PGP_IIPM_SS_IV_SEMESTER_2010-12

8/2/2019 PGP_IIPM_SS_IV_SEMESTER_2010-12

1/53

PGP_IIPM_SS_ IV_SEMESTER_2010 12

RELEASE DATE: SEPTEMBER 2011

PROGRAMME STRUCTURE

S No Subject Credits

1. Marketing Research 2

2. Production Management & TQM 2

3. Rural & Social Marketing 1

4. Retail Management 1

5. Business Ethics 1

6. Distribution Management 1

7. CRM 1

8. Business to Business Marketing 1

9. Digital Marketing 1

HR & PERSONNEL MANAGEMENT ELECTIVES

1 Strategic HR 4

2 Work Psychology 4

3 Performance Management & Appraisal System 4

4 International HRM 2

5 Cross Cultural Management of Human Resources 2

FINACIAL MANAGEMENT ELECTIVES

1 Mergers & Acquisitions 3

2 Strategic Corporate Finance 3

3 Derivatives, Options & Futures 3

4 Project Appraisal 2

5 Corporate Tax 3

6 Multinational Business Finance 3

SUPER SPECIALIZATIONS:

LEADERSHIP & STRATEGY

1 Gender & Leadership 1

2 Great Leadership Strategies and Visioning 2

INTERNATIONAL MARKETING

1 Export Procedures and Documentation 22 Indias Foreign Trade 1

OPERATIONS & SCM

1 Outsourcing and IT Based Businesses 1

2 Service Operations Management 1

3 Revenue Management and Pricing 1


2/53



IT & MIS

1 Financial Valuation of Technology Business 1

2 Technology & Strategic Consulting 1

3 Mobile Policy and M-Commerce 1

ENTREPRENEURSHIP1 New Product Development 1

2 Investing in Private Equity 1

3 Micro Finance 1

1 WEALTH MANAGEMENT

(Conducted by NUS Extension, Singapore)

3


3/53



MARKETING RESEARCH

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS

COURSE CREDIT: 02

1. MANAGEMENT INFORMATION FOR MARKETING DECISIONS (3 HRS) Information & its uses in marketing decisions: Types of decisions (strategic operational,

tactical); information to support the decision; data needed by marketing manager with their

sources (sales records, budgets for sales and marketing, reports on performance of variousbusiness segments / product groups; sales forecasts; casting data; published MR reports; in

house marketing research; commissioned MR; electronic data); questions needed to be

answered before information system is designed; steps involved in preparing informationsystem (select, record, examine, develop, implement, maintain); data, information, and

intelligence; decision making and information/data.

Forecasting: Market forecasts data needed (sales, market, demographic, economic,

quantitative); sales forecasts; preliminary idea about methods of forecasting.

Marketing I.S: Meaning; classification; planning systems; control systems; marketingresearch systems; scanning and external monitoring systems.

Marketing Research: Marketing research; market research; marketing research activities,buyer behavior, research in 4Ps; stages involved in M.R.

Data: Meaning; sources (internal and external) for marketing intelligence; databases andtechnology; types of data (hard-specific) soft unstructured.

Cost and Value of information: Cost; benefit; value.

2. FORECASTING (3 HRS)

What and why of Forecasts: Meaning; need for forecasting accuracy in forecasting; types:macro, meso, micro.

Time Frames: short, medium, and long term; forecasting market demand.

Forecasting and Marketing Decisions: Areas of forecasting; relevance for marketing.

Methods: Sensitivity analysis; expert opinion, trend extrapolation; trend correlation;

econometric modeling; cross impact analysis; multiple scenario, demand/hazard forecasting;qualitative methods (expert opinion, jury method; decision tree) network planning and

forecasting.

3. MARKET INTELLIGENCE (3 HRS)

Marketing Information system: Meaning; value of good information; outline of marketingI.S; various uses: monitoring of environment, determination of customer attitude; monitoring

of competitive behavior; reduction in financial risk; coordination of marketing and sales plan;


4/53



target promotional activities; evaluation of alternative decisions; measurement of

performance.

(If the students have already studied this subsection, it may be skipped)

Competitor Analysis: Competitor intelligence; scope; identification of competitors; 5 forces

model of Porter to understand competition within the industry; competitor strengths andweaknesses; data sources for competitor analysis; setting up a competitor intelligence system.

Benchmarking: Customer service audit; preparation of customer service index; accountingfor customers.

4. CONDUCTING MARKETING RESEARCH (6 HRS)

Application Areas: Marketing research; market research; segmentation and market research;

consumer market research; customer profiling; product research; price research; placement

research; promotion researchAdvantages and limitations

Sampling: What is a sample; why use a sample; how to take it (random sampling, deductive

reasoning, inductive reasoning; samples and population, characteristics of population);sampling process; analysis of collected information; errors to avoid.

Data Collection: Methods (survey, observation, experimentation, simulation); Interviews(meaning; types), projective techniques; group interviews; synetics, questionnaire (designing

& administration); shopping mall surveys; observations; panel research; experimental

research.

5. PROCESSING AND ANALYSING DATA (6 HRS)

Purpose

Editing

o Field Editing

o Central Editing

Coding & interpreting Data

o Coding rules

o Code-Book Construction

o Coding Closed Questions

o Coding Open Questions


5/53



o Dont Know Responses

Data Analysis Approach

o Frequency tables, Bar charts, Pie charts

o Histograms

o Stem & Leaf Displays

o Box plots

o Transformation

Cross Tabulation

Non-parametric Measures of Association

o Measures for Nominal Data

o Measures for Ordinal Data

Multivariate Analysis

o Selecting the right multi-variate technique

o Dependency Techniques

o Multiple Techniques

o Discriminate Analysis

o

MANOVA

o Factor Analysis

o Cluster Analysis

o Conjoint Analysis


6/53



Determinant Analysis

6. RESEARCH REPORTS & PRESENTATION (2 HRS)

Reporting research findings

Findings, conclusions, and recommendations.

Preparation of written reports and oral presentationsInterpreting research reports

7. COMMISSIONING MARKET INTELLIGENCE (1HR)

Engaging an external agency for research: why?

How to select an external MR agency

Briefing and dealing with the agency.

REQUIRED READING

NARESH MALHOTRA: Marketing Research: an Applied Orientation (Pearson)

PRODUCTION MANAGEMENT & TQM


COURSE CREDITS: 2

SECTION A: PRODUCTION (AND OPERATIONS) MANAGEMENT

(2/3 RD WEIGHTAGE)

1. MANAGING OPERATIONS (2 HRS)

Nature and scope of production/operation management

Relationship with other functional areas


7/53



Standardisation and simplification

Reliability and redundancy

Value engineering

Ergonomic considerations

Product (and service) design for differentiation

2. PROCESS DESIGNING (5 HRS)

Types of production systems and layouts

Capacity requirements planning

Facilities, location and influencing factors; evaluation of alternatives

JIT, FMS, and Group Technology

3. PRODUCTIVITY AND WORK STUDY (5 HRS)

Method study: Basic procedure, charts, diagram

Work measurement & Time study

Work sampling, learning curve, production standards Aggregate production planning; heuristic methods

4. PROCESS CONTROL (4 HRS)

Inventory management: Basic concepts; selective inventory control models; ordering

systems.

Material requirement planning; operations scheduling: Meaning, dynamic and static

scheduling

Process control and acceptance sampling

Maintenance: facilities; TPM

SECTION B: TOTAL QUALITY MANAGEMENT(1/3RD WEIGHTAGE)

5. NATURE AND SCOPE (4 HRS)

Introduction to total quality

Framework for organizational quality

Statistical quality control

6. TOTAL QUALITY AND BUSINESS ORGANIZATION (4 HRS)

Quality in customer supplier relationships

Designing organizations for quality

Designing, controlling, and improving organizational processes

Tools and techniques for total quality

Quality management systems

REQUIRED READINGS:

UPENDRA KACHRU: Production & Operations Management Text and Cases (ExcelBooks: 2007 Edition)


8/53



JAMES R. EVANS: Total Quality (Cengage: 2005): Chs. 1,2,4,5,6, and7

S.N. CHARY: Production and operations management (TMH)

RURAL AND SOCIAL MARKETING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS

COURSE CREDIT: 01

SECTION A: RURAL MARKETING

1. INTRODUCTION (1 HR)

Definition; myths and realities of rural markets

Characteristics of rural customer: Demographic and economic profile

Rural market environment, including infrastructure


9/53



Rural marketing and the 4 Ps: Problem areas

Challenges of rural marketing

2. RURAL CONSUMER(1 HR)

Rural market research

Consumer behavior STP approach

3. STRATEGIES (4 HRS)

Product strategies

Pricing strategies

Promotional strategies

Placement strategies

Innovations in rural marketing

Future of rural marketing in India.

SECTION B: SOCIAL MARKETING

4. BASIC ORIENTATION TO SOCIAL MARKETING (1 HR)

Meaning & scope

Planning process for social marketing

Success formulae in social marketing field

5. ENVIRONMENT FOR SOCIAL MARKETING (1 HR)

Researching for social marketing

Mapping the internal and external environment

Target audience and its readiness

6.STRATEGIES FOR SOCIAL MARKETING (4 HRS)

Setting objectives and goals

Desired positioning

Creating a product platform

Monetary and non-monetary incentives and disincentives

Making access convenient and pleasant

Developing the place strategy

Promotional strategy

REQUIRED READINGS

PRADEEP KASHYAP & S. RAUT: The Rural Marketing Book (Biztantra)

PHILIP KOTLER & NANCY R. LEE: Social Marketing: Influencing Behaviors ForGood (Sage Publications )
http://www.flipkart.com/author/nancy-r-lee/http://www.flipkart.com/author/nancy-r-lee/


10/53



RETAIL MANAGEMENT


COURSE CREDIT: 1

1. BASICS OF RETAILING (2 HRS)

Definition, scope, and importance; organized vs. unorganized retailing; retail competition

Retail life cycle

Emerging trends in retailing

Retail formats; retailing formats in India

Retailing scenario in India


11/53



Evaluation criteria / ratios for retail effort

2. RETAIL PLANNING (3 HRS)

Information gathering and strategic planning; operation management

Retail financial strategy

Target market selection and retail location Store design and layout

Visual merchandising and display

3. RETAIL MARKETING & MERCHANDISING (4 HRS)

Merchandise planning, buying and handling

Pricing, promotional, and communication MIX

Customer service; gaps model; CRM

4. RETAIL MANAGEMENT INFORMATION SYSTEMS (2 HRS)

Role of Technology in retailing

MIS: Meaning and scope in retail

Retail audits

5. NEW RETAILING FORMATS (1 HR)

Direct selling

Online retailing

REQUIRED READINGS

LEVY & WEITZ: Retailing Management (TMH: Latest Edition)

ET CDs on Retailing

IMAGES YEAR BOOK ON RETAILING 2010/11

BUSINESS ETHICS


COURSE CREDIT: 1

1. INTRODUCTION (1 HR)

Business functioning and ethical dilemmas in management

Unethical behaviour and conduct at individual, group, and corporate level

2. INDIVIDUAL ETHICS (2 HRS)

Ethics in corporate strategy


12/53



Ethical dilemmas and value clarification for future managers

3. GROUP ETHICS (2 HRS)

Ethical attitudes of Indian managers

Managers facing unethical management

4. CORPORATE ETHICS (2 HRS)

Ethics and company philosophies

Corporate social responsibility

5. APPLICATIONS (5 HRS)

Ethics in marketing research and marketing strategy

Ethics in finance: Tax planning; financial disclosures

Ethics in information technology and systems usage

Ethics and human resources management

Environmental ethics

(Faculty should use Indian case studies for this unit)

REQUIRED READINGS

MANUEL G. VELASQUEZ: Business Ethics: Concepts and Cases (Pearson: Latest

Edition)

P. S. BAJAJ & RAJ AGGRAWAL: Business Ethics (Biztantra)

DISTRIBUTION MANAGEMENT


COURSE CREDIT: 1

1. DISTRIBUTION PLANNING AND CONTROL (4 HRS)

Role and function of intermediaries; their selection and motivation

Distribution analysis, control, and management

Channel dynamics: VMS, HMS, multichannel marketing system

Channel conflict and their management


13/53



2. DISTRIBUTION SYSTEM AND LOGISTICS (6 HRS)

Physical distribution system: Various decision areas

Modes of transport in India; their characteristics

Logistics management: Meaning; functional areas of logistics; logistics integration for

customer satisfaction Distribution costs management and customer service

Supply chain management

3. INTEGRATION OF SALES AND DISTRIBUTION STRATEGIES (2 HRS)

Customer Orientation and the sales management

Customer orientation and distribution management

Alignment of two types of strategies

REQUIRED READINGS:

COUGHLAN, ANDERSON, STERN, AND EL-ANSARY: Marketing channels (PHI:

Latest edition). Relevant chapters

For Indian perspective also read:- S.L.GUPTA: Sales and Distribution Management (Excel)

- P.VENUGOPAL: Sales and Distribution Management (Response)

CUSTOMER RELATIONSHIP MANAGEMENT


COURSE CREDIT: 1

1. INTRODUCTION TO CRM (1 HR)

Concept of satisfaction, dissatisfaction, and delight

Starting point: Customer needs identification; meeting the needs; exceeding expectations:

transactional marketing to relational marketing


14/53



2. UNDERSTANDING AND DEFINING THE INTERNAL CUSTOMER(2 HRS)

The triangle of marketing: internal, external, and interactive marketing

Internal customer philosophy: Understanding internal customer needs, teamwork, and

employee care

Involvement of employees in serving the external customer better

3. CUSTOMER ACQUISITION, MAINTENANCE, AND ENHANCEMENT (3

HRS)

Understanding changing customer needs, behaviour, and expectations

Provision of service in a competitive environment

Permission marketing and CRM

Retention management strategies

Attrition management

4. CUSTOMER RELATIONSHIP MANAGEMENT PROCESS (2 HRS)

Technology as enabler

Data warehousing and data mining

E CRM solutions

5. BUILDING AND DELIVERING A CRM PROGRAM (4 HRS)

Setting up of CRM program objectives

Estimation of resource needs, including finances

Program delivery logistics: call centre, internet, web, etc.

REQUIRED READINGS:

S. SHAJAHAN: Relationship Marketing (TMH)

G. SHAINESH & JAGDISH N. SHETH: Customer Relationship Management(Macmillan)

BUSINESS TO BUSINESS (B2B) MARKETING


COURSE CREDIT: 01

1. B2B MARKETING: OVERVIEW (1 HR)

Nature and scope of B2B marketing

Basics of industrial marketing

Difference between consumer marketing and industrial marketing


15/53



2. UNDERSTANDING CUSTOMER & ITS ENVIRONMENT (3 HRS)

Organisational buying behaviour

Organising for the buying function

Managing buyer seller relationship

Researching the industrial markets

3. ORGANISING THE MARKETING FUNCTION (8 HRS)

Market segmentation strategy

Product decisions for industrial products

Management of new industrial products

Pricing strategy for new products

Pricing strategy in a competitive environment

Communication for industrial markets

Industrial products distribution

Commercial aspects of industrial marketing Industrial selling

REQUIRED READING

P. K. GHOSH: Industrial Marketing (OUP): Relevant chapters only.

STRATEGIC HUMAN RESOURCE MANAGEMENT


COURSE CREDITS: 4

1. OVERVIEW OF SHRM (2 HRS)

Concept of people as strategic assets; value chain and role of HR

Strategy and HR planning the linkages between the two

HRM challenges of the 21st century

H. R & PERSONNEL MANAGEMENT

ELECTIVE


16/53



2. ALIGNMENT OF HUMAN RESOURCES TO STRATEGY (5 HRS)

Migration from HRM to SHRM; comparison and contrast between the two

Barriers to SHRM

Roles of SHRM

Economics of HRM: Cost benefit analysis; employee value; human capital accounting

3. HRM AND ORGANIZATIONAL STRATEGIES (5 HRS)

Corporate strategy and HR

Business strategy and HR

Environmental (external and internal) context of HR: PEST, diversity, demographics,

internal resources, etc. as factor dictating HRM

4. WORK SYSTEMS (5 HRS)

Designing of work systems: Approaches

Redesigning work systems and organizations

O.D: Processes; dimension; influencing factors

Organizational structure: Types of structures and their relevance and shortcomings.

Emerging trends: Telecommuting; contract working; temps, etc

5. FORECASTING H.R. DEMAND AND SUPPLY (5 HRS)

Forecasts of external and internal H.R. supplies: Meaning; techniques available;

limitations of forecasts

Strategic considerations involved: develop or procure; investment in training

Demand forecasting: Methods; strategic issues involved; limitation of forecasts

6. STRATEGIC ISSUES IN LEADERSHIP (5 HRS) Management of workforce diversity (age, gender, culture)

Succession planning

Family owned and professional businesses

Influx of technology and leadership issues

7. MAINTENANCE OF HUMAN RESOURCES (4 HRS)

Employee safety and health: Building organizational effectiveness related to safety andhealth; implementation of safety and health controls

Training strategies for health and safety

Financial implications of health and safety issues: compensation, production loss,

employee turnover, product safety, and marketing issues.

8. EMPLOYEE SEPARATION AND DOWNSIZING (5 HRS)

Concept, types, and management of separation

Downsizing: Meaning, kinds, and process

Downsizing vs. outsourcing

Termination strategies, redeployment, and retraining


17/53



9. SHRM ISSUES IN M&A (4 HRS)

Management of HR during M&A: Due diligence, manpower plan, communication,retention

Integration: HR integration, cultural integration

Organizational culture and M&A: Significance of culture during mergers; role of HRdepartment

10. OUTSOURCING (4 HRS)

Concept; outsourcing vs. consulting; outsourcing vs. jobbing; types of outsourcing

Reasons for outsourcing: Strategic, tactical, and transformational

Criteria for outsourcing

Practising outsourcing

11. HR AND INFORMATIONAL TECHNOLOGY (4 HRS)

Linkage between HR & IT: Impact

Various technologies affecting HRM: Interactive voice recording, CD-ROM, Laser disc,networks, www, RDBMS, groupware, etc.

Human resource information systems

Application softwares for HRM

Important Note: Ideally, SHRM includes Recruitment, Staffing, T&D, Compensation,Performance related issues as well. These dont find a mention here since they have been covered

elsewhere.

REQUIRED READING

CHARLES R. GREER: Strategic Human Resource Management A General Managerial

Approach (Pearson)OR

MILLMORE, LEWIS, SAUNDERS, THORNHILL & MORROW: Strategic HRD

(PHI)

OR

TANUJA AGARWALA: strategic HRM (OUP)

WORK PSYCHOLOGY


COURSE CREDITS: 04

1. PSYCHOLOGICAL PROCESSES IN WORK CONTEXT (4 HRS)

Framework of work psychology; methodology to understand it

Biological basis of human behaviour at work


ELECTIVE


18/53



Development, learning, perception, cognition, motivation, attitude formation, and action

Attraction and application

Aggression and conflict at workplace

Working in groups

2. PERSONALITY IN WORK CONTEXT (4 HRS) Personality: Meaning; dimensions; psychodynamic, behaviouristic, dimensional,

humanistic / phenomenological and cognitive perspective

Psychopathology

Work adjustment

3. INDUSTRIAL PSYCHOLOGICAL RESEARCH (4 HRS)

Industrial Psychology: Foundations; research methods involved

Descriptive statistics: Central tendencies, dispersions, correlation, regression, distributions

Inferential statistics: Sampling distribution and hypothesis testing

Practical application of statistical tools for conducting psychological research

4. ORGANIZATIONAL PSYCHOLOGY (4 HRS)

Individual as the focus of organizational working

Group behaviour

Organizational processes and dynamics

5. ENVIRONMENTAL PSYCHOLOGY (4 HRS)

Environmental perception, cognition, and attitudes

Environmental stressors; relevance of territorial, private, and personal space to

environmental behaviour

6. PSYCHOLOGICAL ADJUSTMENTS IN THE WORK CONTEXT (4 HRS)

Work and psychological well being

Work life balance and its work psychology implications

Work maladjustment & psychological adjustments

Work dysfunctions and other work related & organizational adjustments problems

Strategies to manage and promote organizational and employee well being; individualmethods to promote the psychological health in workplace

7. WORKPLACE DIVERSITY (4 HRS)

The diversity mosaic: Meaning and sources

National culture and functioning of organization

Role of an individual in diversity

Prerequisites for the effective functioning of a diverse force

Promotion of diversity to enhance organizational performance

Management of diversity to preserve performance

8. INDUSTRIAL PSYCHOLOGY TESTING AND ASSESSMENT (8 HRS)


19/53



Psychological testing: Meaning, scope, and effectiveness

Principles involved: Norms and meaning of test scores, reliability, validity, and item

analysis

Ability testing: Individual tests; tests for special populations; group testing

Personality testing: Self assessment personality inventories; measurement of interests and

attitudes; projection techniques Application of testing; ethical and social considerations involved

9. PERSONNEL PSYCHOLOGY (8 HRS)

Criteria: Standards for decision making, job analysis, job evaluation

Predictors: Psychological tests and inventories, interviews, assessment centres, etc.

Personnel decision: A model of personnel decisions, recruitment, selection, placement,training and development (see the note below as well)

10. INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE (4 HRS)

Demographic, personality, and cultural factors contributing to individual differences

Individual differences in the work context

Individual difference in goal striving, work motivation, and work satisfaction

Individual differences and decision making behaviours

Individual differences and organizational withdrawls

Important: Ideally topics like Learning, career management, group dynamics, etc. are also

covered under work psychology. But these find a suitable coverage elsewhere in our credit courses.

Hence their exclusion here.

REQUIRED READINGS

SCHULTZ: Psychology and Work Today (Pearson) MATTHEWMAN, ROSE, AND HETHERINGTON: Work Psychology: An

Introduction to Human Behaviour in the workplace (OUP: 2009)

PERFORMANCE MANAGEMENT & APPRAISAL SYSTEM


COURSE CREDITS: 04

1. INTRODUCTION TO PERFORMANCE APPRAISAL (4 HRS)

Performance appraisal: Meaning, purpose, and scope

Pros, Cons and reputation of performance appraisal


ELECTIVE


20/53



Legal aspects of performance appraisal systems

Performance coaching and performance appraisal

2. PERFORMANCE PLANNING (4 HRS)

Performance planning: Definition

Performance planning and managers as well as employees responsibilities The performance planning meeting

Results versus behaviours

Determining key job responsibilities

Goal setting & goal statement; SMART objectives

Performance management system: Definition and workforce processes, viz., careerplanning, compensation management, and separation planning

3. PERFORMANCE EXECUTION (4 HRS)

Performance execution: Meaning, and scope

Performance execution & managerial and employee responsibilities

Performance tracking

Performance enhancement: Motivators

4. PERFORMANCE ASSESSMENT (8 HRS)

Role of performance assessment; responsibilities of employee, manager, and topmanagement

Performance assessment: Ensuring reliability and validity

Performance appraisal: Self, 3600 , web based

Evaluating the appraisals

Avoidances of biases in appraisal process

Rating scales and rating errors Extenuating circumstances

Appraisal reports

5. PERFORMANCE REVIEW (6 HRS)

Tools and techniques for review

Roles of employee and manager in review process

Process of review; cares to be taken

Tricky situations during review

Closure of review process

6. THE PERFORMANCE APPRAISAL (6 HRS)

Determination of core competencies & job analysis before appraisal

Designing of appraisal format and form

Ratings and weightage of various yardstick

Interpretation of scores

Methods of Appraisal: Straight ranking, paired comparison, critical incident, behaviorally

anchored rating scale, MBO


21/53



Reasons for failure of performance appraisal

7. THE PERFORMANCE APPRAISAL PROCESS (6 HRS)

Designing and establishment of process

Stakeholder expectations

Management training requirements for performance appraisals Maintaining and monitoring the appraisal system

Inter-and intra-rater reliability

8. BUILDING PERFORMANCE EXCELLENCE (6 HRS)

Factors leading to excellence in work

Creating development plans that work for the employees

Management and employee responsibilities in development

Using the job as part of the development process

Problem employees

Identifying gaps between desired and actual performance Getting a buy in to change

Documenting change discussions

Attitude and attendance problems

9. PERFORMANCE COUNSELING (4 HRS)

Objectives of counseling

Conditions for effective counseling

Sequential process of performance counseling

Making counseling effective

REQUIRED READING T V RAO: Performance management and Appraisal Systems (Response)

HERMAN AGUINIS: Performance Management (Pearson Education) 2007

TV RAO & OTHERS: 360 Degree Feedback and Assessment, Vol-I,II, and III (Excel)

INTERNATIONAL HUMAN RESOURCE MANAGEMENT


COURSE CREDITS: 02

1. INTRODUCTION TO IHRM (3 HRS)

Meaning and scope; reasons for going global


ELECTIVE


22/53



Difference between domestic HRM and IHRM

Forces of change and global work environment

Organizational dynamics and IHRM: Role of culture in international HRM, culture and

employee management issues, organization processes in IHRM, linking HR to international

operations

Challenges of IHRM International HRIS

2. THE ORGANIZATIONAL CONTEXT (2 HRS)

Introduction; path to global status

Control mechanism in an organization: Formal (reporting, structure, etc) and informal

(culture, etc)

Mode of operation of a firm in international context

3. IHRM: RECRUITMENT, SELECTION, AND TRANSFERS (4 HRS)

Issues in staff selection

Staffing and international allocation of human resources

Approaches to staffing: Ethnocentrism, polycentrism, geocentrism, regiocentrism

Transfer to staff for international business activities: International assignments

Expatriates and their roles

Role of non expatriates

Corporate HR

Recruitment, selection, and staffing in international context: International managers (parent

country nationals, host country nationals, third country nationals); recruitment methods andselection criteria and techniques for international workforce.

Selection criteria

Issue of female expatriates Performance of expatriates: Influencing factors

4. TRAINING AND DEVELOPMENT (2 HRS)

Scope of T&D in IHRM

Role of expatriate training

Components of effective pre departure training programs

Effective of pre departure training

Development of staff through international assignments

5. COMPENSATION (3 HRS)

International compensation: Forms, factors influencing, compensation practices, socialsecurity systems.

Objectives of international compensation

Key components of an international compensation program

Approaches to international compensation


23/53



Global compensation: Emerging issues

6. RE-ENTRY AND CAREER ISSUES (2 HRS)

The repatriation process

Individual reaction to re-entry

Multinational responses Designing a repatriation program

7. GLOBAL HR ISSUES (3 HRS)

HRM in the host country context

Standardization and adaptation of work practices

Retaining, developing, and retrenching staff

HR implications of language standardization

Monitoring the HR practices of host country subcontractors

8. PERFORMANCE MANAGEMENT (3 HRS)

Introduction: Performance appraisal and management

Multinational performance management

Performance management of international employees, expatriates, third, and host country

employees

Performance appraisal of international employees

Appraisal of host country nationals (HCN) employees

Issues and challenges in international performance management

9. NEW DEVELOPMENTS & IHRM (2 HRS)

HR and global organizational capability

HR and business process outsourcing Managing HR from a distance

REQUIRED READINGS:

PETER J. DOWLING & DANICE E. WELCH: International HRM (Cengage Learning)

OR

BREWSTER, SPARROW & VERNON: International HRM (Mc Graw Hill: 2007)

CROSS CULTURE MANAGEMENT OF HUMAN RESOURCES


COURSE CREDITS: 02

1. UNDERSTANDING CULTURE AND CROSS CULTURE (2 HRS)

Essence of culture


ELECTIVE


24/53



Definition and implication for human behaviour

Dimensions of corporate culture

Crosscultural adjustments

Culture and social groups

2. ORGANIZATIONAL CULTURE (3 HRS) Administrative heritage and organizational culture; implications of globalised world

Impact of organizational culture on managerial aspects, specially HRM

Challenge of multicultural workgroups and teams

3. FRAMEWORKS FOR MAPPING CULTURE (3 HRS)

Geert Hoefstede

Clyde Cluckhohn

TE Hall / Trompennars contribution

4. INDIAN BUSINESS CULTURE FOR MNCs (3 HRS)

Role of social institutions (Religion, caste, class, etc)

Management practices in India: Implications for expatriate managers

Hoefstedes framework for India

5. BUSINESS CULTURES IN (7 HRS)

USA

Japan

China

Middle East

South Korea

Western Europe

6. IMPLICATIONS FOR HRD & HRM: (4 HRS)

Recruitment, selection, compensation, training and development, etc

Communication

Other areas, like team working, etc

Management of complexities in cross culture situations

7.ROLE AND RESPONSIBILITIES OF A GLOBAL MANAGER(2 HRS)

Manager as decision maker in a cross cultural environment

Manager as negotiator

Manager as leader

REQUIRED READING

RICHARD M. HODGETTS, LUTHANS & DOH: International Management Culture,

Strategy, and Behaviour (TMH: 6th edition)


25/53



MERGER & ACQUISITIONS


COURSE CREDITS: 3

1. FORMS OF BUSINESS ALLIANCES (7 HRS)

Strategic choice of type of business alliance

FINANCIAL MANAGEMENT

ELECTIVE


26/53



Merger and acquisition and take-over

Introduction to restructuring problems; types of mergers; reasons for M & A; vertical,

horizontal, conglomerate, concentric mergers.

History of mergers the first to the fourth wave and causes thereof.

The strategic Process Theories of mergers and tender offering financial synergy and

managerial synergy.

2. DEFINING AND SELECTING TARGET (5 HRS)

Pricing of mergers (Pricing the competitive bid for takeover)

Negotiation/approach for merger

Acquisition and take over contracting; implementation of M & A; managing post-merger

issues

3.VALUING FIRMS AND THE DIFFERENT METHODS OFVALUATION (7 HRS)

Product life cycle effect on valuation.

Corporate and financial restructuring

Divestiture Mechanism, process and techniques legalities involved in M & A and take-

over

Ethical issues of merger and take-over

4.ACCOUNTING FOR MERGERS (5 HRS)

Financing the mergers and Take-overs

Corporate restructuring divestment and abandonment

5. JOINT VENTURE AND ALLIANCES (7 HRS)

Leveraged buyout

Share repurchase.

Takeover defences

International take over and restructuring

The M & A process

Implementation and management guides for Mergers & Acquisitions.

6. LEGAL ASPECTS OF M&A (5 HRS)

Legal aspects of mergers/amalgamation and acquisition; provisions of Companies Act;SEBI regulation; Takeover Code; schemes of amalgamation; court approvals

Note: The subject will be taught with the help of case studies from the Indian corporate world.

REQUIRED READINGS:

GAUGHAN: Mergers, Acquisition & Corporate Restructuring (John Wiley)

SUDI SUDERSANAM: Creating Value from M&A (Pearson)
http://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspxhttp://www.indiastudychannel.com/resources/37815-Anna-Universioty-MBA-MERGERGS-AND-ACQUISITIONS.aspx


27/53



STRATEGIC CORPORATE FINANCE


COURSE CREDITS: 3

1. INTRODUCTION TO STRATEGIC FINANCE (3 HRS)

Business system and maximization of wealth of shareholders/stakeholders


ELECTIVE


28/53



Objective function of a business entity: wealth maximization for the shareholders and/or

stakeholders

Corporate governance issue: Principal agency problem

Share holders marginal and average

2. PRINCIPLES OF INVESTMENT DECISION (5 HRS) Risk and hurdle rates

Risk measurement of equity (cost of equity)

Risk management of debt (cost of debt)

Cost of capital overall

3. MEASUREMENT OF RETURNS (4 HRS)

Investment decisions: strategic and tactical roadmap for companies

Capital budgeting: Concepts; decision making, including risk analysis

Inflation and capital budgeting

Economic value added (EVA): Concept and measurement in India companies

4. CORPORATE FINANCING DECISIONS (7 HRS)

Corporate life cycle approach

Corporate debt: Benefits and costs

Optimal capital structure

Issues in designing capital structure (profitability & liquidity, control & tax tax planning,

maneuverability)

Transition from prevailing capital structure to optimum mix (debt plus equity)

5. DECISION ABOUT DIVIDEND PAYOUTS (5 HRS)

Relevance/irrelevance of dividends Dividend policy trends in India

Legal, procedural, and tax aspects

6. BUSINESS DECISIONS AND BUSINESS VALUATION (7 HRS)

Basics of business valuation

Discounted cash flow: Concept, variants, and measurement

Real options

Relative valuation

Integrated business valuation

7. CORPORATE RESTRUCTURING AND CORPORATE FINANCE (5 HRS)

Financial framework for Corporate Restructuring

Corporate Debt Restructuring Mechanism

PE and hybrid financing

REQUIRED READING

A. DAMODARAN : Applied Corporate Finance (John Wiley)


29/53



DERIVATIVE, OPTIONS & FUTURES


COURSE CREDITS: 3

1. INTRODUCTION TO DERIVATIVES (3 HRS)


ELECTIVE


30/53



Definition,

Products

Participants and functions (types of members)

Types of derivatives

Exchange-traded vs. OTC derivatives markets.

Derivatives market at NSE (including turnover)

2. MARKET INDEX (3 HRS)

Index number: Concept and construction

Desirable attributes of an Index

Types of indexes

The S&P CNX Nifty; Concept; components

Applications of Index for decision making

3. FUTURES AND OPTIONS (4 HRS)

Forward contracts; Meaning Limitations of forward markets

Futures: Concept; distinction between futures and forward contracts

Options: Meaning and terminology; distinction between futures and options

Index derivatives

4. PRICING OF FUTURES (2 HRS)

Index futures

Stock futures with and without dividends

Commodity futures

5. APPLICATION OF FUTURES & OPTIONS (4 HRS) Payoff for derivatives contracts (futures and options)

Difference between trading of securities and trading of futures on individual securities

Use of futures (Only simple strategies of hedging, speculation and arbitrage)

1. Index futures2. Stock futures

Use of options (Only simple strategies of hedging, speculation and arbitrage)1. Index options

2. Stock options

6. SWAPS (4 HRS)1. Interest rate swaps: Meaning, mechanics, and valuation

2. Swap quotes and LIBOR zero rates

3. Currency swaps: Meaning and valuation

7. TRADING STRATEGIES INVOLVING OPTIONS (2 HRS)

Strategies involving a single option and a stock

Spreads


31/53



Combinations

8. INTRODUCTION TO BINOMIAL TREES (4 HRS)

One step binomial model

Risk neutral valuation

Two step binomial tress A put example

Extension of the basic tree approach

9. THE GREEK LETTERS (2 HRS)

Delta

Theta

Gamma

Vega

RhoTheir use and interpretation

10. THE BLACK SCHOLES MODEL (4 HRS)

Lognormal property of stock prices

The distribution of the rate of return

The expected return

Volatility of returns

Concept and derivation of Black Scholes equation

Implied volatility

11. CREDIT DERIVATIVES (4 HRS)

Credit default swaps

Total return swaps

Credit spread options

Collateralized debt obligations

Adjusting derivative prices for default risk

REQUIRED READINGS

JOHN C. HULL: Options, Futures and Other Derivatives (PHI: 2006)

VOHRA & BAGRI: Futures & Options (TMH)

PROJECT APPRAISAL


COURSE CREDITS: 02

FINANCIAL MANAGEMENTELECTIVE


32/53



1. MANAGEMENT OF PROJECTS (2 HRS)

Definition of a project; need for project management; project life style

Project selection and criteria of choice; project selection models

Project charter, scope, planning and scope for their modification

2. IDEATION STAGE (2 HRS) Idea generation, environment scanning, corporate appraisal, and profit potential

Porter model

Scouting for project ideas and their preliminary screening

Project rating based on various criteria

3. MARKET AND DEMAND ANALYSIS (2 HRS)

Market appraisal through secondary information

Market surveys

Demand forecasting

4. TECHNICAL ANALYSIS (2 HRS)

Manufacturing process/technology

Project mix, plant capacity, location, and site

Machinery & equipment, civil works

Environmental considerations

Project charts and layouts

5. PROJECT COSTING AND FINANCE (6 HRS)

Cost of project

Sources of finance

Production and sales estimates; cost of production Working capital requirement and sources

Estimates of working results, including profitability projections

Cash flow projections and projected balance sheet

6. PROJECT SELECTION (6 HRS)

The time value of money

Investment criteria

Overall cost of capital

Risk analysis: Measurement of risk; sensitivity analysis; simulation; decision tree

7. PROJECT SCHEDULING / NETWORK TECHNIQUES (4 HRS)

Development of project network and time estimation

CPM and PERT analysis; float time; crashing of activities

Cost analysis of resource allocation

REQUIRED READING


33/53



PRASANNA CHANDRA: Project Planning, Analysis, Financing, Implementation, and

Review (TMH)

CORPORATE TAX



ELECTIVE


34/53



COURSE CREDITS: 2

1. INTRODUCTION (2 HRS)

Definitions, residential status, heads of income, computation of taxable income

2. TAXATION OF COMPANIES (8 HRS) Special provisions in computation of profit from business

Deduction from gross total income

Amalgamation of companies and fiscal incentives

Minimum alternative tax on companies

Special provisions relating to tax on distributed profits of domestic companies

3. TAX PLANNING (9 HRS)

Concept relating to tax avoidance and tax evasion

Tax planning with reference to; location of undertaking, types of activity, ownershippattern, dividend policy, Issue of bonus shares, Inter corporate dividends and transfer

Tax planning relating to amalgamation and mergers of companies

Tax considerations in respect of specific managerial decision like make or buy, own orlease, close or continue, sales in domestic markets or exports, capital budgeting decisions,

managerial remuneration, foreign collaboration and joint ventures.

4. TAX MANAGEMENT (5 HRS)

Filing of returns and assessments

Penalties and prosecutions

Appeals and revisions

Advance tax, TDS, advance rulings

Avoidance of double taxation agreements

REQUIRED READINGS

VINOD SINGHANIA & MONICA SINGHANIA: Students Guide to Income Tax

(Taxmann)

GIRISH AHUJA & RAVI GUPTA: Corporate Tax Planning and Management

(Bharats)

MULTINATIONAL BUSINESS FINANCE



ELECTIVE


35/53



COURSE CREDITS: 3

1. ESSENTIALS OF INTERNATIONAL FINANCE (8 HRS)

International finance: Issues & dimensions

International finance: Nature, role

International monetary/financial system, including important institutions. Internationalization process; international financial flows, and balance of payments

framework

2. CAPITAL STRUCTURE IN MBF (8 HRS)

2. Issues of capital structure in MNCs with spl. ref. to desire to control strategic stake,

sovereign fund financing, PE financing (Govt. perspective)3. Instruments to raise capital (ADRs/ GDRs/ IDRs/ ECBs/ Euro issues and related issues;

hedge funds)

3. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS)

Financial accounting and foreign exchange Managing accounting exposure

Measuring economic exposure & managing it

Fair value accounting with spl ref. to scandals & Accounting standard (AS-16)

4. MULTINATIONAL CAPITAL BUDGETING (8 HRS)

International portfolio investment; including diversification

Capital budgeting for the MNC

Cost of capital for foreign investment

Managing of political risk

5. MULTINATIONAL WORKING CAPITAL MANAGEMENT (8 HRS) Short term financing

Financing of foreign trade

Current asset management for the MNC

Multinational financial system

REQUIRED READINGS

MOFFETT, STONEHILL, EITEMAN: Study Guide for fundamentals of Multinational

Finance (Addition Wesley: 2008)

GENDER & LEADERSHIP

SUPER SPECIALISATION



36/53




COURSE CREDIT: 1

1. GENDER INTELLEGENCE: MEN VS. WOMEN (1 HR)

Gender/brain spectrum

Equal but different intelligence

Scientific process: Practice of leadership in the context of gender differences

2. MALE AND FEMALE BRAINS (1 HR)

Primary areas of brain difference

Aping by women of men: Is it possible and/or desirable?

Gender stress and tensions in the workplace

3. LEADERSHIP AND GENDER DIFFERENCES (2 HRS)- Manifestation of brain differences in leadership

- Core leadership difference: Approaches to being incharge- Balanced leadership

- Leading differently

4. NEGOTIATIONS (1 HR)

Science of gender and negotiation

Balanced leadership and negotiation process

5. MEETINGS (1 HR)

Gender balanced management skills for improving meeting outcomes

6. COMMUNICATION (1 HR)

Verbal communication

Non verbal communication

Communication differences in sales

7. CONFLICT RESOLUTION (1 HR)

Balanced leadership and conflict resolution

Sexual harassment at workplace

8. RETAINING, MOTIVATING, AND WORKING WITH TALENT (1 HR)

Balanced leadership and the bottomline Needs and wants of women at the workplace

Obstacles in the way of meeting womens needs

9. WOMEN ON TOP (1 HR)

Empowerment of women

Women supervisors for men

Women & Glass ceiling


37/53



10. MENTORING AND COACHING (2 HRS)

Importance of mentoring and coaching in gender science

Focus areas in mentoring and coaching for men and women

Mentoring women

Supervision of women by men

REQUIRED READINGS:

GEORGIA DUERST LATHI & RITA MAE KELLY: Gender Power, Leadership, and

Governance (University of Michigan)

MICHAEL GURIAN & BARBARA ANNIS: Leadership and the Sexes

Power woman ( A 4Ps B&M Quarterly supplement)

GREAT LEADERSHIP STRATEGIES AND VISIONING




38/53




COURSE CREDITS: 2

1. THE NATURE AND IMPORTANCE OF LEADERSHIP (1 HR)

Meaning

Impact on organizational performance

Roles

Framework for understanding leadership

Skill development in leadership

Followership

2. TRAITS, MOTIVES, AND CHARACTERSTICS (1 HR)

Personality traits of effective leaders

Leadership motives

Cognitive factors and leadership

Influence of heredity and environment

Strengths and limitations of traits approach

3. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP (1 HR)

Meaning of charisma

Types of charismatic leaders

Characteristics of charismatic leaders

The vision component of charismatic leadership

The communication style

The development of charism

Transformational leadership Concerns about charismatic leadership

4. LEADERSHIP BEHAVIOURS, ATTITUDES, AND STYLES (2 HRS)

Classic dimension of consideration and initiating structure

Task related attitudes and behaviour

Relationship oriented attitudes and behaviours

360 degree feedback for fine tuning a leadership approach

Leadership styles

5. CONTIGENCY AND SITUATIONAL LEADERSHIP (2 HRS)

Situational influences on effective leadership behaviour

Fiedlers contingency theory of leadership effectiveness

The path-goal theory of leadership effectiveness

Situational leadership II

Normative decision model

Cognitive resource theory: intelligence, experience, and stress

Contingency leadership in the executive suite


39/53



Leadership during a crisis

6. POWER, POLITICS, AND LEADERSHIP (2 HRS)

Sources and types of power

Tactics for becoming an empowering leader

Factors in organizational politics Political tactics and strategies

Control over dysfunctional politics

7. LEADERSHIP INFLUENCE (2 HRS)

Power and influence

Influence tactics

Relative effectiveness and sequencing of influence tactics

Implicit leadership theories and leadership influence

8. TEAMS AND LEADERSHIP (1 HR)

Team vs. solo leadership

Leaders role in team based organizations

Fostering teamwork

Leader member exchange model

9. MOTIVATION AND COACHING (2 HRS)

Expectancy theory and motivational skills

Goal theory

Recognition and pride for motivation

Coaching as a leadership philosophy

Coaching skills and techniques Executive coaching and leadership effectiveness

10. CREATIVITY, INNOVATION, AND LEADERSHIP (2 HRS)

Steps in creative process

Characteristics of creative leaders

Overcoming traditional thinking

Organizational methods to enhance creative problem solving

Climate for creative thinking

Leadership practices for innovation

11. COMMUNICATION AND CONFLICT RESOLUTION (1 HR)

Inspirational and powerful communication

Supportive communication

Cross cultural communication barriers

Resolution of conflict through negotiation

12. LEADERSHIP ETHICS (1 HR)


40/53



Centrality of ethics to leadership

Different perspectives on leadership

Principles of ethical leadership

13. CROSSCULTURAL DIVERSITY AND LEADERSHIP (1 HR)

Advantages of managing for diversity Cultural factors and leadership

Cultural sensitivity, intelligence, and global leadership skills

Leadership initiatives for achieving cultural diversity

Multicultural organizations

14. LEADERSHIP DEVELOPMENT AND SUCCESSION (1 HR)

Development through self awareness and self discipline

Development through education, experience, and mentoring

Leadership development programs

Evolution of leadership development efforts Leadership succession

REQUIRED READINGS:

GARY YUKI: Leadership in Organizations

PETER G. NORTH HOUSE: Leadership Theory and Practice

PRITAM SINGH & ASHA BAHNDEKAR: In search of Change Maestro (Response:

2011) (The faculty should ask the students to make presentations from the last book which

describes Indian business leaders; 4 hours have been reserved for this purpose)


41/53



EXPORT PROCEDURES AND DOCUMENTATION


COURSE CREDITS: 2

1. EXIM DOCUMENTS: OVERVIEW (2 HRS)

Need and importance of documents

Nature and characteristic features of export import documents

2. LANGUAGE OF INTERNATIONAL TRADE (3 HRS)

Trade terms; need for standardization

INCO TERMS: Significance and explanation

Variations of INCOTERMS

3. EXPORT PAYMENT TERMS AND DOCUMENTARY CREDIT (3 HRS)

Advance payment Open account

Documentary collection

Documentary credit

Consignment sale

4. CLEARING AND FORWARDING (2 HRS)

Clearing of cargo for export & import: Step by step approach

Functions and services provided by C & F agents

5. EXPORT FINANCE AND PAYMENTS (4 HRS)

Payments terms: Instrument and methods of financing, including documentary credits andcollection

Uniform customs and practices (UCP)

Finance: Facilities, incentives, and procedure for pre and post shipments finance

6. NEGOTIATION OF DOCUMENTS WITH BANKS (2 HRS)

Terms and condition & procedures followed by banks

7. MARINE INSURANCE (2 HRS)

Nature of transit risk

Contract for cargo insurance Perils and losses

Types of policies

Procedures and documentation for claiming losses

8. CENTRAL EXCISE RULES (2 HRS)

Role of excise department in exports

Procedure and documentary requirement




42/53



9. EXPORT CREDIT RISK MANAGEMENT (2 HRS)

Export credit insurance: Concept and importance

Role of ECGC

10. PROCESSING OF AN EXPORT ORDER(2 HRS) Step by step approach to processing

REQUIRED READINGS:

PAUL & ASERKER: Export Import Management (OUP)

USHA KIRAN RAI: Export-Import & Logistics Management(PHI:2010)

NABHIS How to Export Nabhi Publication: Latest Edition

GOVT. OF INDIA: Handbook of Import Export Procedures (Latest Edition)


43/53



INDIAs FOREIGN TRADE AND POLICY


COURSE CREDIT: 1

1. FOREIGN TRADE TRENDS (2 HRS)

Overall trends since Independence

Commodity composition of Indias exports and imports: Changing trends and presentstructure

Destination of Indias exports; sources of Indias imports

Invisibles in Indias trade

2. THE BALANCE OF PAYMENTS (2 HRS) Trends in Indias current account deficits

Trends in the capital flows and the foreign exchange reserves

Indias external debt

3. TRADE POLICY (3 HRS)

Import controls and liberalization policies

Export promotion: Policies and institutional structure

4. NEW TRADE REGIME POST 1991 (3 HRS)

Important development like decanalisation, rationalization of tariffs

Set ups like EOUs, EPZs, SEZs, etc

Financial incentives to promote exports

Latest EXIM policy

5. GOVT. POLICY TOWARDS FOREIGN CAPITAL (2 HRS)

Policies for FDI and FII

Foreign collaboration and MNCs

REQUIRED READING:

RAJ AGGRAWAL: Indian Foreign Trade (Excel Books)




44/53



OUTSOURCING AND IT BASED BUSINESSES


COURSE CREDIT: 1

1. BASICS OF OUTSOURCING (4 HRS)

Definition, Level, and modes of out sourcing .Reasons for outsourcing Benefits and

pitfalls.

Competitive strategy and outsourcing. Outsourcing agreements. Strategic outsourcing.

Trends in outsourcing. Criteria for vendor selection

Risks involved and managing risks in the global economy

Trends in outsourcing

2. BUSINESS PROCESS AND IT OUTSOURCING (4 HRS)

Evolution, constitution, models and types. BPO services and best practices, drivers and

inhibitors. BPO domains: HR, Financial services, HealthCare, Transportation , Telecommunication ,

Call centers

Indian BPO industry

Emerging BPO domains: Entertainment, media and publishing

3. OFFSHORE OUTSOURCING (4 HRS)

Definition ,types - Production /services/ innovation, need for outsourcing benefits,

concerns, Risks

Business models, best practices,

Strategy creation and execution

REQUIRED READINGS:

MARCIA ROBINSON AND RAVI KALAKOTA: Offshore Outsourcing

SARIKA AND KULKARNI: Business Process Outsourcing (Jaico Publishing House -2005)

PAUL DAVIS: Whats this India business?


OPERATIONS & SCM


45/53



SERVICE OPERATIONS MANAGEMENT


COURSE CREDIT: 1

1. UNDERSTANDING SERVICES (3 HRS)

Role of service in an economy

Nature of services

Service strategy

2.DESIGNING THE SERVICE ENTERPRISE (5 HRS)

New Service Development

Service encounter

Service Quality

Service facility location Supporting facility

3.MANAGING SERVICE OPERATIONS (4 HRS)

Managing supply and demand

Managing service supply relation ships

Managing facilitating goods

Managing Projects

BASIC TEXTS

JAMES A FITZSIMMONS AND MONA J FITZSIMMONS: Service Management:Operations, Strategy and Information Technology, 5th edition MC Graw Hill 2005

METTERS KING - METTERS PULLMAN AND WALTON: Successful Service

Operations Management (2006, Thomas learning)


OPERATIONS & SCM


46/53



REVENUE MANAGEMENT AND PRICING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. INTRODUCTION TO REVENUE MANAGEMENT (1 HR)

Concept of pricing and revenue optimization

Factors driving the RPO boom

RPO and multi pricing in the airline industry

2. REVIEW OF PRICE THEORY (1 HR)

Price discrimination and consumer surplus

Differential pricing: Meaning; ways to implement

Market segmentation with differential pricing

3. VALUE BASED PRICING (1 HR)

Concept of value and value based pricing

Methods to estimate perceived benefits, perceived willingness to pay for them, and value

4. PRICING CONSTRAINED OPTIMIZATION (1 HR)

Marginal principles of pricing

Supply constraint and contribution analysis

5. NONLINEAR PRICING (2 HRS)

Linear vs. nonlinear pricing: Concept

Methods to undertake nonlinear pricing

6. DYNAMIC PRICING (2 HRS)

Change in environment and price adjustments

Price based price optimization techniques

7. BUNDLING (1 HR)

Bundling of offer and pricing the bundle

8. MARKET DOWN MANAGEMENT (1 HR) Promotion (temporary price reduction) vs. markdowns (permanent price reduction)

Demand forecasts and markdown pricing

9. AUCTIONS (1 HR)

Auction mechanism and bidding strategies

10. IMPLEMENTATION ISSUES (1 HR)


OPERATIONS & SCM


47/53



Industry level demand and supply and possibility of implementation

Implementing pricing strategy in practice

REQUIRED READINGS:

PHILIPS: Pricing and Revenue optimization (Stanford University Press)

KOTLER, LILIEN, AND MOORTHY: Marketing Models (Prentice Hall Inc) I. YEOMAN: Revenue Management and Pricing (International Thomson Business Press)


48/53



FINANCIAL VALUATION OF TECHNOLOGY BUSINESS


COURSE CREDIT: 1

1. INTRODUCTION TO FVTB (2 HRS)

Overview: Costs and benefits of investment in technology; valuation of such investments

Planning and aligning of investment in technology with the business strategy

2. TECHNOLOGY INVESTMENTS (3 HRS)

IT project investments and real options pricing

Lifetime value of customers of technology businesses

3. TECHNOLOGY, CUSTOMER LOYALTY, AND VALUATION (2 HRS)

Valuing project archive

4. BALANCED SCORECARD AND IT (3 HRS)

Use of BSC as a strategic management system

Building of IT organization BSC

Strategy focused IT organization

Getting IT right

5. STRATEGIC EVALUATION OF IT UPGRADES (2 HRS)

Industry modernization and IT upgrades: Strategic routemap and justification

Business impact of IT upgrades

REQUIRED READING:

OGDEN, JEN, AND CONNOR: Advanced Corporate Finance: Policies and strategies

(Prentice Hall)

SUPER SPECIALISATION IT & MIS


49/53



TECHNOLOGY AND STRATEGIC CONSULTING


COURSE CREDIT: 1

1. INTRODUCTION: (1 HR)

What is technology

Contribution of technology to business performance: Economic analysis

Technological and performance enhancement

2. TECHNOLOGY AND VALUE CHAIN (3 HRS)

Concept of value chain and contribution of technology: Technology & competitive

advantage

Technology and value chain optimization

3. TECHNOLOGY SELECTION (3 HRS) Technology scanning: Searching for window of opportunity

Matching internal and external competencies

Evaluation of risk vs. potential for success

Short term vs. long term considerations

4. TECHNOLOGY ASSESSMENT (2 HRS)

Methodologies of technological assessment

Problem issues in TA

Organization and management of TA

5. ENTREPRENEURSHIP & TECHNOLOGY (2 HRS)

Web based entrepreneurship

Websites and their potential in conducting business

6. SOCIAL PRODUCTION (1 HR)

The world of proprietary and public softwares (e.g. Linux and windows)

Advantages and disadvantages of social software

REQUIRED READINGS:

SUSHIL, K. MOMAYA, AND O. P. SHARMA: New Business Paradigm: Global,

Virtual, and Flexible (Thomson Learning) RANDIV MEHTA: Getting to Transformation (Macmillan)



50/53



MOBILE POLICY AND M - COMMERCE


COURSE CREDIT: 1

1. INTRODUCTION (2 HRS)

Concept of commerce, e-commerce, and commerce through mobile screens

Scope of m commerce in India vis a- vis. Other modes

Obstacles in the path of m commerce in India

2. MOBILE COMMUNICATION (3 HRS)

Managerial perspective of mobile communication and mobile internet

Business models and m commerce today; m commerce value chain

3. MOBILE COMMERCE IN INDIA (2 HRS)

Mobile ways in India; mobile industry Relevance and potential of mobile industry in urban and rural India

4. MOBILE INDUSTRY: POLICIES AND REGULATIONS (2 HRS)

Regulatory issues of m commerce

Regulatory model of m commerce: Stakeholders perspective

5. SYSTEMS DYNAMICS (3 HRS)

The eco system of m commerce: Casual loops and impact of policies and regulation

Mobile commerce: Present and future in India

Wireless spectrum auctions

Mobile security and payments

REQUIRED READING:

NORMAN SADEH: M Commerce: Technologies, Services, and Business Models(Wiley)



51/53



NEW PRODUCT DEVELOPMENT


1. ENTREPRENEURSHIP = INNOVATION (3 HRS)

Principles and context of new product development and innovation

Entrepreneurial role, task, and personality

Entrepreneurship as a style of management

Entrepreneur as an innovator: models of innovation

2. OPPORTUNITY ANALYSIS (2 HRS)

The strategic window of opportunity: Scanning, positioning, and analysing

3. NEW BUSINESS CONCEPTS AND DEVELOPMENT (7 HRS)

Need for new product development

Internet as a research tool

Idea generation and creativity

Iterative design cycles

Business needs and constraints analysis

Litmus test of customer and market needs for the proposed product

New product development process

Creative and systematic development of alternative product concepts

Final selection of optimum product concept

BASIC TEXTS

ROBERT G. COOPER AND SCOTT J. EDGETT: Generating Breakthrough New

Product Ideas: Feeding the Innovation Funnel (Product Development Institute, 2007)

DAVID H. HOLT: Entrepreneurship: New Venture Creation (PHI)


ENTREPRENEURSHIP


52/53



INVESTING IN PRIVATE EQUITY


1. PRIVATE EQUITY: OVERVIEW (1 HR)

Introduction to the concept of private equity

Private equity as an asset class: Comparative assessment w.r.t other assets

Private equity in India: Emergence and growing significance

2. BUSINESS PROPOSALS AND PRIVATE EQUITY INVESTMENT (5 HRS)

Evaluations of business

Valuation of business proposal

Understanding J Curve and compound return Upper quartile figures

Median, average, and pooled returns

Multiples

- Distributed over paid in- Paid in to committed capital

- Residual value to paid in

Valuation and fees

3. PRIVATE EQUITY MANAGEMENT (2 HRS)

Raising of private equity, domestically and internationally

Structuring of private equity

Management of private equity

4. EXIT STRATEGY (1 HR)

Existing the invested areas

5. SPECIAL TOPICS: (3 HRS)

Investors relations

Private equity and hedge funds

Private equity and public policy

Buyouts

BASIC TEXTS

GUY FRASER SAMPSON: Private Equity as an Asset class (Wiley: 2008)

JOSH LEARNER: Venture Capital and Private Equity A case Book (Wiley)


ENTREPRENEURSHIP


53/53



MICRO FINANCE


1. ISSUES AND CHALLENGES (3 HRS)

Concept and principles of microfinance

Microfinance and the poor

Microfinance: Commercial vs. noncommercial provision; rise of commercial sources

Defaults

Constraints of the microfinance industry

2. MICROFINANCE INDUSTRY (3 HRS)

Social performance management Investing in microfinance

Market research for microfinance

Managing microfinance industry

Evaluating microfinance industry

Public policy and microfinance industry

3. EMERGING AREAS (4 HRS)

Delinquency management

Microfinance institutions and microinsurance: Regulations

Information sharing in competitive market Micro leasing

Securitization of microfinance assets

Micro loan portfolio accounting issues

4. CURRENT CRISIS OF MICROFINANCE INDUSTRY IN INDIA (2 HRS)

Genesis of crisis

Resolution of crisis

Future of MFI

REQUIRED READINGS:

K. G. KARMARKAR: Microfinance in India (Sage) DANIEL LAZAR & MALABIKA DEO: Microfinance (Allied)


ENTREPRENEURSHIP

Documents

PGP_IIPM_SS_IV_SEMESTER_2010-12