Presentations • Univariate and Bivariate Analysis • Multiple Linear Regression Model

o Standard multiple regression models with emphasis on detection of collinearity, outliers, non-normality and autocorrelation, Validation of model assumptions.

• Discriminant Analysis o Statistical background, Linear discriminant function

analysis, Estimating linear discriminant functions and their properties. Enterprise Information Portal

06

5 Factor Analysis • Principal components, Algorithm for conducting principal

component analysis, Deciding on how many principal components to retain, H-plot.

• Factor analysis model, Extracting common factors, Determining number of factors, Transformation of factor analysis solutions, Factor scores.

Cluster Analysis • Introduction, Types of clustering, Correlations and distances,

clustering by partitioning methods, hierarchial clustering, overlapping clustering.

09

6 Communicating Research Results • Report Preparation, • Oral Presentation and Viva-Voce

09

Total 45 IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from

websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The exercise for preparation of research proposal will be illustrated through practical examples and cases drawn from business contexts. The pedagogical mix will be as follows: Classroom Contact Sessions

• Classroom discussions of concepts .. About 24 sessions • Library and Internet Research, Literature Review .. About 06 sessions • Students’ Research Proposal presentations .. About 04 sessions • Report Presentation .. About 09 sessions • Feedback .. About 02 sessions

The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.

V. Internal Evaluation The students’ performance in the course will be evaluated through the following components:

Sr. No. Component Number

Marks per

incidence

Total Marks

Percentage of total internal

evaluation

1 Quizzes 3

10 30 10

2 Case Analysis & Presentation 2 45 90 30

3 Assignment / Project Work 1 60 60 20

4 Internal Tests 2 45 90 30

5 Class Participation & Attendance 30 10

Total 300 30 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course.

VI. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications.

VII. Learning Outcomes At the end of the course, the student should have a clear understanding of the process of reviewing literature, preparing a sound research proposal and conducting a business research. A student will be able to develop an understanding of the principles and techniques of multi-variate data analysis and their application; and have hands- on experience on SPSS, Systat.

VIII. Reference Material Text-book 1. Bryman Alan, Bell Emma (2008), Business Research Methods, Oxford University Press 2. Hair, Joseph, et. al., Multivariate Data Analysis, Pearson Education(latest ed.)

Reference Book 1. Kothari, Research Methodology, Methods and Techniques, New Age International Publishers

(2 ed.) 2. Zikmund, Babin, Carr, Adhikari , Griffin, (2013) Business Research Methods, A South Asian

Perspective, Cengage Learning 3. T.W. Anderson, An Introduction to Multivariate Statistical Analysis, John Wiley (latest ed.) 4. J.D. Jobson, Applied Multivariate Data Analysis, Vol I & II, Springer-Verlag, N.Y.(latest

ed.) 5. H. Kris, Statistical Tests for Multivariate Analysis, Springer-Verlag, Heidelberg.(latest ed.) 6. A.S. Mulaik, The Foundations of Factor Analysis, McGraw Hill, N.Y. (latest ed.) 7. D.C. Montgomery and E.A. Peck, Introduction to Linear Regression Analysis, John Wiley,

N.Y. (latest ed.) 8. M.R. Anderberg, Cluster analysis for Applications, Academic Press, N.Y. (latest ed.) 9. B. Everitt, Halsted, Cluster Analysis, N.Y. (latest ed.) 10. D.F. Morrison, Multivariate Statistical Analysis, McGraw Hill, N.Y. (latest ed.) 11. G.H. Dunteman, Introduction to Multivariate Analysis, Sage, London.(latest ed.)

MB721.1: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 2 (QUAM-2) YEAR 1, SEMESTER 2


The objectives of the course are as follows: • To expose the students to basic concepts of optimisation and OR tools and

techniques relevant to managerial decision-making through examples and cases drawn from different functional areas;

• To help the students develop proficiency in the use of MS-Excel for optimisation problems and interpretation of outputs for managerial decision-making; and

• To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses.

The course will focus more on the applications and use of software and interpretation of computer outputs for decision-making, and not on solution procedures (like simplex method).

III. Course Outline

Module No.

Title/Topic

Classroom

Contact sessions1

1 An Introduction to Linear Programming • A Simple Maximization and Minimization Problem Probem

formulation • Optimal Solution by use of software (MS-Excel solver ) • Duality and Sensitivity Analysis

8

2 Linear Programming Problems variants • Transportation problem • Assignment Problem • Transhipment Problem

6

3 Network Models and Project Scheduling • Shortest Route Problems • Minimal Spanning Tree Problems • Maximum Flow Problems • Project Scheduling with known activity times • Time-Cost Trade Offs

8

1 Each classroom contact session is 60 minutes of duration.


Classroom

Contact sessions1

4 Waiting Line Models • Structure of Waiting Line Systems • Single Channel Waiting Line Model with Poisson Arrivals and

Exponential Service times • Multiple Channel Waiting Line Model with Poisson Arrivals

and Exponential Service times • Economic Analysis of waiting lines

6

5 Decision Analysis • Problem formulation – Pay off Tables, Decision Trees • Decision making without probabilities – Optimistic Approach,

Conservative Approach, Minimax Regret approach • Decision making with probabilities – Expected Value of

Perfect Information • Utility and decision Making

8

6 Simulation for Management Applications • Risk Analysis • Inventory Simulations • Waiting line Simulations • Use of MS-Excel for simulation

9


The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

• Classroom discussions of concepts and applications .. About 30 sessions • Classroom demo of use of software .. About 3 sessions • Students’ presentations based on analysis of data .. About 3 sessions • Case Discussions (at least one case per module) About 6 sessions • Feedback sessions ... About 3 sessions


V. Internal Evaluation The students’ performance in the course will be evaluated on a continuous basis through the following components:

Sr. No

. Component Number

Marks per

incidence

Total Marks


evaluation 1 Short quizzes of 10-15 minutes’

duration 3 10 30 10

2 Case Analysis and Presentation 2 45 90 30 3 Project Work / Assignments 1 60 60 20 4 Internal tests 2 45 90 30 5 Attendance and Class Participation 30 10

Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.

VI. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major case carrying 20 marks.

VII. Learning Outcomes At the end of the course, the students should have grappled with the potential of OR tools and software packages for managerial decision-making.

VIII. Reference Material Text-book Anderson, Sweeney, Williams (2007/2008), An Introduction to Management Science: Quantitative Approaches to Decision Making, Cengage Learning Reference Books 1. Hillier Frederick, Liberman (2005), Introduction to Operations Research, Tata

McGraw-Hill 2. M.V. Durga Prasad (2012), Operations Research, Cengage Learning. 3. Hillier, Hillier (2008), Introduction to Management Science, Tata McGraw-Hill 4. G.Srinivasan (2007), Operations Research - Principles and Applications, PHI 5. A. M. Natarajan, P.Balasubramani, A. Tamilarasi (2006), Operations Research,

Pearson. Journal 1. OPSEARCH 2. Journal of Operational Research Society

MB721.1: HUMAN RESOURCE MANAGEMENT (HRM) YEAR 1, SEMESTER 2

I. Number of Credits: 3 II. Course Objectives:

This course is designed: • To acquaint students with the various practices and policies of Human Resources

Management in respect of acquisition, reward and development of HR; • To impart basic knowledge of the Indian Industrial Relation Systems; • To build awareness of certain important and critical issues in the Indian Industrial

Relation Systems; and • To provide an exposure to the skills required for managing Industrial Relations.

III. Course outline

Module No


Contact sessions2

1. Introduction to HRM and the Environment • HRM – History, Strategic Importance, Objectives • Strategic Management Approach to HRM • Human Resource Policies • Global HRM

6

2. Acquiring Human Resources • HR Planning and Alignment • Job Analysis and Design • Recruitment • Selection and Induction

8

3. Developing Human Resources • Training and Development

o Need for T and D o Individual vs. organizational needs o Training Objectives and Strategies o Training methods and Techniques o Design and organization of Training

• Career Planning and Development • Talent Management • Succession Planning

8

2 Each contact session will be of 60 minutes’ duration.

Module No Title/Topic

Classroom Contact sessions2

4. Rewarding Human Resources • Performance Evaluation and Management • Wage and Salary Administration • Fringe Benefits • Other Forms of Rewarding(Bonus, Incentives etc)

10

5. Legal Aspects in HRM • Dispute settlement methods • Minimum Wages Act • Bonus Act • Shops and Establishment Act • Collective Bargaining • Workmen’s Compensation Act

7

6. Contemporary Issues • HR Policies In Banking Industries • HR Policies In Insurance Industries • HR Policies In Any Other Industries • HR Manuals

6

Total 45

IV. Pedagogy

The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:

• Classroom discussions of concepts and theory .. About 27 sessions • Case discussions (at least one major case per module) .. About 12 sessions • Students’ presentation on contemporary issues .. About 6 sessions • Feedback


V. Internal Evaluation The students’ performance in the course will be evaluated through the following components.

Sr. No

. Component Number

Marks per

incidence

Total Marks


evaluation 1 Short quizzes of 10-15 minutes’

duration 3 10 30 10

2 Case Analysis and /Presentation 2 45 90 30 3 Assignments / Project Work 1 60 60 20 4 Internal tests 2 45 90 30 5 Attendance and Class

Participation 30 10

Total 300 100

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course.

VI. External Evaluation

The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30-40% of the marks.

VII. Learning Outcomes

At the end of the course, the student should know how to apply the concepts of HR in organisations.


Text-book 1. Ivancevich John (2008), Human Resource Management, Tata McGraw-Hill 2. K Ashwathappa (2007), Human Resource Management, Tata McGraw-Hill

Reference Books 1. Dessler Gary (2008), Human Resource Management, PHI 2. C B Gupta (2009), Human Resource Management, Sultan Chand and Sons 3. Muller Camen Croucher Leigh(2010),Human Resource Management – A Case Study Approach,

Jaico Publishing House 4. Ajay Garg, Labour Laws – One Should Know, A Nabhi Publication Journals and Magazines 1. HRM Review 2. Indian Journal of IR 3. Indian Journal of T & D

MB732.1: COSTING AND CONTROL SYSTEM (CCS)

YEAR 1, SEMESTER II

I. Number of Credits: 3

II. Course Objectives

This course emphasizes the use of accounting information for internal purposes as opposed to the external disclosure which is focus of the financial accounting courses.

The main objective of this course is to familiarize you with the basic concepts of management accounting system, and how the information generated by such a system can be useful for decision making and performance evaluation.

More specifically, this course emphasizes three objectives:

• To introduce the basic concepts which form the discipline of costing and control system.

• To provide the skills necessary to use management accounting information to make business decisions.

• To illustrate how management accounting information can be used to formulate and implement strategy in a variety of situation.

III. Course Outline

Module No.


Contact Sessions

1 The Changing Role of Management Accounting and Basic Cost Terms and Concepts

• The Role of Managerial Accounting and Management Functions • Comparing Managerial Accounting and Financial Accounting • Introduction to Cost Terms, Cost classification, and Integration of Costs into

Statements (Cost Sheet)

6

2 Product Costing: • Production Process • Lean Production and Manufacturing in a JIT Environment • Job Costing • Process Costing • Operations Cost

6



3 Cost Behavior , Cost Estimation and Techniques of Costing • Fixed and Variable Costs • Absorption Costing • Variable Costing • Unit, Batch, Product and Facility –Level Costs • Activity Based Costing • Cost- Volume- Profit Analysis

9

4 Planning and Decision Making • Budget Development Process • Master Budget • Sales Budget • Production Budget • Flexible Budget • Cash Budget

9

5 Variance Analysis • Standard Costing • Material Variance • Labor Variance • Overhead Variance • Interpreting and Using Variance Analysis

6

6 Management Control and Contemporary Issues • Decentralization • Performance Evaluation • Balanced Scorecard

9


The course will emphasise self-learning and active classroom interaction based on students’ prior preparation.. The pedagogical mix will be as follows:

• Classroom discussions of concepts and applications .. About 25 sessions • Case Discussions (at least one case per module) About 6 sessions • Management Exercises / Simulations / Games .. About 6 sessions • Students’ Presentations .. About 6 sessions • Feedback .. About 2 sessions

V. Internal Evaluation

The students’ performance in the course will be evaluated through the following components:

Sr. No

. Component Number

Marks per incidence

Total Marks


evaluation 1 Quizzes 3 10 30 10 2 Case Analysis / Presentation 2 45 90 30 3 Assignment / Project Work 1 60 60 20 4 Internal Tests 2 45 90 30 5 Attendance and Class

Participation 30 10

Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. There will be at least one major case up to 50% (integrated) covering different modules of the course.

VII. Learning Outcomes

At the end of the course, the student can learn • Fundamentals and tools of management accounting, including technical aspects

of cost accounting • Understand the relationship between management accounting and performance

management; consider the relationship between management accounting and strategy;

• Learn management accounting knowledge and techniques and how to assess these through cost-benefit analysis.


Text-book

1. Sawyers, Jackson, Jenkins, Arora, Managerial ACCT First Edition, Cengage Learning India Pvt. Ltd.

2. P. C. Tulsian, Tulsian’s Practical Costing, S.Chand, latest ed. 3. Dr. R.P.Rustagi, Taxmann’s Management Accounting , Second Edition, Taxmann,

latest ed.

Reference Books

1. Ronald W. Hilton, G Ramesh, and M Jayadev , Management Accounting, Seventh Edition, Tata McGraw Hill Publication

2. Hilton, Maher, and Selto, Management: Strategies for Business Decisions, TMH, latest ed. 3. Hongren, Sundem, Stratton, Introduction to Management Acccounting , latest ed. 4. S. K. Bhattacharya and John Dearden, Costing for Management, Vikas, latest ed. 5. Khan and Jain, Management Accounting , TMH, latest ed. 6. Ravi Kishore, Cost and Management Accounting ,Taxmann, latest ed. 7. Hansen & Mowen, Cost and Management Accounting and Control ,Thomson Publishers, latest. 8. Paresh Shah , Management Accounting, Oxford University Press, latest ed.

MB732.1: FINANCIAL MANAGEMENT (FM) YEAR 1, SEMESTER 2


• To familiarize the students with concepts and practical applications of finance. The various financial analytical tools required for setting /running an organization like raising funds, investments and allocation of profits, etc. considering risk and return will be addressed

• To help students understand the financial function in totality. III. Course Outline

Module No. Topics


1

Meaning, System, Mathematics and Basics of Valuation

• Introduction to Financial Management • The Financial System • The Time Value of money • Valuation of Bonds and Stock • Risk and Return

08

2

Investment Decisions • Techniques of Capital Budgeting • Cost of Capital • Estimation of Project Cash Flows

08

3

Financing Decisions • Financing & Operating Leverage • Capital Structure Theory & Policy • Sources of Long Term Fund • Raising Long Term Funds

08

4

Working Capital Management • Cash Management • Credit Management • Inventory Management • Sources of Short Term funds

08

5 Payout Policy

• Dividend Policy • Dividend Decision

08

6

Contemporary Issues • Global Financial Crisis • Corporate Social Responsibility • Ethics in Finance

05

IV. Pedagogy The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The pedagogical mix will be as follows:

• Classroom discussions of concepts and applications .. About 10 sessions • Case Discussions .. About 25 sessions • Students’ presentations .. About 06 sessions • Quizzes About 02 sessions • Feed back About 02 sessions

V. Internal evaluation The students’ performance in the course will be evaluated on a continuous basis through the following components:

Sr. No.

Component Number Marks

per incidence

Total marks


evaluation 1 Quizzes 3 10 30 10 2 Cases Analysis and Presentation 2 45 90 30 3 Assignment / Project work 1 60 60 20 4 Internal Tests 2 45 90 30 5 Class Participation and

Attendance 30 10

300 30 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI. External evaluation: The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, etc. as far as possible and will focus on managerial applications. There will be at least one major (integrated) case covering different modules of the course. VII. Learning Outcomes The students should appreciate the difference between accounting and financial functions. They should be proficient in the theory and applications of basic financial techniques and tools, so that they can understand and appreciate finance from long-term as well as short-term perspective for any company/organisation.

VIII. Reference Material Text-book 1. Pandey I.M.(2009), Financial Management, Vikas Publication Reference Books 1. Srivastava Rajiv, Misra Anil (2008), Financial Management, Oxford University Press 2. Van Horne, Wachowicz Jr. (2004), Fundamentals of Financial Management, Pearson

Education 3. Briham, Houston, Fundamentals of Financial Management, Thomson (latest ed.) 4. Chandra Prasanna, Financial Management –Theory and Practice, Tata McGraw-Hill, (latest

ed.) 5. M.Y.Khan, P.K.Jain(2011), Financial Management-Text,Problems and Cases, McGraw Hill

Journals /Periodicals/Magazines/Newspapers 1. Finance India 2. Indian Economic Review 3. The Economist 4. Harvard Business Review 5. IIMB Management Review 6. Business Today 7. Economic & Political Weekly 8. The Economic Times 9. Business Standard 10. Financial Express

Articles

1. Next Generation Investment Risk Management: Putting the 'Modern' Back in Modern

Portfolio Theory. By: Miccolis, Jerry A.; Goodman, Marina. Journal of Financial Planning. Jan2012, Vol. 25 Issue 1, p44-51. 8p.

2. Is Earnings Quality Associated with Corporate Social Responsibility? By: Yongtae Kim;

Myung Seok Park; Wier, Benson. Accounting Review. May2012, Vol. 87 Issue 3, p761-796. 36p. 10 Charts. DOI: 10.2308/accr-10209.

MB740.1: MARKETING MANAGEMENT (MM) YEAR 1, SEMESTER 2


The objectives of the course are as follows: • To familiarize the students with marketing concepts and practices. • To acquaint them with the challenges of marketing environment and competition; • To expose them to the elements of marketing mix; and • To develop their capacity to formulate appropriate marketing strategies and tactics.

III. Course Outline

Module No.


Contact Sessions3

1 Understanding Marketing Management • Nature and scope of Marketing Management

o Company Orientations Toward the Market place o Fundamental Marketing Concepts

• Developing Marketing Strategies and Plans o Marketing and Customer Value o Corporate and Division Strategic Planning, Evaluating

Business Portfolios, Growth Strategies; Marketing goals and Plans

5

2 Capturing Marketing Insights • Gathering Information and Scanning the

Environment o Internal and External Sources of Information o The Changing Consumption Pattern of Indian Consumers

• Conducting Marketing Research and Forecasting Demand

o The Marketing Research System and Process o Forecasting and Demand Measurement

5

3 Connecting With Customers • Creating Customer Value, Satisfaction and Loyalty

o Customer Life Time Value o Customer Databases and Databases Marketing

• Analyzing Consumer Markets o Factors Influencing Consumer Behaviour o The Buying Decision Process

5

3 Each classroom contact session will have duration of 70 minutes.


Classroom Contact Sessions3

• Analyzing Business Markets o Organisational Buying & Process

• Identifying Market Segments and Targets o Levels of Market Segmentation o Segmenting Consumer and Business Markets o Market Targeting

4 Building Strong Brands • Dealing with Competition

o Identifying Competitors o Competitive Strategies for Market Leaders and Others

• Creating Brand Equity • Crafting Brand Positioning Strategy

o Choosing POP / POD o Differentiation Strategies o Product Life-Cycle & Strategies

5

5 Shaping the Market Offerings • Setting Product Strategy

o Product Characteristic and Classification o Product and Brand Relationships

• Designing and Managing Services o Nature of Services o Marketing Strategies for Service Firms o Managing Service Quality

• Developing Pricing Strategies and Programs o Setting the Price o Adapting the Price o Initiating and Responding to Price Changes

5

6 Delivering Value • Designing and Managing Value Networks and

Channels o Channel Design and Management Decisions o Conflict Cooperation, and Competition

• Managing Retailing, Wholesaling, and Logistics

5

7 Communicating Value • Designing and Managing Integrated Marketing

Communications o The Role of Marketing Communication o Developing Effective Communication o Managing Integrated Marketing Communications

5


Classroom Contact Sessions3

• Managing Mass Communications: Advertising, Sales Promotion, Events, and Public Relation

• Managing Personal Communication: Direct Marketing and Personal Selling

o Direct Marketing o Interactive Marketing o Principles of Personal Selling

8 Creating Successful Long-Term Growth • Introducing New Market Offerings

o New Product Development Process • Tapping into Global Markets

o Modes of Entry o Understanding Country of Origin Effects

• Managing a Holistic Marketing Organisation o Internal Marketing o Socially Responsible Marketing o Marketing Implementation, Evaluation and Control

5

9 Emerging Marketing Needs and Opportunities • Rural Marketing in India • Social Marketing • Network Marketing • E-Marketing / Internet Marketing

5


The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources other than the prescribed textbook, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Contact Sessions

• Classroom discussions of concepts .. About 24 sessions • Case Discussions (at least one per module) .. About 9 sessions • Management Games & Role-Plays .. About 4 sessions • Students’ presentations .. About 6 sessions • Feedback .. About 2 sessions

The instructor will announce the exact division among the above components at the beginning of the semester as a part of detailed session-wise schedule.


The students’ performance in the course will be evaluated through the following components:


Marks per

incidence

Total marks


evaluation 1 Quizzes 3 10 30 10 2 Cases Analysis and Presentation 2 45 90 30 3 Assignment / Project work 1 60 60 20 4 Internal Tests 2 45 90 30 5 Class Participation and

Attendance 30 10

300 30 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on applications. There will be at least one major integrated case carrying 30 – 40% of the marks.

VII. Learning Outcomes At the end of the course, the student should have had a clear exposure to the concept of marketing and its roots in customer-centric approach, and the elements of marketing mix.

VIII. Reference Material Text-book 1. Kotler, Keller, Koshy, Jha, Marketing Management: A South Asian Perspective, (Latest

Edition) Pearson Education. Reference Books 1. Stanton, Etzel, Walker, Fundamentals of Marketing, McGraw-Hill 2. Ramaswami, Namakumari, Marketing Management: Indian context, Macmillan India 3. Kumar Arun, Meenakshi, Marketing Management, Vikas Publishing 4. Saxena Rajan, Marketing Strategies, Tata-McGraw Hill 5. Khurana, Ravichandran, Strategic Marketing Management, Global Business Press 6. Mazumdar Ramanuj, Marketing Strategies, Allied Publishers

Journals and Magazines 1. Journal of Marketing (USA), 2. Indian Journal of Marketing, 3. Marketing Master Mind, etc.

Articles:

1. Philip Kotler, “Metamarketing: The furthering of organizations, persons, places and causes”, Marketing Forum, July-August, 1971, pp 13-23, cited in Philip Kotler, Legends in Marketing, (2012), Vol 1, pp. 28-47

2. Yonggui Wang, Hing-P. Lo, Yer. V. Hui, (2003) “The antecedent of service quality and product quality and their influence on bank reputation: evidence from bank industry in china”, Managing Service Quality, Vol. 13, No. 1, 2003, Pp 72-83

3. Jack G .A. J. van der Vorst, Adrein J.M. Beulens, (2002) “Identifying sources of uncertainty to generate supply chain redesign strategies”, Internaatinal Journal of Physical Distribution and Logistics Management, Vol. 32, No.6, pp. 409-430

4. Khanyapuss Punjaisri, Alan Wilson and Heiner Evanschitzky, (2009) “Internal branding to influence employees’ brand promise delivery: a case study in Thailand”, Journal of Service Management, Vol. 20 No. 5, pp. 561-579

5. Phlip Kotler, Rowan Gibson (ed.) 1997, “Mapping the Future Marketplace, Rethinking the Future, pp 196-210 cited in Philip Kotler, Legends in Marketing, (2012), Vol 7, pp. 28-47

MB750.1: OPERATIONS MANAGEMENT (OM) YEAR 1, SEMESTER 2

I. Number of credits: 3 II. Course objective

• To understand the manufacturing and service operating systems with respect to design, planning, control and improvement techniques.

• Learn the interdependence of operations management with other functional areas. • To develop the ability to manage people and resources effectively, to motivate, organize,

control, evaluate. • To adapt to change which have become critical to competing in today’s international

markets.

III. Course Outline



1

Strategic Importance of Operations • Introduction to Operations and Competitiveness • Operations Strategy: Decision Analysis

8

2 Designing the Operating System • Products and Services • Processes and Technologies • Facilities: Site Selection and Location Analysis • Project Management

8

3 Managing the Supply Chain • Supply Chain Management • Forecasting • Capacity and Aggregate Planning • Inventory Management: Simulation

8

4 Operations Planning • Just-in-Time and Lean Production • Enterprise Resource Planning • Scheduling

8

5

Ensuring Quality • Quality Management • Statistical Process Control • Waiting Line Models for Service Improvement

8

6 Contemporary Issues 5

VI. Pedagogy: The course will emphasise self-learning and active classroom interaction based on students’ prior preparation. The pedagogical mix will be as follows: • Classroom discussions of concepts About 10 sessions • Case Discussions About 15 sessions • Students Presentations About 07 sessions • Games and other learning activities About 09 sessions • Quizzes About 02 sessions • Feed back for performance About 02 sessions


The students’ performance in the course will be evaluated on a continuous basis through the following components:


Marks per

incidence

Total marks


evaluation 1 Quizzes 3 10 30 10 2 Cases Analysis and

Presentation 2 45 90 30

3 Assignment / Project work

1 60 60 20

4 Internal Tests 2 45 90 30 5 Class Participation and

Attendance 30 10

300 30

The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.


The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will avoid direct and textual questions, definitions, equations, formulae, etc. as far as possible and will centre on managerial applications. There will be at least one major case (integrated) covering different modules of the course.

VII. Learning Outcomes:

The student is supposed to develop skills and gain ability to perform well in dimensions such as cost, quality, delivery, dependability and speed, innovation and flexibility to adapt him/herself to variations in demand.

VIII. Reference Material Text-book

1. Russell & Taylor, IV edition ‘Operations Management’ - Pearson Education 2. Lee Krajewski, Larry Ritzman & Manoj Malhotra ‘Operations Management’, -PHI

Reference Books 1. Norman Gaither & G Fraizier 9th edition ‘Operation management’– Thomson south Weston,

latest ed. 2. Ashwathappa & Sridhar Bhatt, ‘Production and Operation Management’ by Himalaya

Publishing House latest ed. 3. Adam & Eberts, ‘Production & Operation management’, –PHI, latest ed.

Journal /Periodicals/Magazines/ Newspapers:

1. Supply Chain Management Review 2. The IUP Journal of Supply Chain Management 3. The IUP Journal of Operations Management 4. Harvard Business Review 5. Journal of Management Research 6. Advances in Management 7. IIMB Management Review 8. Business India 9. Economic Times, 10. Business Standard

Articles

1. Towards a better understanding of supply chain quality management practices. By:

Foster, S. Thomas; Wallin, Cynthia; Ogden, Jeffrey. International Journal of Production Research. Apr2011, Vol. 49 Issue 8, p2285-2300.

2. Supply chain management practices as a mediator of the relationship between operations

capability and firm performance. By: Hsu, C. -C.; Tan, K. C.; Kannan, V. R.; Keong Leong, G. International Journal of Production Research. Feb2009, Vol. 47 Issue 3, p835-855.

CS 712.1: COMMUNICATION SKILLS (CS) YEAR 1, SEMESTER 2

I. Number of Credits: Non Credit Course II. Course Objectives:

• To train the students to become efficient readers of written material on different aspects of life and business;

• To develop the students ability to comprehend and retain the material so read for easy recall as and when required;

• To help them improve their vocabulary of English; • To train them to think in groups of words appropriate to situations and express

their thoughts spontaneously and comfortably in the written mode; and • To impart skills for writing readable and effective communications.

III. Course Outline



1 Introduction to Written Communication Skills • Reading Skills • Writing Skills

1

2 Reading Skills • Basics of Reading • Reading Techniques • Reading Comprehension

10

3 Writing Skills • Gathering Ideas for Writing • Elements of Good Writing • Creating Effective Sentences • Understanding Words • Creating Effective Paragraphs

14

4 Business Communication Aids • Grammar and Syntax

5

Total 30

IV. Pedagogy The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, and participant presentations. The pedagogical mix will be as follows: • Classroom Contact Sessions .. 28 sessions • Feedback of student’s performance 02 sessions

V. Evaluation At the end of the course the students will have to submit a written report. Certificate will be awarded to the students who have successfully completed the course.

VI. Learning Outcomes

At the end of the course, the students should have developed the ability to read and comprehend comfortably material drawn from varied sources and express themselves equally comfortably in writing. The course should aim at making reading and writing enjoyable activities for students.

VII. Reference Material:

Text Book: 1. Guy Brook-Hart(2008), Business Benchmark, Cambridge. 2. Jones Leo, Alexan Richard(2000), New International Business English, Cambridge. 3. Hornby AS (2008), Guide to Patterns and Usage in English, Oxford University Press.

Documents

MB708.1: MACRO-ECONOMICS AND BUSINESS … · Mishra & Puri, Indian Economy, Himalaya Publishing House. 9. A. N. Agrawal, Indian Economy, New Age International 10. Vivek Mittal, Business