Mba (Ccc) Syllabus

School Of Management Studies,Jawaharlal Nehru Technological University Hyderabad

MBA((CCC)) – 2008-11 Course Structure

I Year MarksMBA((CCC)) 101 Principles of Management 100MBA((CCC)) 102 Accounting for Management 100MBA((CCC)) 103 Managerial Economics 100MBA(CCC) 104 Business Law and Regulation 100MBA(CCC) 105 Quantitative Analysis for Business Decisions 100MBA(CCC) 106 Marketing Management 100MBA(CCC) 107 Research Methodology 100MBA(CCC) 108 Production and operations Management 100II YearMBA(CCC)201 Financial Management 100MBA(CCC)202 Human Resource Management 100MBA(CCC)203 Organizational Behavior 100MBA(CCC)204 Advertising and Sales Promotion and Distribution. 100MBA(CCC)205 Logistics and Supply Chain Management 100MBA(CCC)206 Cost and Management Accounting. 100MBA(CCC)207 Strategic Management 100MBA(CCC) 208 MIS & Managerial computing 100III YearMBA(CCC) 301 Security Analysis & Portfolio Management 100MBA(CCC) 302 Management of Industrial Relations 100MBA(CCC) 303 International financial Management 100MBA(CCC) 304 Services Marketing 100MBA(CCC) 305 International Marketing 100MBA (CCC) 306 Project Work 200Total 2300

Evaluation Pattern50 % pass mark in every subject.Project EvaluationInternal Evaluation by Project Guide – 100 MarksExternal Evaluation by External Examiner – 50 MarksViva Voce - 50 Marks

Project report should be submitted before End examination of III Year otherwise hall ticket for III- year End exams will not be issued.

If the candidate submits MBA Project Work in HR he will be considered as MBA-HR

If the candidate submits MBA Project Work in Finance he will be considered as MBA-Finance

If the candidate submits MBA Project Work in Marketing he will be considered as MBA-Marketing.

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD(CCC) MBA –I year

MBA(CCC)101 PRINCIPLES OF MANAGEMENT

Objective of the course is to give a basic perspective of Management theories and practices. This will form foundation to study other functional areas of management.

Unit-I: The Management: Theory, Science or Art? Functions of Managers, Managerial Roles – Corporate Social Responsibility of Management. Unit-II: Perspectives on Management: Scientific Management (Fredrick W.Taylor, Frank and Lillian Gilbreth), Human Relations (Elton Mayo, Douglas Mc Gregor’s Theory X and Theory Y, William Ouchi’s Theory Z), the Systems Approach, the Contingency Approach, the Mckinsey 7-S FrameworkUnit-III: Planning: The nature and Purpose of Planning, Objectives, Strategies, Policies, and Planning Premises, Types of Plans, Decision Making.Unit-IV: Organising: Nature of organizing, organization levels and span of management – Factors determining span - Organisational design and structure –departmentation, line and staff concepts, staffing – delegation, decentralization and recentralisation of authority - responsive organizations.Unit-V: Motivation: Managing and the Human Factor, Theories of Motivation.Unit-VI: Leading: Leading Vs Managing – Trait approach and Contingency approaches to leadership - Dimensions of Leadership- Robert Blake’s Managerial Grid - Leadership Behavior and styles – developing leadership skills –transformational leaders - Leadership in Cross-cultural environment - Evaluating Leader–conflict and negotiation..Unit-VII: Communication: Importance of Communication, Interpersonal communication Barriers to Effective communication, Communication in Organizations, Using Communication Skills to manage Conflicts. Communicating for understanding and results, creating productive interpersonal relationships, Guidelines to improve written and oral communication-Unit-VIII: Controlling: Basic control process- control as a feedback system – Feed Forward Control – Requirements for effective control – control techniques – Overall controls and preventive controls.

Text BookPrinciples to Management: Koontz, Wehrich, Aryasri, TMH, 2008References:

Stoner, Freeman and Gilbert, Management, Pearson Education, 2006. Daft: The New Era of Management, Thompson, 2007. Robbins: Management Pearson Education, 2006. Durbin: Essentials of Management, Cengage, 2007.


MBA(CCC)102 Accounting for ManagementThe Objective of the course is to provide the basic knowledge of book keeping and accounting and enable the students to understand the financial statements and make analysis financial accounts of a company.

Unit-I: Measurement of Profit and Financial Position I: The Accounting process. Documentation, Recording, Classifying, and Summarizing Transactions, Fundamental Accounting concepts and GAAP, Introduction to International FRS. Financial Accounting Vs Cost Accounting Vs Management Accounting

Unit-II: Final Accounts: Journal, Ledger accounts - Trial Balance, Capital and Revenue items - Trading and Profit and Loss Account and Balance Sheet with simple adjustments.

Unit-III: Asset Valuation: Depreciation of Fixed Assets: Depreciation Accounting, Meaning, Significance, and Methods of Depreciation with simple problems.

Unit-IV: Introduction to Management Accounting: Financial statement Analysis: Window Dressing, Creative Financial Practices and Issues Related to Quality of Disclosures in Reported Earnings, earnings per share analysis, Ratio analysis – Du Pont Chart.

Unit-V: Cash Flow and Funds Flow Statements: Flow of Funds, Working Capital, Need for Working Capital, Determining the Existing Capital requirement, Future capital requirements, Possible Sources of Working Capital, Statement of Cash Flow, Preparing a cash Flow Statement.

Unit-VI: Introduction to Cost Accounting: Cost centre and cost unit – classification of Cost into direct costs and Indirect costs – Costing Methods – Job costing – Cost Sheet and Tender

Unit-VII: Marginal costing & Break Even analysis: Application of Marginal Costing in terms of Cost Control, Profit Planning, Closing down a plant, make or buy decisions, cost-volume-profit relationship, mechanics of B.E. analysis, determination of B.E. point, Application of BEP for various business problems.

Unit-VIII: Standard costing and Variance Analysis: Types of Standards, Types of Variances: Cost Variances, material variances, labour variances; Revenue variances: Sales and Profit Variances- Analysis and Interpretation of Variances-simple problems

Text Books: Khan & Jain, Cost Accounting, McGraw-Hill, 2008 Ramachandran & Ramkumar: Financial Accounting for Management, McGraw-

Hill, 2008References:

Accounting Text and Cases: Robert, David, Kenneth Mcgraw-Hill, 2008. Harrison, Horngren: Financial Accounting,6e Pearson, 2006.3

Guan, Hansen, Mowen: Cost management, Cengage, 2008. Jawaharlal: Accounting for Management,HPH,2008.

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABADMBA(CCC)103-MANAGERIAL ECONOMICS

The Objective of this course is to understand the relevance of economics in business management and to provide the student with a background of various environment factors that have major repercussions on business and sharpen their mind to watch and update the changes that occur constantly in the business environment.PART-A: Managerial Economics

Unit-I: Introduction: Definition, Nature of the firm, Objective, Economic profit, Total, Average, Marginal, Economic models, Probability distributions.Unit-II: Demand Theory: Individual and Market Demand, Total and Marginal Revenue, Price Elasticity, Income Elasticity, Cross Elasticity, Demand estimation methods.Unit-III: Production and Cost: Theory and Analysis- Production Function, Production with one variable input and two variable inputs, Economies of scale and scope, estimating the production function. The Economic Concepts of cost, Short run, Long run cost Functions, Estimating short run and long run cost functions.Unit-IV: Market structures and Pricing Decisions: Perfect competition Characteristics, Profit maximizing output in short run and long run, Monopoly Characteristics, Profit maximizing output in short run and long run, Monopolistic competition and Oligopoly, Price Discrimination, and Pricing Practices.

Text Book: Petersen, Lewis, Jain: Managerial Economics, Pearson, 2008.References:

Hirschey: Economics for Managers, Thomson, 2007. Keating, Wilson: Managerial Economics, biztantra, 2007. Samuelson Marks: Managerial Economics, Wiley India, 2008. Mehta. P.L. , Managerial Economics, Sultan Chand & Sons, 2001

PART-B : BUSINESS ENVIRONMENTUnit-I: Industrial Policy: Industrial policy 1991, Liberalization, Privatization and Globalization (LPG), New Economic Policy, Economic Reforms, Impact of LPG on Indian Economy.Unit-II: Monetary policy, Fiscal Policy and Union Budget HighlightsUnit-III: Balance of Payments: Balance of Payments Vs Balance of Trade, Factors leading to Disequilibrium in Balance of Payments, Correction Measures Unit-IV: World Trade Organization: Nature and scope - Organisation and structure –trading blocks – role and functions of WTO in promoting world trade – Principles followed- Agreements reached in the Uruguay round including TRIPS, TRIMS and GATS.

Text book: K.Aswathappa: Essentials of Business Environment,Himalaya Publishing House, 2008 References:

Dutt and Sundaram, Indian Economy, S.Chand, 2008. Justin Paul: Business Environment, TMH, 2008. Francis Cherunilam: Business Environment, Himalaya, 2008.

Recent Economic Survey Report of Government of India.


MBA(CCC)104-BUSINESSLAW & REGULATIONThe objective of the course is to enable students understand the legal frame work of business.

Unit-I: Law of Contract-I: Nature of contract, Essential elements of a valid contract, offer and Acceptance, Consideration, Capacity to contract, Free Consent, Legality of Object- Void agreements.

Unit-II: Law of Contract-II: Contingent Contracts, Performance of Contract, Discharge of Contract, Remedies for Breach of Contract, Quasi-Contracts.

Unit-III: Special Contracts: Indemnity and Guarantee, Bailment And Pledge, Contract of Agency, Sale of Goods, Transfer of property, Performance of Contract, Rights of an Unpaid seller.

Unit-IV: The Companies Act: Kinds of Companies, Formation of Company, Shares, Share capital, Borrowing powers, Debentures and charges, winding up.

Unit-V: Negotiable Instruments Act: Notes, Bills and Cheques, Parties to a Negotiable Instrument, Negotiation, Dishonour of a Negotiable Instrument, Discharge of a Negotiable Instrument.

Unit-VI: The Consumer Protection Act, 1986: Definitions, Central Consumer Protection Council, State Consumer Protection Councils, Consumer Disputes Redressal Agencies, Forum, Commission.

Unit-VII: The foreign Exchange Management Act, 1999: Regulation and Management of Foreign exchange, Contravention and Penalties, Directorate of Enforcement.

Unit-VIII: Competition Act, 2002: Prohibition of certain Agreements, Abuse of Dominant Position and Regulation of Combinations, Regulation of Combinations, Competition Commission of India, Duties, Powers and Functions of Commission.

Text book: S.S.Gulshan, Ravi Akula: Business Law & Regulation, Excel Books, 2008.

References: Akhileswar Pathak: Legal Aspects Of Business. TMH,2007. N.D.Kapoor Mercantile Law, Sultan Chand & Sons, 2008. C.L.Bansal, Business and Corporate Laws, Excel Books, 2006. P.K.Goel, Business Law for Managers, Biztantra, Dreamtech Press, 2006.


MBA(CCC)105 QUANTITATIVE TECHNIQUES FOR BUSINESS DECISIONS

The objective of the course is to provide the basic tools of Operations Research in Solving the management problems through modeling and using mathematical approach.

Unit-I: Quantative Approach to Decision Making: Overview of Operations Research, Nature and Significance of OR, Some Definitions, Scientific Method in OR, Models and Modelling in OR, Advantages of Models, Features of OR Solution, Applications and scope of OR.

Unit-II: Linear Programming: Application and Model Formulation, Graphical Method, Simplex Method, Duality In Linear Programming, Dual-Simplex method, Sensitivity Analysis.

Unit-III: Transportation problem: Introduction, Transportation Method, methods of finding Initial solution, Test for Optimality, Maximization Transportation Problem, Assignment Problem, Solution Methods of Assignment Problem, Traveling Salesman problem.

Unit-IV: Decision theory and Decision Tree: Steps in Decision Theory Approach, types of Decision making Environments, Decision making under Uncertainty, Decision making under Risk, Posterior Probabilities and Bayesian Analysis.

Unit-V: Theory of Games: Introduction, Two-person Zero-Sum games, Games with Saddle point, Games with out Saddle Point, The Rules of Dominance, Solution methods of Games without Saddle point.

Unit-VI: PERT and CPM: Differences between PERT and CPM, Phases of Project Management, Network Components and Precedence Relationships, Critical path analysis, Project Time-cost Trade-off.

Unit-VII: Simulation: Definition, Steps of Simulation process, Advantages and Disadvantages of Simulation, Stochastic Simulation and Random Numbers, Simulation of Inventory Problems, Queuing Problems, Investment Problems.

Unit-VIII: Queuing Theory: Essential Features of a Queuing System, Probability Distributions in Queuing Systems, Classification of Queuing Models and their Solutions, Single Server and Multi Server Queuing Models. Multi-Phase Service Queuing Model, Special Purpose Queuing Models.

Text Book: J.K.Sharma, Operations Research Theory and Applications, MACMILLAN, 2009.Reference Books

N.D.Vohra: Quantative techniques in Management, McGraw-Hill, New Delhi, 2009. J.K.Sharma: Quantative Techniques For Managerial Decisions, MACMILLAN, 2008. Anderson, Sweeney, Williams: Quantitative Methods for Business, Cengage, 2008. Ravindran: Operations Research, Wiley India, 2007.

Sridhar Bhat: Quantitative Techniques for Business Decisions, HPH, 2008.


MBA(CCC)106 MARKETING MANAGEMENT

The objective of the course is to have the basic concepts of Marketing which is one of the important areas of functional management.

Unit-I: Understanding marketing management: Defining Marketing for the 21st

century, Developing Marketing strategies and plans.

Unit-II: Capturing marketing insights: Gathering information and scanning the Environment, Conducting Marketing Research and Forecasting Demand.

Unit-III: Connecting with customers: Creating customer value, Satisfaction and Loyalty, Analyzing consumer markets, analyzing business markets, Identifying market segments and targets.

Unit-IV: Building strong brands: Dealing with competition, creating Brand equity, crafting the brand position.

Unit-V: Shaping the market offerings: Setting product strategy, Designing and managing services, Developing pricing strategies and programs.

Unit-VI: Delivering value: Designing and managing Integrated Marketing Channels, Managing retailing, wholesaling, and Logistics.

Unit-VII: Communicating values: Designing and managing Integrated Marketing communications. Managing mass Communications: Advertising, Sales promotions, Events, and Experiences, and Public relations. Managing personal communications: Direct and interactive marketing, Word of mouth, and personal selling.

Unit-VIII: Creating successful long-term growth: Introducing new market offerings, Tapping into global markets, Managing a holistic marketing organization for the long run.

Text Book: Kotler, Keller, koshy,Jha: Marketing Management, Pearson, 2009.

References: Adrian palmer, Introduction to Marketing theory and Practice, Oxford

University Press, 2007. V.S.Ramaswamy, S.Namakumari: Marketing Management, Macmillan, 2009. Etzel, Walker, Stanton & pandit: Marketing Concepts and Cases, TMH, 2005. Evans & Berman: Marketing Management, Cengage, 2008. Karunakaran: Marketing Management, HPH,2008.


MBA(CCC)107 RESEARCH METHODOLOGY

Objective of the course is to have a general understanding of statistics as applicable to business and its use in areas of management research.

*Statistical table is required for students at the time of examinationUnit-I: Introduction: Meaning, Objectives, Motivation, Significance, Types of Research, Research process, Criteria for good research.

Unit-II: Research problem: What is Research problem? Selecting the problem, Necessity of Defining problem, Methods for the Collection of Primary and Secondary Data, Selection of Appropriate Method for data collection.

Unit-III: Sampling Fundamentals: Need for sampling, Definitions, Sampling Distributions, Central limit theorem, Sampling theory, Standard error, Estimating the population mean, population proportion and determination of sample size.

Unit-IV: Research and Sample design: Meaning and need of research design, Features of good design, different research designs, Important concepts and basic principles of research design, steps in Sampling design, Characteristics of a Good Sample design, types of sample designs, Selecting a Random sample from an Infinite Universe, Complex Random sample Designs.

Unit-V: Processing and Analysis of Data: Measures of Central Tendency, Dispersion, Asymmetry, relationship, Regression and Correlation analysis, Association Attributes and Yules Co-efficient of Association.

Unit-VI: Testing of Hypotheses: Hypothesis-testing procedure, Hypothesis testing of Means, difference between means, proportions for one and two samples and small and large samples.

Unit-VII:Chi-square and Analysis of Variance: Chi-square Application steps involved and characteristics, ANOVA one way and two way classifications.

Unit-VIII:Interpretation and Report writing: Meaning of interpretation, precautions, significance of Report writing, steps in writing report, layout of research report, types of reports, Oral presentation – Diagrammatic and graphic representation for the preparation of research report.

Text book: C.R.Kothari, Research Methodology, Methods and Techniques, New Age

International, 2008.References:

Uma Sekaran: Research Methods For Business, Wiley India, 2007. Cooper & Schindler: Business research methods, 9e, TMH, 2008. S.P.Gupta: Statistical Methods, Sultan Chand and Sons, 2007.

Richard I Levin & David S.Rubin: Statistics for Management, 7e, Pearson Education, 2007.

Bhandarkar, Wilkinson: Social Research, Himalaya Publishing House, 2009JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD

(CCC) MBA –I yearMBA(CCC)108 PRODUCTION AND OPERATIONS MANAGEMENT

The objective of the course is to enable student’s basics of one of the functional areas of management viz. Operations or Production.

Unit-I:Production and Operations Mangement Function: Definition, Classification of Decision areas, Service and Relationship Era, Operations Strategy- Strategic management process, Flexibility, traditional Vs new approaches, SWOT Analysis, Five Forces Model

Unit-II:Quality Management: Statistical Process control and control charts, Acceptance Sampling plan, Concept of Average Outgoing Quality Limit, Managing and Cost of Quality.

Unit-III: TQM and Six Sigma: Taguchi Philosophy, Robust Design, Ishikawa Diagram, Quality Function Deployments, ISO 9000, Kaizen, Service Quality, Roadmap fro TQM, Points in implementing TQM, Six Sigma.

Unit-IV:Maintenance Management: Objectives, Preventive Maintenance, maintenance Policy, Total Productive Maintenance, Characteristics of Spare parts, Conventional Concept, Stocking policy Analysis, Capital, Insurance and Rotable Spares.

Unit-V:Work Study: Method Study and Time Study, Components of Method study, Work measurement and Sampling Time Study Standards Pre determined Motion Time Systems (PMTS), Work Sampling.

Unit-VI: Productivity: Productivity Measures, Multi Factor Productivity, Efficiency and Effectiveness, Business Process Reengineering, Bench Marking, Measures to increase Productivity.

Unit-VII:Supply Chain Management: Supplies on a War Footing, Supply Chain and Keiretsu, Market Place Uncertainties and Channel Relationships, Building a Supply Chain, Orientation and Implementation of Supply Chain Principles within a Company, Single Source versus Multiple Sources.

Unit-VIII:Aggregate Planning and Scheduling: Aggregate Planning Strategies and Costs, Assembly Line Balancing, Job-shop Type Production, Shop Loading Methods, Sequencing or Prioritization, Line Of Balance Technique, Issues of Flexibility in Planning and Scheduling.

Text Book: S.N.Chary, Production and Operations Management, McGraw-Hill, 3e, 2008.

Reference Books:

Krajewski, Ritzman, Malhotra: Operations Management, 8e, Pearson, 2008.

Evans, Collier: Operations Management, Thomson, 2007. R.Pannerselvam: Production and Operations Management, 2e, PHI, 2006. Buffa : Modern Production Operation Management, Wiley, 2007.

2nd YEARJAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD

(CCC) MBA –II yearMBA ((CCC)) 201 Financial Management

The objective of the course is to provide the necessary basic inputs and tools to manage the finance function. After the completion of the course, the students should be able to understand the management of finances of the business organization

*The students need Discounting Table and Annuity tables for the examination

Unit – 1: Introduction to The Finance Function and Capital Budgeting – Objective: Profit or Wealth Maximization and EPS Maximization. An overview of Managerial Finance functions - Time value of money: present value, future value of money and the basic valuation models- Nature and techniques of capital budgeting: Payback method, Average rate of return and Time-Adjusted methods: IRR and NPV, Profitability index, and Excess present value index. Cases in capital budgeting.

Unit – 2:Capital Structure Decisions: Concept and measurement of cost of capital, Debt vs. Equity, cost of equity, preference shares, equity capital and retained earnings, weighted average cost of capital and marginal cost of capital. Importance of cost of capital in capital budgeting decisions- Capital structure vs financial structure -Capitalisation, financial leverage, operating leverage and composite leverage. EBIT-EPS Analysis, Indifference Point/Break even analysis of financial leverage,

Unit – 3:Capital Structure and Dividend Theories: The Modigliani Miller Theory, NI, NOI Theory and Traditional Theory –A critical appraisal- Dividends and value of the firm - Relevance of dividends, the MM hypothesis, Factors determining Dividend Policy-dividends and valuation of the firm-the basic models. Declaration and payment of dividends. Bonus shares. Rights issue, share-splits, Walter Model and Gordon Model.

Unit – 4:Working Capital Management: Components of working capital, gross vs. net working capital, determinants of working capital needs, the operating cycle approach. Planning of working capital, Financing of working capital through Bank finance and Trade Credit – Recommendations of Tandon and Daheja Committee on Working Capital. Cases.

Unit – 5:Management of current assets: Management of cash,– Basic strategies for cash management, cash budget, cash management techniques/processes. Marketable securities: characteristics, selection criterion, Marketable security alternatives; Management of receivables and Management of inventory- The importance of current assets management in working capital planning.

References MY Khan and PK Jain: Financial Management--Text and Problems, TMH. 2009. Collin Barrow: Practical Financial Management, Kogan Page,2009 Srivastava: Financial Management and policy, Himalaya, 2009 Berk: Financial Management, Pearson, 2009. S.N.Maheswari: Financial Management, Vikas, 2007. John Tennet: Guide to Financial Management, Viva,2009 James C. Van Horne: Financial Management and Policy, Pearson, 2006 Chandra Bose D: Fundamentals of Financial Management, PHI-2006 Vishwanath: Corporate Finance,2/e, Sage, 2007. I. M. Pandey: Financial Management, 9/e Vikas, 2007 Rajiv Srivastav & Anil Mishra: Financial Management, Oxford, 2008. Chakraborty, Bhattacharya, Rao and Sen : Financial Management and control.

MacMillan, 2007. Michael C Ehrhardt Eugene F. Brigham: Corporate Finance, A Focused Approach

Cengage, 2006. Richard A Brealey, Stewart C Myers, Franklin Allen, Pitabas Mohanty: Principles

of Corporate Finance. 8th edition, TMH, 2007. Besley and Brigham: Essentials of Managerial Finance, 13/e Cengage, 2006

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD(CCC) MBA –II year

MBA ((CCC))202 Human Resource Management The objective of the course is to provide basic knowledge of functional are of Human Resource Management. This will be the prerequisite for enabling students to take any electives offered in third and fourth semesters any subject on HRM stream. Unit – 1:Introduction to HRM, Objectives of HRM, HR activities, Challenges of HRM -Job Analysis and Design: Uses of Job analysis, methods of data collection, Job Description and Specifications. Job design, Job redesign, Job Rotation, Job enlargement, Job enrichment, HR Planning: Strategic and Human Resource Planning, HR Planning process, HR Information systems, Assessment of HR requirements, HR Functions and Policies. Cases.

Unit – 2:Recruitment and Selection: The Recruitment Process, Methods of recruiting, realistic job preview, developing and using Application Blanks, Challenges of recruiting. The selection process, type of tests, basic features of interviews, types of interviews, Technical, HR interview, interview errors and bias, designing and conducting the effective interview, Co-operative counseling, reference and background verification, medical evaluation, Job offer, Induction and Placement. Cases.

Unit – 3:Training and Development & Performance Appraisal: Introduction to training, The training process, training methods, Management development – individual, group, organizational techniques, evaluation of training and development -Appraising and Managing Performance: The appraisal process, methods, and potential problems in

performance evaluations. The appraisal interview, the feedback interview. The role of appraisal in managing performance. Career Planning and Development. Cases.

Unit – 4:Compensation: Objectives, Influences on compensation, Compensation and motivation, job evaluation system – simple ranking, job grading, point systems, and factor–comparison system, Human relations effects of Job evaluation, compensation for special groups. Cases.

Unit – 5:Integration: Quality of work life, Quality circles, Industrial Relations, Industrial Disputes and causes, remedial measures, Collective Bargaining. The management of conflict: Sources of grievances, the grievance procedure, Guidelines for handling grievances- Maintenance of HR:

a) Benefits and services, security, safety, health and welfare services.b) Separation, Corporate social responsibility, Global HRM.Cases

References K.Aswathappa: Human Resource and Personnel Management, TMH, 2009. Subbarao: Human Resource Management, HPH,2009 V S P Rao: Human Resource Management, Excel, 2009. Edwin B.Flippo: Personnel Management, McGraw Hill,2009 Gary Dessler: Human Resource Management, 10/e, Pearson, 2009 John M. Ivancevich: Human Resource Management, TMH, 2009. R.Wayne Mondy & Robert M.Noe: Human Resource Management, Pearson,

2009 Lepak: Human Resource Management- Pearson -2009. Biswajeet Pattanayak: Human Resource Management, PHI, 2005. Gomez-Mejia: Managing Human Resources, PHI,2009 David A.Decenzo & Stephen P.Robbins: Fundamentals of Human Resource

Management, 8/e, Wiley, 2009 C S Venkataratnam: Personnel Management & Human Resources, TMH, 2009. Fisher: Human Resource Management, Cengage, 2009 Sanjay Srivastava: Cases in HRM: Excel, 2009 Saiyadain: Human Resource Management, 4/e,TMH,2009

CDs (EXCEL MULTIMEDIA)

AUTHOR TITLECHATURVEDI MUKESH, ORGANIZATION ARCHITECTURE/Professor, Management Development, STRUCTURES FOR EFFECTIVE RANA NAMRATA, SERVICE DELIVERYMD, Futuresoape.

DWARKANATH P HR EXECUTION IN A M&A BUSINESSDirector-HR, Glaxo Smithkiline ENVIROMENTConsumer Healthcare LimitedPARASHER ASHWINIHead-HR, Honey well India

PRADHAN SATISH, TALENT MANAGEMENTExec VP-Group HR, Tata Sons LtdDWARAKANATH PDirector-HR Glaxo Smithkline Consumer Health Care.

SACHDEV ANIL, INNVATE OR EVAPORATE: HR Chairman, Grow Talent Co Ltd. INNOVATIONSRAKESH PANDEYChief Human Resources Officer, Marico IndustriesDUGGAL SANJEEV HR RELATED ASPECTS OF CRMPresident, NISSparta Ltd. REWARD/RECOGNITION SYSTEMSDUTTA RAJANChief Of HR & TQM, Escotel MobileCommunications Ltd.


MBA ((CCC)) 203 Organization Behavoiur.The objective of the course is to provide the students with the conceptual framework and the theories underlying Organizational Behaviour.

Unit-I: Introduction to OB - Definition, Nature and Scope –Environmental and organizational context – Impact of IT, globalization, Diversity, Ethics, culture, reward systems and organizational design on Organisational Behaviour.

Unit-II: Cognitive Processes : Perception and Attribution: Nature and importance of Perception – Perceptual selectivity and organization - Social perception – Attribution Theories – Locus of control –Attribution Errors –Impression Management. Personality and Attitudes - Personality as a continuum – Meaning of personality - Johari Window and Transactional Analysis - Nature and Dimension of Attitudes – Job satisfaction and organisational commitment-Motivational needs and processes- Work-Motivation Approaches Theories of Motivation- Motivation across cultures - Positive organizational behaviour: Optimism – Emotional intelligence – Self-Efficacy.

Unit-III: Dynamics of OB: Communication – types - interactive communication in organizations – barriers to communication and strategies to improve the follow of communication - Decision Making: Participative decision making techniques – creativity and group decision making .

Unit-IV: Stress and Conflict: Meaning and types of stress –Meaning and types of conflict - Effect of stress and intra-individual conflict - strategies to cope with stress and conflict. Power and Politics: Meaning and types of power – empowerment - Groups Vs. Teams –Nature of groups –dynamics of informal groups – dysfunctions of groups and teams –teams in modern work place.

Unit-V: Leading High performance: Job design and Goal setting for High performance-Quality of Work Life- Socio technical Design and High performance work practices -Behavioural performance management: reinforcement and punishment as principles of Learning –Process of Behavioural modification - Leadership theories - Styles, Activities and skills of Great leaders.

References Luthans, Fred: Organisational Behaviour 10/e, McGraw-Hill, 2007 McShane: Organizational Behaviour, 3e TMH 2006 Nelson: Organisational Behaviour, 3/e, Thomson, 2006. Newstrom W.John & Davis Keith, Organisational Behaviour-- Human Behaviour at

Work,12/e, TMH, New Delhi, 2006. Pierce and Gardner: Management and Organisational Behaviour: An Integrated perspective,

Thomson, 2007. Robbins, P.Stephen, Timothy A. Judge, Organisational Behaviour, 12/e, PHI/Pearson , New

Delhi, 2007. Pareek Udai: Behavioural Process at Work, Oxford &IBH, New Delhi, 2003. Schermerhorn: Organizational Behaviour, 9/e, Wiley 2005 Hitt: Organizational Behaviour, Wiley 2005 Aswathappa: Orgganisational Behaviour,7/e,Himalaya, 2007 Mullins:Management and Organisational Behaviour, Pearson, 2007. McShane,Glinow: Organisational Behaviour--Essentials, TMH, 2007. Ivancevich: Organisational Behaviour and Management, 7/e, TMH, 2006.

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABADMBA ((CCC)) - II year

MBA ((CCC)) 204 Advertising, Sales Promotion and DistributionUnit-I: Advertising: Changing concept, role of advertising in a developing economy, a critical appraisal, types of advertisement consumer, industrial, institutional, retail, trade and professional, advertisement in marketing mix.

Unit-II: Organizing for Advertising: Advertising department and advertisement manager, objectives and functions - Role of advertisement agencies functioning of advertisement agencies. Advertising agency skills and service, client agency relationship.

Unit-III: Advertisement budgets: Types, determining optimal expenditure, decision models, sales response and decay, communication, state, competitive share.

Unit-IV: Ad media: Characteristics, media selection, optimizing and non optimizing approaches, media scheduling, media research- Sources of themes: Adapting presentation to medium campaign, USP, brand image, positioning, purchase proposition and creative interpretation, insertions, contract.

Unit-V: Advertisement: Visual layout, art work, production traffic copy, effective use of words, devices to get greater readership interrelation.

Unit-VI: Advertisement effectiveness: Pre-testing, post testing, experimental designs.

Unit-VII: Sales Promotion: Definition, role, types, consumer sales promotion, dealer display contests, discounts, bonus offers, retail merchandising techniques. Publicity: Public relations campaign, use of press, radio and TV, opinion building, customer service and community service.

Unit-VIII: Public Relations, Publicity and corporate advertising. Process of PR, Publicity, power of publicity, control and dissemination of publicity, advantages and disadvantages.

References Spiro, Stanton & Rich: Management of Sales Force, TMH, 2007. George E Belch and Michael A Belch, Advertising and Promotion, 6th Edition,

TMH, 2006. Batra : Advertising Management 5/e Pearson Education, 2007. Jobber : Selling and Sales Management 6/e Pearson Education. Clow : Integrated Advertising, Promotion and Marketing Communications

Pearson Education, 2007. Wells : Advertising :Principles and Practice 6/e Pearson Education. SHH Kazmi, Satish Batra, Advertising & Sales Promotion 2nd ed Excel Books

2006.


MBA ((CCC)) 205 Logistics and Supply Chain Management

The Objective of this course is to gain the knowledge of possibilities of efficient optimization and management of operation in integrated supply chains and also the ability to apply them in the enterprise reality. The course will also strengthen the holistic view on supply chain operations, management and strategy and some current research areas in supply chain management. Consequently the course provides advanced knowledge about logistics and their supporting systems from a supply chain perspective.

*The students need Statistical Table to solve numerical problems.

Prerequisite for the course:- Knowledge of Production and Operations Management, Marketing Management and QABD taught in second semester of the programme.Unit – 1:Understanding the Supply Chain: Objective and Importance of Supply Chain Process View of Supply Chain. Competitive and Supply Chain Strategies, Achieving Strategic Fit, Expanding Strategic Scope. Logistics: The Logistical value preposition, The Work of Logistics, Logistical operations, Logistical operating arrangements, Supply chain Synchronization , Supply Chain Drivers and Metrics :Drivers for Supply Chain Performance, Framework for Structuring drivers. Facilities, inventory, transportation, information, sourcing and pricing. Obstacles to Achieving fit, Supply chain performance in India. Case studies Unit – 2:Designing the Supply Chain Network : Role of distribution in the Supply Chain, Factors influencing Distribution network design, Design options for Distribution network, The role of network design in the Supply Chain, Frame work for Network design decisions, Models for facility location and capacity allocation, Planning Demand and Supply in a Supply Chain: Demand Forecasting in Supply Chain: Components of forecast and forecasting methods, Aggregate Planning in Supply Chain: Role of

aggregate planning, Aggregate planning Strategies , Inventory planning and economic theory aberrations. Case studies

Unit - 3Planning and Managing inventories in Supply Chain: Managing Economies of Scale in Supply Chain, Managing Uncertainty in a Supply Chain, Determining optimal level of product inventory. Designing and Planning Transportation Networks: Transportation in a Supply Chain. Case studiesUnit – 4: Managing Cross Functional Drivers in a Supply Chain: Sourcing decisions in a Supply Chain and procurement strategies, Pricing and Revenue Management in a Supply Chain, Information Technology and Coordination in a Supply chain. Case studiesUnit- 5: Logistics and Supply chain relationships: Identifying logistics performance indicators –Channel structure – Economics of distribution –channel relationships –logistics service alliances. Managing Global logistics and Global supply chains: Logistics in a global economy – views of global logistics- global operating levels – interlinked global economy - The Global supply chains , Supply Chain Management in Global environment–Global strategy – Global purchasing – Global logistics–Global alliances –Issues and Challenges in Global supply chain Management – Case studies.ssReferences Sunil Chopra and Peter Meindl: Supply chain Management: Strategy, Planning

and Operation, Third edition, Pearson, 2009. Donald J.Bowersox and David J.Closs: Logistical Management: The Integrated

Supply Chain Process, TMH, 2006. Rajasekhar & Acharyulu: Logistics and Supply Chain Management, Excel, 2009. Sridhara Bhat: Logistics and supply chain management, Himalaya, 2009. John T Mentzer: Supply Chain Management, Sage Publications, 2008 Donal Waters: Global Logistics, Kogan Page, 2009 Christain schuh et al:The purchasing chess board, Springer link,2009. Philip B.Schary, Tage Skjott-Larsen: Managing the Global Supply Chain, Viva,

2008. Joel D wisner, Keong Leong, Keah Choon Tan: Principles of Supply Chain

Management- A Balanced approach, Cengage Learning, 2008 Rahul V Altekar: Supply Chain Management, Concepts and Cases, PHI , 2008 J.L.Gattorna and D.W.Walters: Managing the Supply Chain, Macmillan, 2008 Rangaraj: Supply chain Management for competitive advantage, TMH, 2009 Kachru: Logistics and Supply Chain Management, Excel, 2009 Shah: Supply Chain Management, Pearson, 2009

Excel Multimedia – CDs:Author Title

AGARWAL KAPIL, Asst Vice President, COLLABORATION AND BEST Madura Garments PRACTICES IN SUPPLY CHAIN DAWAR SANJAY MANAGEMENTAssociate Partner, Accenture Ind Pvt Ltd

ANANDAN RAJAN, DEVOLOPING GOOD SUPPLY CHAIN Vice President and GM, Dell India. MANAGEMENT

SHARMS SUMAN, Head Process, DS Group


MBA ((CCC)) 206 Cost and Management Accounting.The objective of the course is to enable the students the components of product

cost their calculation methods, and their control. Prerequisite for the course isKnowledge of Financial Accounting and Analysis taught in First Semester of the programme.

Unit – 1:Introduction: Management accounting Vs. Cost accounting vs. financial accounting, role of accounting information in planning and control, cost concepts and managerial use of classification of costs. The management process and accounting - Cost analysis and control: Direct and Indirect expenses, allocation and apportionment of overheads, calculation of machine hour rate. An introduction to activity based costing and Life Cycle Costing.

Unit – 2:Costing for specific industries: Unit costing, job costing, cost sheet and tender and process costing and their variants, treatment of normal losses and abnormal losses, inter-process profits, costing for by-products and equivalent production.

Unit – 3:Marginal Costing: Introduction, Application of Marginal costing in terms of cost control , profit planning, Closing down a plant, dropping a product line, charging general and specific fixed costs, fixation of selling price, make or buy decisions, key or limiting factor, selection of suitable product mix, desired level of profits, diversification of products, closing down or suspending activities, level of activity planning- Break-even-analysis: Application of BEP for various business problems. Inter-firm comparison:Need for inter-firm comparison, types of comparisons, advantages.

Unit – 4:Budgetary Control: Budget, budgetary control, steps in budgetary control, Flexible budget, different types of budgets: sales budget, Cash budget, Production budget, Master budget, Performance budgets, material Vs. purchase budgets, Zero Based Budgeting. An introduction to cost audit and management audit.

Unit – 5:Standard Costing: Standard Cost and Standard Costing, standard costing vs. budgetary control, standard costing vs. estimated cost, standard costing and marginal costing, analysis of variance, material variance, labour variance, Sales and Profit variance.

References M.Y.Khan, P.K. Jain: Management Accounting: Theory and Problems, TMH,

New Delhi, 4/e, 2008. S.P.Jain and K.L.Narang: Cost and Management Accounting, Kalyani, 2008. MN Arora: Cost Accounting, Vikas, 2009. Colin Drury: Management and Cost Accounting, Cengage, 2009

Bhahatosh Banerjee: Cost Accounting Theory and Practice, PHI,2006 M.N.Arora: Cost and Management Accounting, Himalaya, 2009. Charles T. Horngren: Cost Accounting, PHI, 2009 James Jiambalvo: Managerial Accounting, John Wiley, 2009. Allen: Cases In Management Accounting & Control System, Pearson, 2009 Bamber: Managerial Accounting, Pearson, 2009. Manash Gupta: Cost Accounting Principles and Practice, Pearson Education,

2008 Blocher, Chen, Cookins, Lin: Cost Management a Strategic Emphasis, TMH,3/e

2009 Thukaram Rao: Cost and Management Accounting, New Age International, 2008.


MBA ((CCC)) 207 Strategic ManagementThe Objective of the course is to enable students have a grasp of various business strategies in general and functional management areas. It will provide a strategic orientation in conduct of the business

Prerequisite The subjects such as Management Theory and Practice, Financial Management, HRM, Marketing Management, Production and Operations Management taught in First and Second Semesters of the programme. Unit – 1:Introduction- Concepts in Strategic Management, Strategic Management Process, Developing a strategic vision, Mission, Objectives, Policies – Factors that shape a company’s strategy, Environmental Scanning: Industry and Competitive Analysis – Methods. Evaluating company resources and competitive capabilities – SWOT Analysis – Value Chain Analysis and Competitive advantage.

Unit – 2:Tools and techniques for strategic analysis - Porter's Five Force Model, BCG Matrix, GE Model, TOWS Matrix, IE Matrix, The Grand Strategy Matrix. Market Life Cycle Model - and Organisational Learning, Impact Matrix and the Experience Curve, Generic Strategies- Strategy Formulation - Types of Strategies – offensive strategy, defensive strategy, Exit and entry barriers - Tailoring strategy to fit specific industry and company situations.

Unit – 3:Strategy Implementation: Strategy and Structure, Strategy and Leadership, Strategy and culture connection - Operationalising and institutionalizing strategy - Strategies for competing in Globalising markets and internet economy - Organisational Values and Their Impact on Strategy – Resource Allocation as a vital part of strategy – Planning systems for implementation.

Unit – 4:Turnaround and Diversification Strategies: Turnaround strategy - Management of Strategic Change, strategies for Mergers, Acquisitions, Takeovers and Joint Ventures - Diversification Strategy : Why firms diversify, different types of

diversification strategies, the concept of core competence, strategies and competitive advantage in diversified companies and its evaluation.

Unit – 5:Strategy Evaluation and control – Establishing strategic controls for Measuring performance – appropriate measures- Role of the strategist – using qualitative and quantitative benchmarking to evaluate performance - strategic information systems –problems in measuring performance – Guidelines for proper control- Strategic surveillance -strategic audit - Strategy and Corporate Evaluation and feedback in the Indian and international context.References Gregory Dess and G.T. Lumpkin: Strategic Management – Creating Competitive

Advantage, TMH, 2009. Thompson & Strickland: Strategic Management, Concepts and Cases. TMH, 2009. Saloner: Strategic Management, Wiley 2009 P.Subbarao: Strategic management, Himalaya, 2009 Subbaro Ch: Compete or Forfeit—Competitive Strategies for Pharmaceutical

Industry, PharmaMed Press, 2009. VSP Rao: Strategic Management, Excel, 2009 Johnson:Exploring Corporate Strategy, Pearson, 2009 Hitt, Ireland & Hoskisson: Management of Strategy, Thomson 2009 Allan Afuah, Business Models: A Strategic Management Approach, TMH, 2009 Ranjan Das: Crafting the Strategy: Concepts and Cases in Strategic Management,

TMH,2009. Fred R.David: Strategic Management Concepts and Cases, PHI, 2009 Hill: Strategic Management an Integrated Approach, Biztantra, 2009 Azhar Kazmi: Business Policy & Strategic Management: TMH, 2009. Ajit Prasad: Extremely Short cases in Strategic Management, Excel-2009 Wheelen & Hunger: Concepts & Cases in Strategic Management and Business

Policy, Pearson 2009.


AUTHOR TITLE

NADAR SHIV, A CONCEPTUAL FRAMEWORK FOR Convention Chairman and Founder, HCL MANAGING FUTURE.And Chairman & CEO, HCL Technologies LtdFULLER MARK B, Chairman, Monitor Groups, USA

OJHA NIKHIL P ENHANCED COMPETITIVENESS –AN ANTIDOTE TO MANAGING FUTURE, MANAGING THE FUTURE –EVERIASTING TAKEAWAYS

GIANETTI PRETI VYAS, DESIGN AS A STRATEGICChairperson – Vyas Gianetti Creatives DIFFERENTIATORSTEVENS ERICProf of Marketing, ESCEM B School, France

CHANDRASEKHAR S SPEED &AGILITYPresident HR, Reliance Industries LimitedDUBEY RAJEEVExecutive Vice-President, M&M.


AUTHOR TITLE

BROCKER WILLEM MANAGING NEW INDIA: STRATEGIESSr. Global Advisor,Price Waterhouse Coopers InternationalPURI ASHWINI, Exec Director, Price Waterhouse Coopers InternationalAMBARISH, Exec Director, Price Waterhouse Coopers Int

CHAITANYA A V N P K, GLOBAL COMPATITIVESSKUMAR PRAVIN

BHATTACHARJEE CHAYAN, DE SUDIPTO 70 MILLION EMPLOYABLE INDIANS:NCYM Champion Team,4thrd National STRATEGIES FOR GLOBALCompetition for Management studies,PG Program in Retail Management, IISW BM-KolkataBAKRE ANKITA ABHIJIT,NCYM Champion Team,33rd National competitionfor young manager, Bharat Petroleum Co. Ltd

SHAHANI NAIDU DEVELOPING THE NEW BUSINESSSheriff of Mumbai MANAGERGOPALA KRISHNA RConvention Chairman & Exec DirectorTata Sons LtdKERR JOHN

Consulting EMEA Regional Leader Deloitte.

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD (CCC) MBA –II year

MBA ((CCC)) 208 Training and DevelopmentThe objective of this study is to specialize the HR students in the process of

Training and Development.

Unit 1 : Training Choices and Dynamics : What is training?, Assumption for prevailing and alternative concepts of training, action through training or action through force, culture and other contexts, training strategy, overview of training process. Establishing the objectives and preparing the partners, Organizational collaboration through clarifying needs, two dilemmas of development, clarifying individual motivation for training, seven system functions with candidates for training.Unit 2 : Designing the Program-Designing the successive approximations, five steps in program design, outlining programme sequences and themes, composing the detailed syllabus, modular approach to programme design, building in flexibility, monitoring and improving training during the programme, training schedules and time tables. Unit 3 : Training Methods- Two faulty juxtapositions, events-reflection-experience, learning on the job – nine training requirements methods, training methods compared with objectives, learning process and facilities, Developing Group And The Climate: the social process – three aspects, indicators of group development, the training climate, Trainers And Training Style: Personal needs of trainers, power and influence, trainers realness under pressure, trainers role, trainers style, Post training support for improved performance at work.Unit 4: Evaluation of Training : Issues for evaluation, role of the training system with evaluators from other constituencies, Training And Training System Development-system goals and approaches to system development, tasks of the training system, the dynamics of developing training systems, Training Centre And Like Institutions-Characteristics, dilemmas, consistent learning environment for participants, institutional climate for trainers, trainers language of resistance, crises dilemmas and resolution in institution development, the training centre in its environment, Action Research For Better Training- Action research by trainers, some questions for trainers to study, trainers-researchers.Unit 5 : Training instruments – Self-assessment exercise- Self Awareness Questionnaires, Fundamental Interpersonal Relations Orientation – Behavior (FIRO-B), Setting goals for subordinates, couching counseling and mentoring, empowering people through delegation, working with teams, creative problem solving.(Reference 2)References Raymond A Noe: Employee Training and development, TMH, 4/e,2008. Rolf P Lynton, Udai Pareek: Training for Development, Vistaar Publications,

2008. G Pandu Naik: Training and development, Excel Books,2007. P.Nick Blanchard, James Thacker: Effective Training, Pearson Education ,

3/e,2009.

Stephen P.Robins: Training in Interpersonal Skills, PHI,4/e,2008. R K Sahu: Training for Development: Excel Books,2006.

III YEARJAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD

(CCC) MBA –III yearMBA ((CCC)) 301Security Analysis & Portfolio Management

Unit-I: Nature of Entrepreneurship; Essential features, attitude and leadership of entrepreneur Characteristics, Qualities and skills, functions of entrepreneur, Ethics in entrepreneur Entrepreneur scenario in India and Abroad.

Unit-II: Forms of Entrepreneurship: Small Business, Importance in Indian Economy, Types of ownership, sole trading, partnership, joint stock company, Important features ofVarious types of businesses, corporate entrepreneurship, intrapreneurship, Role of Government in the promotion of Entrepreneur, State Enterprises in India.

Unit-III: Aspects of Promotion: Opportunity Analysis, SWOT Analysis, Internal andExternal Environment Analysis, Technological Competitiveness, Entrepreneurs and legal regulatory systems, patents and trademarks, Intellectual Property Rights.

Unit-IV: Project Planning and Feasibility Studies: The Concept of Project, Project Life Cycle, Project Planning, Feasibility, SWOT Analysis, Product and Process Development,Major steps in product development.

Unit-V: Financial Aspects of the Entrepreneurship: Source of Capital, Debt-Equity Financing Commercial Banks, Bank Loans, Assessment of Benefits and Costs, Informal Agencies In financing entrepreneurs, Government Grants and Subsidies, Types of Investors and Private Offerings.

Unit-VI: Entrepreneurial Strategy: Generation of new entry opportunity, Decisions underUncertainty, entry strategy, new entry exploitation, environmental instability and First-Mover disadvantages, Risk Reduction strategies, Market scope strategy, Imitation strategies and Managing Newness.

Unit-VII: Women Entrepreneurship: Introduction, The dynamic need, entrepreneurship in a Developing economy, the scope of entrepreneurship among women, promotional efforts supporting women entrepreneurs in India, Issues of employment generation.

Unit-VIII: Rural Entrepreneurship and EDPs: Need, Rural Industrialisation, NGO’s and Rural Entrepreneurship, Need for EDP,s, Objectives of EDPs, course contents and curriculum of EDPs, Phases of EDPs, & Evaluation of EDPs

References: H. Nandan, Fundamentals of Entrepreneurship, PHI, First Edition, New Delhi, 2007. Robert D Hisrich, Michael P Peters, Dean A Shepherd, Entrepreneurship, Sixth

Edition, New Delhi, 2006. Alfred E. Osborne, Entrepreneur’s Toolkit, Harvard Business Essentials, HBS Press,

USA, 2005. Madhurima Lall, Shikha Sahai, entrepreneurship, Excel Books, First Edition, New

Delhi, 2006.

S.S. Khanka, Entrepreneurial Development, S. Chand and Company Limited, New Delhi, 2007.

Thomas W. Zimmerer, Norman M. Scarborough, Essentials of Entrepreneurship And Small Business Management, Fourth Edition, Pearson, New Delhi, 2006. S.R. Bhowmik, M. Bhowmik, Entrepreneurship-A tool for Economic Growth And A

key to Business Success, New Age, 1/e, (formerly Wiley Eastern Limited), New Delhi, 2007

302 Elective I ( Choose any one from the elective subjects listed under III Year of the course structure).

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD (CCC) MBA –III year

MBA ((CCC)) 302 E1 Service Marketing.


MBA ((CCC)) 302 E2 Security Analysis and Portfolio Management.

*students need discounting and statistical table to solve problemsUnit-I: Investments: The investment environment, classification and functions of financial markets and financial instruments. Securities trading – types of orders, margin trading, clearing and settlement procedures.

Unit-II: Portfolio Theory: Concept of Risk, measuring risk and returns, Portfolio risk –measurement and analysis, Markowitz Portfolio Theory mean – variance approach, business risk and financial risk and treatment in portfolio management.

Unit-III: Equilibrium in Capital Market: The Capital Asset Pricing Model, Single-index model, Arbitrage Pricing theory, Market Efficiency- Weak form, semi strong form, Strong form of Efficient market hypothesis.

Unit-IV: Analysis and Valuation of Bond: Bond Fundamentals, Bond Pricing Theorems, Convexity, duration, bond immunization, active bond management and passive bond management.

Unit-V: Equity Valuation Model: Discounted Cash-flow techniques: Balance sheet valuation, Dividend discount models, Intrinsic value and market price, earnings multiplier approach, P/E ratio, Price/ Book value, Price/sales ratio, Economic value added (EVA).

Unit-VI: Security Analysis: Macroeconomic, industry analysis and company analysis. Technical Analysis

Unit-VII: Derivatives: Overview of derivative markets, Option markets, option strategies and option valuation, Futures markets, strategies and pricing. Stock index futures, interest rate futures, Swaps contracts.

Unit-VIII: Active Portfolio Management: Mutual Funds Growth of mutual funds in India, Structure. Performance evaluation of mutual funds, conventional theory, performance measurement with changing portfolio composition.

References Frank K.Reilly and Keith C.Brown, Investment Analysis Portfolio Management,7/e

Thomson Publications, 2006. William F. Sharpe, Gordon J.Alexander and Jeffery V.Bailey, Investments, 6th

edition, Prentice Hall, 2006. ZVI Bodie, Alex Kane, Alan J Marcus and Pitabas Mohanty, Investments, 6th edition,

Tata Mc graw Hill, 2006. Donald E. Fischer and Ronald J.Jordan, Security Analysis and Portfolio Management,

6/e, Pearson Education, 2007. Prasanna Chandra, Investment Analysis and Portfolio Management, 3/e Tata

McGraw-Hill Publishing Co. Ltd. New Delhi, 2006. Charles P. Jones, Investments Analysis and Management, ninth Edition, John Wiley

& Sons, 2006 S.Kevin, Security Analysis & Portfolio Management, Prentice Hall,2006. M.Ranganatham and R.Madhumathi, Investment Analysis and Portfolio

Management,pearson education, 2006. V.A.Avadhani, Securities Analysis and Portfolio Management, 8/e Himalaya

Publishers, 2006 Herbert B.Mayo, Investments- An Introduction, Thomson Publications, 2006. Edwin J. Elton, Martin J. Gruber: Modern Portfolio Theory and Investment Analysis,

5/e, John Wiley & Sons, 2007 John C.Hull, Options, Futures and other Derivatives, Pearson education - PHI,

2007. Robert A.Strong, Derivatives – An Introduction, Thomson publications, 2006.


MBA ((CCC)) 302 E3 Strategic HRM.Unit-I: Context of SHRM: Strategic role of HRM, Planning and Implementing Strategic HR policies, HR Strategies to increase firm performance- challenges in SHRM –Evolving strategic role of HRM..

Unit-II:Investment perspectives of HR- investment Consideration, investments in Training and Development, investment Practices for improved Retention, investments job secure work courses, Nontraditional investment Approaches- Strategic HR Planning –Types of HR Planning – Job Analysis and SHRM- Design and Redesign of work systems –cases.

Unit-III: Staffing: Recruitment and Selection – New Approaches to Recrutiment - outsourcing – Hiring considerations for BPOs - interviewing and testing – training and development – Linkage between training and strategy - cases.

Unit-IV: Performance Management: Strategic performance management – competency based performance – Measures of evaluation – Shortcoming of performance management systems – Addressing the short comings- Work life integration - HRD Appraoches for Work life balance -

Unit-V: Compensation: Reward system of compensation and non-compensation dimensions – organizational and strategic compensation issues - Team based pay and incentives – legal issues in compensation – Executive compensation -cases.

Unit-VI: Employee Separation: strategic downsizing - Lay offs, turnover, strategic retention –cases.

Unit-VII: Global HRM: Multinational, Global, and Transnational Strategies, Strategic Alliances, Sustainable Global Competitive Advantage, Globally Competent Managers, Strategic global HRM –Assessing culture – Strategic HR issues in global assignments-Improving international Assignments through selections, Training and maintaining international Employees, Developing international Staff and Multinational Teams--Approaches to international Compensation-Compensation trends, Objectives of international Compensation, , Issues related to double taxation.- Repatriation – cases.

Unit-VIII: Managing Strategic Organizational renewal- Managing change and OD, instituting TQM Programmes, Creating Team based Organisations, HR and BPR, Flexible work arrangement.References Mello: Strategic HRM, Thomson, 2/e, 2007 Dreher: Human Resource Strategy 1e, 2005 TMH Tanuja Agarwala: Strategic HRM, Oxford, 2007. Charles R. Greer, Strategic Human Resource Management, Pearson Education, 2006. Peter J. Dowling, Denice E. Welch, Randall S. Schuler, International Human

Resource Management, Thomson South-Western, 2006. Richard I.Henderson: Compensation Management in a Knowledge-based World 10/e,

Pearson, 2007. Belcourt: Strategic HR Planning, 2/e Thomson, 2007.


MBA ((CCC)) 302 E4 Data Warehousing and Data Mining.Unit-I: Managing Data: Individual Data Management, Organisational Data Management, Components of Organisational Memory, Evaluation of Database Technology

Unit-II: File-Oriented Systems: Meeting the Need for Random Access Processing Information as Resource, Other Limitations of Traditional File Systems, Data Base Systems, Hierarchical Network Model Systems, and Relational Database Systems -Database Systems: Hardware, Software, Data, People and Relationship of the four System Components.

Unit-III: Database Systems in the Organisations: Data Sharing and Data Bases – Sharing Data Between Functional Units, Sharing Data Between Different Levels of Users, Sharing Data Between Different Locations, The Role of the Data Base, Strategic Data Base Planning – The Need for Data Base Planning, The Data Base Project, The Data Base Development Life Cycle (DDLC)

Unit-IV: Risks and Costs of Database: Organizational Conflicts – Development Project Failures – System Failure – Overhead costs – Need for Sophisticated Personnel –

Separating Physical and Logical Data Representation – Client / Server Data Base Architecture, Three-Level Data Base Architecture

Unit-V: Data warehousing Introduction: What is a Data warehouse, who uses Data warehouse, Need for Data warehouse, Applications of Data warehouse Concepts.

Unit-VI: The Data warehouse Data Base: Context of Data warehouse Data Base, Data Base Structures – Organizing Relational Data warehouse – Multi-Dimensional Data Structures – Choosing a Structure, Getting Data into the Data warehouse – Extraction, Transformation, Cleaning, Loading and Summarization, Meta Data – Human Meta Data, Computer Based Meta Data for people to use, Computer-based Meta Data for the computer to use.

Unit-VII: Analyzing the Contexts of the Data warehouse: Active Analysis, User Queries – OLAP, OLAP Software Architecture – Web Based OLAP, General OLAP Product Characteristics, Automated Analysis – Data Mining, Creating a Decision Tree, Correlation and Other Statistical Analysis, Neural Networks, Nearest Neighbour Approaches, Putting the Results to Use.

Unit-VIII: Constructing A Data warehouse System: Stages of the Project - The Planning Stage – Justifying the Data warehouse – Obtaining User Buy-in – Overcoming Resistance to the Data warehouse – Developing a Project Plan, Data warehousing Design Approaches – The Architecture Stage – The Data warehouse Data Base – The Analysis Architecture – Data warehouse Hard Ware.

References: Richard T Watson: Data Management Data Bases and Organisations, 5/E , Wiley –

India, 2006. Berson Smith, Data Warehousing, Data Mining 7 OLAP, Tata McGraw-Hill , 2007. Marakas : Modern Data Warehousing, Mining, and Visualization Core Concepts

Pearson Education. Sivanandam, Data Mining Techniques and Tasks, Thomson, 2006. Alex Berson, Stephen Smith & Kurt Thearling: Building Data Mining Applications for

CRM, Tata McGraw-Hill , 2007. Gary W Hansen, James V Hansen: Data Base Management and Design, 3E, PHI – 2006 Hector Garcia, Molina, Jeffrey D. Ullman, Jennifer Widom: Data Base System

Implementation, Pearson Education, 2006. Efrem G Mallach: Decision Support and Data Warehouse Systems, Tata McGraw-Hill,

New Delhi, 2006.. Michael J.A. Berry, Gordon S.Linoff, Data Mining Techniques, 2/e, Wiley -India,

2005. Paulraj Ponniah, Data Warehousing Fundamentals, WILEY-India, 2006. Imhoff, Galemmo, Geiger, Mastering Data Warehousing Design, Wiley-India, 2006. Karguptha, Data Mining, PHI, 2006.303 Elective II (from any of the elective subjects listed under III Year of the course structure).


MBA ((CCC)) 303 E1 Consumer Behaviour.Unit-I: Introduction to Consumer Behaviour- Consumer Behaviour and Marketing Strategy, Understanding consumers and market segments. Evolution of Consumer Behaviour, Consumer analysis and business strategy.

Unit-II:Psychological Foundations of Consumer Behaviour Consumer Motivation, Consumer Perception, Personality and Consumer Behaviour, Learning and Behaviour Modification, Information Processing, Memory Organisation and Function, Attitude Formation and Attitude Change.

Unit-III:Social and Cultural Environment Economic, Demographic, Cross Cultural and Socio–Cultural Influences, Social Stratification, Reference Groups and Family Influences, Personal influence.

Unit-IV: Communication and Consumer Behaviour – Components of communications process, designing persuasive communication and Diffusion of Innovations.

Unit-V: Consumer Decision Processes High and Low Involvement, Pre-purchase Processes, Purchase, Post Purchase processes, Consumption and evaluation, Brand Loyalty and Repeat Purchase Bahaviour.

Unit-VI: Models of Buyer Behavior, Howard Model, Howard-Sheth Model, EKB Model, Webster and Wind Model and Sheth Industrial Buyer Behaviour Model.

Unit-VII: Consumerism: The roots of consumerism, consumer safety, consumer information, environmental concerns, consumer privacy, legislative responses to consumerism and marketer responses to consumer issues.

Unit-VIII: Consumer Protection : Consumer Protection Act 1986, Central consumer protection council, state consumer protection councils, consumer disputes redressal agencies, consumer disputes redressal forum, National Consumer Disputes Redressal Commission.

References David L Loudon and Albert J Della Bitta, Consumer Behaviour, 4/e, TMH, New Delhi, 2007. Schiffman, L.G and Kanuk L.LConsumer Behaviour, 8/e, Pearson Education, New

Delhi, 2007 Hawkins, Best, Coney, Consumer Behaviour, 8/e, TMH, New Delhi, 2007. Kumar: Conceptual Issues in Consumer Behavior : The Indian Context, Pearson Education,

New Delhi, 2006 Jay D Lindquist and M Joseph Sirgy, Shopper, Buyer and Consumer Behaviour, Second

Edition, Bizttantra, New Delhi, 2007 Roger D. Black Well et al, Consumer Behaviour, 10/e Thomson, New Delhi, 2006 Henry Assael, Consumer Behaviour,6/e,Thomson,New Delhi,2007 Michael R.Solomon, Consumer Behaviour,5/e,PHI,New Delhi,2006


MBA ((CCC)) 303 E2 Financial services & Institutes.

Unit-I: The structure of financial system; Equilibrium in financial markets; Indicators of Financial Development, Financial system and economic development ; Financial Sector reforms after 1991.

Unit-II: Regulatory and Promotional Institutions: Function and Role of RBI, Monetary Policy and techniques of monetary control of RBI. The role and functions of SEBI. An update on the performance on Non-statutory Financial organization like IFCI, IRBI, NABARD, SIDBI, and SFCs .

Unit-III: The banking Institutions: Commercial banks – the public and the private sectors – structure and comparative performance. The problems of competition; interest rates, spreads, and NPAs. Bank capital – adequacy norms and capital market support. Banking Innovations. Co-operative banks- role, Govt. initiatives to strengthen the co-operative banks.

Unit-IV: The Non-banking financial Institutions: Structure and functioning of Unit Trust of India and Mutual Funds. Growth of Indian Mutual funds and its Regulation. The Role of AMFI. Insurance Companies – Structure and Investment Pattern of LIC, GIC and other insurance companies, Competition, innovation, Role of IRDA, Challenges of Insurance Sector.

Unit-V: Financial Markets: Structure and functions of Call Money Market, Government Securities Market – T-bills market, Commercial Bills market, Commercial paper and certificate of deposits.

Unit-VI: Securities markets – Organisation and structure, Listing trading and settlement. SEBI and Regulation of Primary and Secondary Markets

Unit-VII: Asset/fund based Financial services – lease finance, consumer credit and hire purchase finance, factoring definition, functions, advantages, evaluation and forfeiting, bills discounting, housing finance, venture capital financing.

Fee-based / Advisory services: Stock broking, credit rating.

Unit-VIII: Investment Banking: Introduction, Functions and activities, underwriting,bankers to an issue, debenture trustees, portfolio managers. Challenges faced by investment bankers.

References L.M.Bhole, Financial Institutions and Markets, 4/e Tata McGraw Hill, 2006. Frederic S.Mishkin and Stanley G.Eakins, Financial Markets and Institutions,

Pearson Education, 2006. M.Y.Khan , Financial Services, 3/eTata McGraw-Hill, New Delhi, 2004. S.Gurusamy, Financial Services and System, Thomson Publishers, 2004. Meir Kohn, Financial Institutions and Markets, Oxford University Press, 2007. Anthony Saunders and Marcia Millon Cornett, Financial Markets and Institutions,

Tata Mcgraw Hill, 2007. Justin Paul and Padmalatha Suresh, Management of Banking and Financial Services,

Pearson education, 2007. Nalini Prava Tripathy, Financial Services, Prentice Hall,2007.

Frank.J.Fabozzi & Franco Modigliani, Foundations of Financial Markets and Institutions, 3/e, Pearson Education Asia, 2006.


MBA ((CCC)) 303 E3 Management of Industrial Relations.Unit-I: Industrial Relations : Economy and the Labour Force in India – Approaches to Industrial Relations – Industrial Relations in Comparative Frame work- Management and Employer organizations – Introduction – origin and growth.

Unit-II: Trade Unions- introduction-Definition and objectives-growth and structure of Trade Unions in India-Trade Unions Act , 1926 and Legal framework-Union recognition-Union Problems- Non-Union firms –Management of Trade Unions in India.

Unit-III: Collective Bargaining: Nature and legal framework of collective bargaining –Levels of Bargaining and Agreements- Change in the labour-management relations in the post-liberalised India- a review of the response of collective bargaining strategy to the challenges of Globalisation and the restructuring of enterprises in India - Changes in the legal frame work of collective bargaining, negotiated flexibility, productivity bargaining, improved work relations, public sector bargaining and social security.- – negotiating techniques and skills –drafting of an agreement.

Unit-IV: Tripartism and Social Dialogue: Types and levels of tripartism – social dialogue and the Reform Process – Strengthening tripartite social dialogue – Role of government in industrial relations.

Unit-V: Labour Legislation-I –Factories Act, 1948, Workmen’s Compensation Act, 1923, ESI Act, 1948

Unit-VI: Labour Legislation II: The Payment of Wages Act, 1936, Minimum Wages Act, 1948, The Payment of Bonus Act, 1965, fringe benefits - Profit sharing and stock options – institutional frame work – National wage policy – Contemporary issues in Wage systems-

Unit-VII: Labour Legislation III: Industrial Disputes Act, 1948 -Grievance Handling Employee Grievances – Causes of Grievances –Conciliation, Arbitration and Adjudication procedural aspects for Settlement of Grievances –Standing Orders- Code Discipline. Industrial Disputes: Meaning, nature and scope of industrial disputes - Cases and Consequences of Industrial Disputes –Prevention and Settlement of industrial disputes in India-

Unit-VIII: Contemporary issues in Industrial Relations: Labour Policy and Labour Reforms- Employee Participation - Quality of Work Life- Employment security and management of redundancies – Managing good industrial relations.

References Venkataratnam, C.S.: Industrial Relations, Oxford University Press, 2006. Arun Monappa: Industrial Relations, TMH , New Delhi,2003 Venkataratnam,C.S.: Negotiated Change –Collective Bargaining, Liberalisation

and Restructuring in India, Response Books, New Delhi, 2003. Sinha: Industrial Relations, Trade Unions and Labour Legislation, Pearson 2007.

P.K.Padhi: Labour and Industrial Laws,PHI, 2007.


MBA ((CCC)) 303 E4 E-Businesses.Unit-I: e-Business Strategy and Models: e-Business –elements, roles and their challenges, e-Business requirements & its impact, Inhibitors of e-business, e-Business-Strategy, Business Models

Unit-II: e-Markets: Functions, e-Markets vs. Traditional Market, effects of e-Markets, e-Markets success factors e-Markets Technology solutions

Unit-III: e-Procurements: The purchasing process, Developments in purchasing, IT and Purchasing, e-procurement-Models, Components, Auctions , e-Procurement solutions

Unit-IV: Security and Reliability for e-business: Reliability and Quality considerations, Quality requirements, Risk Management, Trust, e-business risks, e-Business security, realizing a secure e-Business infrastructure

Unit-V: Approaches to Middleware: Middleware, Messaging, Remote Procedure calls (RPC, Remote Method Invocation (RMI), Message –Oriented Middleware (MOM), Data-access middleware, Transaction -oriented middleware, Distributed – object middleware, Newer generation frameworks

Unit-VI: Leveraging Legacy Applications: Enterprise information systems and legacy enterprise assets, Strategies for modernizing legacy systems, Non-invasive approaches, Invasive approaches, Legacy modernization techniques

Unit-VII: Enterprise application and e-business Integration: overview of Enterprise application and e-business Integration, topologies for integration, Types & layers of application integration, patterns of business integration, Integration Challenges.

Unit-VIII: e-business Solutions and Protocols: Concept of software and web services, web services- Types, characteristics, service-oriented architecture, technology stack, Standards, Required business standards and protocols. Review of applicable IT Laws

* Case Studies and Web exercises

References

Michael P.Papazoglou & Pieter M.A. Ribbers, e-Business, 1/e, WILEY – India, 2006. Napier, Creating a winning e-business, 2/e Thomson, 2007. Kalakota, e-business2.0 : Roadmap for success, Pearson Education, 2006 Kamalesh K Bajaj & Debjani Nag: E-Commerce, the Cutting Edge of Business- Tata

McGraw-Hill, 2006. Canzer, e-business and e-commerce, 1/e. Biztantra, 2005. Dr.C.S.Rayudu, e-commerce and e- Business, 1/e, Himalaya Publishing House, 2007. Schneider, Elecrtonic Commerce, 7/e Thomson Publications, New Delhi, 2007. Joseph, e-commerce, 2/e, Prentice-Hall India, 2006.

Elias M.Awad: Electronic Commerce from vision to fulfillment, 3/e, Prentice-Hall India & Pearson Education, 2006.

304 Elective III (Choose any one from the elective subjects listed under III Year of the course structure).


MBA ((CCC)) 304 E1 International Marketing.Unit-I: International Marketing Scope and Significance of International Marketing, the strategic importance of international marketing , Differences between international and domestic marketing . Need for international trade, trends in foreign trade.

Unit-II: International market environment: International environment, International Social & culture Environment, the political legal environment and regulatory environment of international marketing. Technological Environment ,Business Customs in International Market.

Unit-III: Canalising and targeting international market opportunities: regional market Characteristics, Marketing in transitional economies and third world countries, international market segmentation and targeting .

Unit-IV: International Market Entry Strategies: Indirect Exporting, Domestic Purchasing, Direct Exporting , Foreign Manufacturing Strategies Without Direct Investment, Foreign Manufacturing Strategies With Direct Investment. Entry Strategies of Indian Firms.

Unit-V: International product management: International product positioning, Product saturation Levels in global Market, International product life cycle, Geographic Expansion–Strategic Alternatives. New products in Intentional Marketing, Product and culture, brands in International Market.

Unit-VI: International Marketing Channels: channels –Distribution Structures, Distribution Patterns, Factors effecting Choice of Channels, the Challenges in Managing An international Distribution Strategy Selecting Foreign Country Market intermediaries. The management of physical distribution of goods.

Unit-VII: Pricing and Promotion for international Markets: Environmental influences on Pricing Decisions , Grey Market goods, Transfer pricing, Global Pricing – Policy Alternatives. Global Advertising and brandy, selecting an advertising agency. Personal selling, Sales Promotion, Public Relations and Publicity, Sponsorship Promotion.

Unit-VIII: Export Marketing: Introduction to Export Marketing, Export Policy Decisions of a firm, EXIM policy of India. Export costing and pricing, Export procedures and export documentation. Export assistance and incentives in India.

References

Philip R. Cateora, John L. Graham, International Marketing 11/e, Tata McGraw-Hill Co. Ltd., 2006.

Sak Onkvisit, John J. Shaw, International Marketing Analysis and Strategy, 3/e, Prentice-Hall of India Pvt. Ltd., 2007.

Isobel Doole and Robin Lowe, International Marketing Strategy, 2/e, Thomson Learning, 2006.

Subhash C. Jain, International Marketing, 6/e, South-Western, 2006. Vern Terpstra, Ravi Sarathy, International Marketing, 8/e, Harcourt Asia Pvt. Ltd.,

2007. Keegan: Global marketing Management 7/e Pearson Education, Delhi, 2006. Roger Bennett & Jim Blythe. International Marketing Strategy Planning Market Entry

& Implementation, 3rd ed Kogan Page Ltd. 2005. Michael Czinketa: International Marketing 8/e Thomson 2007


MBA ((CCC)) 304 E2 International Financial management.Unit-I: International Financial Management: An overview, Importance, nature and scope, Theories of International business, International Business Methods, Recent changes and challenges in IFM.

Unit-II: International Flow of Funds: Balance of Payments (BoP), Fundamentals of BoP, Accounting components of BOP, Factors affecting International Trade flows, Agencies that facilitate International flows. Indian BoP Trends.

Unit-III: International Monetary System: Evolution, Gold Standard, Bretton Woods system, the flexible exchange rate regime, evaluation of floating rates, the current exchange rate arrangements, the Economic and Monetary Union (EMU).

Unit-IV: Foreign Exchange Market: Function and Structure of the Forex markets, major participants, types of transactions and settlements dates, Foreign exchange quotations, process of arbitrage, speculation in the forward market.

Unit-V: Currency Futures and Options Markets, Overview of the other markets – Euro currency market, Euro credit market, Euro bond market, International Stock market.

Unit-VI: Exchange Rates: Measuring exchange rate movements, Factors influencing exchange rates. Government influence on exchange rates – exchange rate systems. Managing Foreign exchange Risk. International arbitrage and interest rate parity. Relationship between inflation, interest rates and exchange rates – Purchasing Power Parity – International Fisher Effect – Fisher Effect.

Unit-VII: Long term Asset –liability Management: Foreign Direct Investment, International Capital Budgeting, International Capital structure and cost of capital. International Portfolio Management. International Financing: Equity, Bond financing, parallel loans.

Unit-VIII: Short–term Asset–Liability Management: International Cash management, accounts receivable management, inventory management. Payment methods of international trade, trade finance methods, Export – Import bank of India, recent amendments in EXIM policy, regulations and guidelines.

References Alan C.Shapiro, Multinational Financial Management, 7/e, John Wiley, 2006.

Jeff Madura, International Corporate Management, 8th edition, Thomson Publications, 2007.

S.Eun Choel and Risnick Bruce, International Financial Management, 3/e Tata McGraw Hill, 2006

P.K Jain, Josette Peyrard and Surendra S. Yadav, International Financial Management, Macmillan Publishers, 2006.

P.G.Apte, International Financial Management, 4/eTata McGraw-Hill, New Delhi, 2007.

Madhu Vij, International Financial Management, second edition, Excel Books, 2005. Maurice D.Levi, International Finance, 3rd edition, Tata Mc Graw-Hill, New Delhi,

2006 David K. Eiteman, Arthur I.Stonehill and Michael H.Moffeth, Multinational Business

Finance, 10th edition, Pearson Education 2006. Michael Melvin, International Money and Finance 7/e Pearson Education,2005. Ephrain Clark, International Finance, Thomson Publications 2/e, 2007 Reid W. Click & Joshva D.Coval, The theory and practice of International Financial

Management. Prentice Hall India, 2007.


MBA ((CCC)) 304 E3 Performance management.Unit-I: Introduction – Definition, concerns and scope – Historical developments in Performance Management - Performance appraisal Vs performance management –performance management Vs Human resource management - processes for managing performance – Essence and Implications of Performance Management-critical appraisal.

Unit-II: PfM Theatre: PfM System – PfM Theatre – Planning Managee Performance and Development – Monitoring Managee Performance & Mentoring Managee Development-Annual Stock Taking.

Unit-III: Planning for Manager’s performance and Development: Setting objectives –Organisational and individual performance plans - Components of Managee performance and development plan – setting mutual expectations and performance criteria.

Unit-IV: Monitoring and Mentoring: introduction – Supervision – Objectives and Principles of Monitoring – monitoring process – periodic reviews – problem solving -engendering trust – role efficacy.

Unit-V: Annual stocktaking: Stock taking performance – process of Judgment vs process of analysis – stock taking discussions – Delivering efficient feedback – 360- Degree Feedback- stocktaking potential – Tools for stocktaking potential.

Unit-VI: Appraising for Recognition & Reward: Purpose of Appraising – Methods of appraisal – appraisal system design – Implementing the appraisal system – Appraisals and HR decisions.

Unit-VII: Organizational effectiveness: Role of Leadership and Change in organizational effectiveness – rules of thumb for change agents – performance management skills –Operationalising change through performance management.

Unit-VIII: High Performing Teams: Building and leading High performing teams – team oriented organizations – developing and leading high performing teams.

References Prem Chadha: Performance Management, Macmillan India, New Delhi, 2006. Williams: Managing Employee Performance, Thomson, 2006. T.V Rao, Counseling and Guidance TMH Michael Armstrong & Angela Baron, Performance Management: The New

Realities, Jaico Publishing House, New Delhi, 2002. T.V.Rao, Appraising amd Developing Managerial Performance, TV Rao Learning

Systems Pvt Limited, Excel, 2006. David Wade and Ronda Ricardo, Corporate Performance Management, Butter

Heinemann, New Delhi, 2002. Henderson : Compensation Management in a Knowledge Based World 9/e

Pearson Education, 2007.


MBA ((CCC)) 304 E4 Information system Control & Audit.Unit-I: Overview of Information System Auditing-Conducting an Information Systems Audit, Overview & steps in an Audit.

Unit-II: The Management Control Framework-I: Introduction, Systems Development Management Controls, Approaches to Auditing Systems Development , Normative Models of the Systems Development Process, Evaluating the Major phases in the Systems Development Process,

Unit-III: The Management Control Framework-II: Security Management Controls, Operations management Controls, Quality assurance Management Controls.

Unit-IV: The Application Control Framework-I : Boundary Controls, Input Controls,

Unit-V: The Application Control Framework-II: Processing Controls, Database Controls, output Controls.

Unit-VI: Evidence Collection: Audit Software, Code Review, Test Data, and Code Comparison, Concurrent Auditing techniques, Interviews, Questionnaires ,and Control Flowcharts. Performance Management tools.

Unit-VII: Evidence Evaluation: Evaluating Asset Safeguarding and Data Integrity, Evaluating System Effectiveness, Evaluating System Efficiency.

Unit-VIII: Information Systems Audit and Management: Managing the Information Systems Audit Function, Introduction, Planning Function, Organising Function, Staffing Function, Leading Function, Controlling Function, Some Features of Information Systems Auditing..

References Ron Weber, Information Systems Control and Audit, Pearson Education, 2006. James A.Hall: Information Technology Auditing and Assurance, 2/eThomson,

2006.

David Ricchiute: Auditing and Assurance Services, 7/e, Thomson, 2003. Davis, IT Auditing, Tata McGraw-Hill , 2007 Cannon, Bergmann, Pamplin, CICA- certified Information Systems Auditor,

Study Guide, 1/e , Sybex, WILEY- India, 2006. Ronald, Russel, The CISSP prep Guide, 2/e. WILEY – Dreamtech India pvt Ltd,

2006.

305 Elective IV (Choose any one from the elective subjects listed under III Year of the course structure).


MBA ((CCC)) 304 Services MarketingThe objective of the course is to provide a deeper insight into the marketing

management of companies offering services as product. The pre-requisite for this course is Marketing Management offered in I semester

Unit – 1:Understanding services marketing & CRM: Introduction, services in the modern economy, Classification of services, marketing services Vs. Physical services, services as a system -Customer Relationship Marketing: Relationship Marketing, the nature of service consumption, understanding customer needs and expectations, Strategic responses to the intangibility of service performances. Unit – 2:Services market segmentations: The process of market segmentation, selecting the appropriate customer portfolio, creating and maintaining valued relations, customer loyalty. Creating value in a competitive market: Positioning a service in the market, value addition to the service product, planning and branding service products, new service development.Unit – 3:Pricing & Promotion strategies for services: Service pricing, establishing monetary pricing objectives, foundations of pricing objectives, pricing and demand, putting service pricing strategies into practice. Service promotion: The role of marketing communication. Implication for communication strategies, setting communication objectives, marketing communication mix.Unit – 4:Planning and managing service delivery: Creating delivery systems in price, cyberspace and time. The physical evidence of the service space. The role of intermediaries, enhancing value by improving quality and productivity. Unit – 5:Marketing plans for services: The marketing planning process, strategic context, situation review marketing strategy formulation, resource allocations and monitory marketing planning and services. References Valarie A.Zeithaml & Mary Jo-Bitner: Services Marketing—Integrating Customer Focus

Across the Firm, TMH, 2009. Christopher Lovelock: Services Marketing People, Technology, Strategy, Pearson 2009. Ravi Sankar: Services Marketing, Excel, 2009 Rajendra Nargundkar: Services Marketing, TMH, 2009 Verma: Services Marketing, Pearson-2009. Mark Davis: Managing Services People and Technology, McGraw-Hill International, 2009 Adrian Payne: The Essence of Services Marketing, PHI, 2009.

Thomas J.Delong & Asish Nanda: Managing Professional Services—Text and Cases, McGraw-Hill International, 2009.

Roland T. Rust and P.K. Kannan: E-Service New Directions in Theory and Practice, Prentice-Hall, 2009.

James A Fitzsimmons: Services Management—Operations, Strategy and Information Technology, 3/e, TMH, 2009.

Hoffman: Services Marketing, Cengage, 2009 M.K.Rampal & S.L.Gupta: Service Marketing, Paragon International,2009


MBA ((CCC)) 305 E2 Strategic Investment and Financing Decisions

Unit-I: Investment decisions: Project Investment Management vs. project management-introduction to selection of profitable projects. Evaluation of investment opportunities, basic issues, replacement decisions, traditional methods of appraisal and discounted cash flow techniques, equivalence of NPV and IRR, The case of intangible benefits and costs. Profitability Index and Excess present value Index.

Unit-II: Investment decisions under conditions of uncertainty: Discussion on risk and uncertainty. Risk Analysis in Investment Decisions. Risk adjusted rate of return, certainty equivalents, probability distribution of cash flows, decision trees, sensitivity analysis and Monte Carlo Approach to Simulation.

Unit-III: Types of Investments and disinvestments: Project abandonment decisions, Evidence of IRR. Multiple IRR, Modified IRR, Techroin, Robichek and Mordalbasso (TRM) solution in dealing with pure, simple and mixed investments. Lorie Savage Paradox. Adjusted NPV and impact of inflation on capital budgeting decisions.

Unit-IV: Critical analysis of appraisal techniques: Discounted pay back, post pay back, surplus life and surplus pay back, Bail-out pay back, Return on Investment, Equivalent Annual Cost, Terminal Value, single period constraints, multi-period capital constraint and an unresolved problem, NPV mean variance analysis, Hertz Simulation and Hillier approaches. Significance of information and data bank in project selections.

Unit-V: Investment Decisions under capital constraints: Capital Rationing Vs. Portfolio. Portfolio Risk and diversified projects.

Unit-VI: Strategic Analysis of selected investment decisions: Lease Financing, Leasing Vs. Operating Risk, borrowing vs. procuring. Hire purchase and Instalment decisions. Mergers and acquisitions in Capital Budgeting, cash vs. equity for financial mergers.

Unit-VII:Financing Decisions: International Capital Structure: Modigliani Miller Model: Hamada Model of Market Risk: The Miller Model: The Trade-Off Models and Agency Costs: Capital Structure Theory –the Signaling Model.

Unit-VIII:Financial Distress: Consequences, Issues, bankruptcy, settlements, reorganization and Liquidation in Bankruptcy.

References Prasanna Chandra, Financial Management, 5/e, Tata McGraw-Hill, 2006

Prasanna Chandra , Projects: Planning, Analysis, Financing Implementation and Review, TMH, New Delhi, 2006

James P. Lewis, Project Planning, Scheduling and Controlling,3/e,TMH 2004 Bodie, Kane, Warcus: Investments Tata McGraw-Hill, New Delhi, 2006, Brigham E.F & Houston J.F., Financial Management, Thomson Publications, 2006. V.K. Bhalla, Financial Management and policy., Anmol Publications Pvt. Ltd., I.M. Pandey, Financial Management, Vikas Publishing House,2006. MY Khan and PK Jain, Financial Management: Text, Problems & Cases, Tata Mc

Graw-Hill Publishing Co, 2006. V. K. Kapoor, Operations Research, Sultan Chand &Sons, New Delhi, 2005. Richard Pike &Bill Neale: Corporate Finance & Investment—Decisions and

Strategies, 2/e, PHI, New Delhi, 2006. Alexander : Fundamentals of Investment 3/e Pearson Education,2006


MBA ((CCC)) 305 E3 Organization Development & Change

Unit-I:Change Management: Introduction, An overview of change, Forces of Change, Types of Change, change models, change programmers – change levers-Change as growth – change as transformation – change as turnaround – Value-based change - Cases.

Unit-II:Mapping and diagnosing change: The role of diagramming in system investigation – A review of basic flow diagramming techniques –systems relationships – systems diagramming and mapping, influence charts, multiple cause diagrams- A multidisciplinary approach- Cases..

Unit-III:Change Diagnosis: Diagnosis Models and Component Analysis –diagnosing readiness to change- Cases..

Unit-IV:Resistance to change: Factors contributing to resistance, cognitive and affective processes, recognizing resistance, Managers as resistors to change - suggestions to manage resistance- Cases.

Unit-V:Implementing change-I : Organization Development - Meaning, Nature and scope of OD - Dynamics of planned change – Person-focused and role-focused OD interventions –Planning OD Strategy – Implementing change through OD, Appreciative inquiry and sense-making approaches- Cases..

Unit-VI:Implementing change-II: Contingency and Procession Approaches to implementing change- Cases.

Unit-VII:Linking vision and Change: Content of meaningful vision – Strategies for communicating change- Cases..

Unit-VIII:Consolidating change: Actions to consolidate to change – Signs of consolidation of change - caution to be observed- Cases..

References

Palmer, Dunford, Akin: Managing Organisational Change—A multiple perspective Approach, TMH, 2007.

V.Nilakant and S.Ramnarayan: Managing Change, Response Books, New Delhi, 2007

Radha R Sharma: Change Management—Concepts and Applications, TMH, 2007 Robert A Paton and James McCalman, Change Management: A Guide to Effective

Implementation 2/e.Response Books, New Delhi, 2006. Harvard Business Essentials: Managing Change and Transition, HBS Press, 2007. Joseph W. Weiss: Organisational Behaviour and Change-- Managing Diversity, Cross

cultural dynamics and Ethics. Thomson Learning, New Delhi, 2007. Harvard Business Essentials:Coaching and Mentoring, HBS Press, 2007. Harvard Business Essentials: Creating Teams with an Edge, HBS Press, 2007. Thorn Hill Managing Change, 2005 Pearson.


MBA ((CCC)) 305 E4 Decision support system.Unit-I: Decision- Making and Computerized support- Management support systems : an overview , decision-Making Systems, Modeling, and Support

Unit-II:Overview of Decision Support System, Modeling and Analysis, DSS Development,

Unit-III:Deterministic Models: Models Required to Cope With Uncertainty, Probabilistic Models and Fuzzy Sets, Fuzzy DSS and Fuzzy Expert DSS.

Unit-IV:Application of DSS to Some Functional Areas of Management Like Finance, Marketing, Production Planning and Control Etc.

Unit-V:Non-Optimising Models of DSS, Simulation Techniques and Monte-Carlo Methods.

Unit-VI:Application of DSS: Technical Feasibility and Financial Viability of DSS. Advantages and Limitations of DSS –Contemporary practices.

Unit-VII:Introduction to Artificial Intelligence (AI): An Overview of AI– AI Technologies in Business, Domains in AI, Neural networks, Fuzzy logic systems in Business, Virtual Reality, Intelligent agents, expert system and its components, Applications of expert system, developing expert systems, value of expert systems.

Unit-VIII:Case Studies

References Efraim Turban, Jay E. Aronson, Ting-Peng Liang: DSS and Intelligent Systems, PHI

& Pearson Education, 2007. Macllah: Decision Support Systems and Data Warehousing, Tata McGraw-Hill ,

2003. Stevenson, Introduction to Management Science, 1/e, Tata McGraw-Hill , 2007.

James A Obrien, george M Marakas: Management Information systems, 7/e, Tata McGraw-Hill, 2007.

George M..Marakas:Decision Support Systems in the 21st Century, 2/e, PHI & Pearson Education, 2006.

Render, Quantitative analysis for Management, 8/e, Pearson Education, 2006 Anderson, Introduction to Management Science & Quantitative techniques for

Decision Making, Thomson, 2006 Hiller, Lieberman, Operations Research: Concepts & Cases, 8/e, Tata McGraw-Hill ,

2006. C.S.V.Murthy: Management Information System, Himalaya Publishing House ,2006


MBA ((CCC)) 306 Project Work.Students are required to work the entire fourth semester on the project even as they undergo the assigned course work of this semester. The students can choose specific problem of Industry or Industry based project work. Alternatively it can be secondary source based or Field based project work. Before they commence the project work it is suggested that they write a synopsis indicating the objectives, Methodology, Framework for analysis, Action plan with milestones in order to have clarity for their subsequent work. The project should have an internal faculty as guide.

References Business Essentials: Research Project, Viva, 2009 Paul Oliver:Writing Your Thesis, Sage, 2009 M.K.Rampal & S.L.Gupta: Project Report Writing, Paragon International,2009 Michael Jay Polonsky: David S Waller: Designing and Managing a Research Project,

Sage, 2009 Surendra Kumar: An Aid to Project Work, Paragon International, 2009.

School of Management StudiesJawaharlal Nehru Technological University Hyderabad

Proposed MBA ((CCC)) Academic calendar1st Year

Sessions From TO Remarks1st Session 24-04-2009 03-0502009 Completed2nd Session 4-10-2009 13-10-2009 Completed

End Examinations 28-12-2009 16-01-2010 Yet to be completed

2nd YearSessions From TO Remarks

1st Session 20-04-2010 29-04-2010 Scheduled in 2010.2nd Session 01-10-2010 10-10-2010 Scheduled in 2010

End Examinations 27-12-2010 10-01-2011 Scheduled in 2010-11.

3rd YearSessions From TO Remarks

1st Session 20-04-2011 29-04-2011 Only one phase of class work is

conducted because number of subjects offered in 3rd year is

only 5 (Five).End Examinations 01-06-2011 14-06-2011 Scheduled in 2011.

D I R E C T O R I/c SMS- JNUTH

Academic Regulations 2008 for MBA (CCC) (Effective for the students admitted into first year from the academic year 2008-11)

The MBA (CCC) Degree of the Jawaharlal Nehru Technological University Hyderabad shall be conferred on candidates who are admitted to the program and fulfill all the requirements for the award of the Degree:

1.0 ELIGIBILITY FOR ADMISSIONS:

Admission to the above program shall be made subject to the eligibility, qualifications and specialization prescribed by the University from time to time.

Admissions shall be made on the basis of merit rank obtained by the qualifying candidate at ICET examination or at an entrance Test conducted by the University subject to reservations prescribed by the university from time to time.

2.0 AWARD OF MBA (CCC) DEGREE:

2.1 A student shall be declared eligible for the award of MBA (CCC) degree, if he pursues a course of study and completes it successfully for not less than three academic years and not more than six academic years.

2.2 A student, who fails to fulfill all the academic requirements for the award of the degree within six academic years from the year of their admission, shall forfeit his seat in MBA (CCC) course.

2.3 The minimum instruction days for MBA (CCC) course in I & II years are 20 in two spells (10 days in each spell) and in III year minimum instruction days are 10 only. During the days of instruction, the candidates are offered instruction in four sessions of 90 mins duration each in every subject of the study.

3.0 ATTENDACE

3.1 A candidate shall be deemed to have eligibility to write end semester examinations if he has put in a minimum of 75% of attendance in aggregate of all the subjects.

3.2 Condonation of shortage of attendance up to 10% i.e. 65% and above and below 75% may be given by the College academic committee consisting of Principal, head of the Department and a senior faculty member.

3.3 Condonation of shortage of attendance shall be granted only on genuine and valid reasons on representation by the candidate with supporting evidence.

3.4 Shortage of attendance below 65% shall in no case be condoned3.5 A candidate shall not be promoted to the next year unless he fulfils the

attendance requirements of the previous year.

4.0 EVALUATIONThe performance of the candidate in each year shall be evaluated subject-wise, with a maximum of 100 marks for theory on the basis of End Examination.

4.1 A candidate shall be deemed to have secured the minimum academic requirements in a subject if he secures a minimum 50% of the total marks in the End Semester Examination.

4.2 If a candidate fails in a particular subject, he will be allowed to appear for supplementary exam as and when the subject is offered.

4.3 A candidate shall be allowed to submit the project report only after fulfilling the attendance requirements of the II year. The viva-voce examination shall be conducted at the end of the course work and after the completion of the end examination of the final year.

4.4 The breakup of marks for the subject MBA (CCC) 208 MIS & Managerial Computing, MIS is evaluated for 50 Marks. Managerial computing will be evaluated for 50 marks based on practical exam in computer lab.

5.0 EVALUATION OF PROJECT WORK:

5.1 A Project Review Committee (PRC) of the school is to be constituted with Director as chairperson, and two other senior faculty members of the department offering MBA (CCC).

5.2 Registration of Project work: A candidate is permitted to take up the project work after satisfying the attendance requirement of all the courses (theory and practical courses) up to II Year.

5.3 The duration of the project is for 6 months.5.4 Three copies of thesis, certified by the supervisor shall be submitted, to the

School.5.5 The Project report shall be adjudicated by one examiner selected by the

University out of 5-member panel submitted by the School who are eminent in that field of study.

5.6 The viva-voce examination of the project report shall be conducted by a board consisting of the External examiner (See section 5.6), the Head of the Department and Supervisor. The Evaluation pattern for the Project work is as: Internal Evaluation by Project Guide – 100 Marks External Evaluation by External Examiner – 50 Marks Viva Voce - 50 Marks

The Director, SMS-JNTUH shall coordinate and make arrangements for the conduct of viva-voce examination.

5.7 If the report of the viva-voce is not satisfactory, the candidate will retake the vive-voce examination after three months. If he fails to get a satisfactory report at the second viva-voce examination, he will not be eligible for the award of the degree, unless the candidate is asked to revise

and resubmit. If the report of the examiner is unfavorable again, the project shall be summarily rejected.

6.0 AWARD OF CLASS:After a student has satisfied the requirements prescribed for the

completion of the program and is eligible for the award of MBA(CCC) Degree shall be placed in one of the following four classes:

7.0 WITHHOLDING OF RESULTS:If the candidate has not paid any dues to the university or if any case of

indiscipline is pending against him, the result of the candidate will be withheld and he will not be allowed into the next semester. The issue of degree is liable to be withheld in such cases.

8.0 TRANSITORY REGULATIONS:Candidates who have discontinued or have been detained for want of attendance

or who have failed after having undergone the course are eligible for admission to the same or equivalent subjects as and when subjects are offered, subject to the conditions governing Award of MBA(CCC) Degree mentioned in Section 2.

9.0 GENERAL

9.1 The academic regulations should be read as a whole for purpose of any interpretation.

9.2 In case of any doubt or ambiguity in the interpretation of the above rules, the decision

of the Vice-Chancellor is final.

9.3 The University may change or amend the academic regulations and syllabus at any

time and the changes and amendments made shall be applicable to all the students

with effect from the date notified by the University.

9.4 Wherever the word he, him or his occur, it will also include she, her and hers.

9.5 There shall be no transfers within the constituent colleges of Jawaharlal Nehru

Technological university Hyderabad.

Grade Awarded Class Awarded % of marks to be secured

A First Class with Distinction 80% and above

B First Class with Distinction Below 80% but not less than 70%

C First class Below 70% but not less than 60%

D Second Class Below 60% but not less than 50%

E Pass class Below 50% but not 40%

F Fail Less than 40%

Documents

Mba (Ccc) Syllabus