S GHODAWAT UNIVERSITY, KOLHAPURSanjay Ghodawat University Kolhapur (Established as a State University under Government of Maharashtra Act No XL dated 3rd May 2017) Academic and Examination

Sanjay Ghodawat University Kolhapur

SCHOOL OF COMMERCE AND MANAGEMENT Syllabus for Second Year Master of Business Administration (2019-20) R01

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SANJAY GHODAWAT UNIVERSITY, KOLHAPUR

Sanjay Ghodawat University (SGU) is established in the Academic Year 2017-18, as a State

Private University under Govt. of Maharashtra Act No. XL of 2017 dated 3rd May 2017, with the

approval of the UGC and the state Government. "For the true measure of giving is giving without

measure." Spread across 150 Acres, Sou. Sushila Danchand Ghodawat Charitable Trust's Sanjay

Ghodawat University (SGU) is situated in serene atmosphere amidst idyllic hills and lush green

meadows to study in harmony with Nature. The Institution aspires to run along the lines of best-

in- the-world education and become a world-class institution where teaching-learning process gets

a far deeper meaning. SGU always stands as the guiding star of brilliance, quality and deliverance

beyond expectations. Innovativeness and Creativity are the hallmarks of a genius enterprise and

SGU stands to be a stage where these qualities would be nurtured, encouraged and blossomed.

The genius is incomplete without the sense of social responsibility and SGU's ultimate goal

remains the development of an attitude of gratitude that freely gives back without expectations.

The Sanjay Ghodawat University stands as a beacon of light to guide the younger generation of

the day on the right path to fulfillment in career and life. The USP of the University is its research

based curriculum and academically oriented teaching staff. The world class ambience and

infrastructure helps the students to easily accommodate themselves in an environment that is

conducive to the teaching- learning process. Hands on experience, challenge based case studies,

maximum participation of students in the classroom, use of modern digital technology, smart

classrooms, solution oriented thinking promotion, stress on research and innovation, international

tie ups, choice based credit system for flexibility in choosing areas of interest etc. are some of the

features of the University.

The university will help students develop as a unique individual-to be educated as a whole person,

intellectually, emotionally, socially, ethically, and spiritually. The educational program designs

are worked out meticulously in line with best in class universities with special focus on:

Flexible Choice Based Credit System

OBE - Outcome Based Education System

Experiential Learning

Project Based Learning



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Case Based Learning

Training need analysis based on Performance Appraisal System

Active Learning tools for effective delivery

Mentoring / Proctorship

On line learning /Self learning platforms

Flipped Classroom concept

Effective Student Feedback Mechanism

VISION

Internationally recognized university of excellence in creating and disseminating knowledge

through value-based quality education leading to betterment of mankind.

MISSION

To prepare students for life-long learning and leadership in a global academic culture

To create intellectual manpower relevant to the industry and society at large

To collaborate with institutions of international repute for academic excellence

To promote research and development through conducive environment

To encourage entrepreneurship and skill development programs

CORE VALUES

Integrity

Transparency

Accountability

Equality

Empathy

Stewardship

QUALITY POLICY

Sanjay Ghodawat University is committed to establish high standards in value-based quality

education to enhance and nurture young minds to excel in their chosen profession and develop

into socially responsible citizens through resourceful collaboration, innovation and research



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CHOICE BASED CREDIT SYSTEM (CBCS)

The credit based semester system provides flexibility in designing curriculum and assigning

credits based on the course content and hours of teaching. The choice based credit system

provides a ‘cafeteria’ type approach in which the students can take courses of their choice, learn

at their own pace, undergo additional courses and acquire more than the required credits, and

adopt an interdisciplinary approach to learning.

University Grants Commission has come up with the Choice Based Credit System (CBCS)

programme in which the students have a choice to choose from the prescribed courses, which are

referred as core, elective or minor or soft skill courses and they can learn at their own pace and

the entire assessment is graded-based on a credit system. The basic idea is to look into the needs

of the students so as to keep up-to-date with development of higher education in India and abroad.

CBCS aims to redefine the curriculum keeping pace with the liberalization and globalization in

education. CBCS allows students an easy mode of mobility to various educational institutions

spread across the world along with the facility of transfer of credits earned by students.

Where the students can choose the prescribed courses, as the core, and elective or soft skill

courses, from a range of options, rather than to simply consume what the curriculum offers. They

can learn at their own pace and the assessments are graded based on a credit system. It provides

an opportunity for students to have a choice of courses or subjects within a programmed

resembling a buffet, against the mostly fixed set of subjects now being offered (except for the

limited choice of electives in professional degrees and postgraduate programmers) with the

flexibility to complete the programmed by earning the required number of credits at a pace

decided by the students.

The UGC has always initiated measures to bring efficiency and excellence in the Higher

Education System of India. The basic motive is to expand academic quality in all aspects, right

from the curriculum to the learning-teaching process to examination and evaluation systems.

However, so far multiple methods are followed by different universities across the country

towards examination, evaluation and grading system. Considering this diversity, the

implementation of the choice based credit system seems to be a good system in assessing the

overall performance of a student in a universal way of a single grading system.



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OUTCOME BASED EDUCATION (OBE) MODEL

Sanjay Ghodawat University (SGU) has implemented OBE model of education, which is a learner

centered approach. SGU has witnessed a sea change in the entire academic systems with

implementation of all three components of OBE – Design, Delivery and Assessment. The SGU

model of autonomy focuses on experiential learning which believes in learning by doing. This is

achieved through hands on experience, industrial assignments, mini projects and live problem

solving and collaboration with industries.

SGU is set in to dynamics of transformation and witnessing a shift in focus from teaching to

learning and entire academic system of SGU is designed to provide multiple learning

opportunities for students to acquire and demonstrate the Knowledge, Skills and Attitudes (KSA)

for rewarding career.

The Vision and Mission of the Management, contribution from eminent BOG members and

knowledgeable members of Academic Council and Board of Studies, the motivation and drive of

the Director, the relentless efforts of the fellow Deans and Head of Departments and all teaching

and non-teaching staff along with commitment to learning of students made it possible to

successfully transform the institute and stand out to carve a niche for itself as an Institute of

repute.

OBE is an approach of curriculum design and teaching that focuses on what students should be

able to do (attained) at the end of course/ program. Outcome based education (OBE) is student-

centered instruction model that focuses on measuring student performance through outcomes.

Outcomes include knowledge, skills and attitudes (KSA). Its focus remains on evaluation of

outcomes of the program by stating the knowledge, skill and behavior a graduate is expected to

attain upon completion of a program and after 4 – 5 years of graduation. In the OBE model, the

required knowledge and skill sets for a particular degree is predetermined and the students are

evaluated for all the required parameters (Outcomes) during the course of the program.



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The OBE model measures the progress of the graduate in three parameters, which are

Program Educational Objectives (PEOs)

Program Outcomes (POs)

Course Outcomes (COs)

Program Educational Objectives (PEO) are broad statements that describe the career and

professional accomplishments that the program is preparing the graduates to achieve. PEO’s are

measured 4-5 years after graduation. Program outcomes are narrower statements that describe

what students are expected to know and be able to do by the time of graduation. They must reflect

the Graduate attributes. Course outcomes are the measurable parameters which evaluates each

students performance for each course that the student undertakes in every semester.

The various assessment tools for measuring Course Outcomes include Tests and End Semester

Examinations, Tutorials, Assignments, Project work, Labs, Presentations, Employer/Alumni



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Feedback etc,. These course outcomes are mapped to Graduate attributes and Program outcomes

based on relevance. This evaluation pattern helps Institutions to measure the Program Outcome.

The Program Educational Objective is measure through Employer satisfaction survey

(Yearly), Alumni survey (Yearly), Placement records and higher education records.

Special Features of OBE

OBE is an educational process that focuses on what students can do or the qualities they

should develop after they are taught.

OBE involves the restructuring of curriculum, assessment and reporting practices in

education to reflect the achievement of high order learning and mastery rather than

accumulation of course credits.

Both structures and curricula are designed to achieve those capabilities or qualities.

Discourages traditional education approaches based on direct instruction of facts and

standard methods.

It requires that the students demonstrate that they have learnt the required skills and

content.



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Sanjay Ghodawat University Kolhapur (Established as a State University under Government of Maharashtra Act No

XL dated 3rd

May 2017)

Academic and Examination Rules and Regulations

Approved in the second Academic Council Meeting held on 14th June, 2019 and to

be implemented from academic year 2019-20. [Version R01]


Kolhapur - Sangli Highway, A/p Atigre - 416 118,

Tal. - Hatkanangale, Dist. Kolhapur,

Maharashtra, India

(Implemented from Academic year 2019-20)



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Academic and Examination Rules and Regulations

1.0 Preamble

The Sanjay Ghodawat University (SGU) stands for quality and excellence. It aims at nurturing the

young talent and gromming them into responsible citizen and a value added human resource.

Outcome Based Education (OBE) model is adopted to enhance the effectiveness of teaching

learning process and Credit Based semester system is implemented.

The focus of the University is its research based curriculum and academically oriented teaching

staff. The world class ambience and infrastructure helps the students to easily accommodate

themselves in an environment that is conducive to the teaching- learning process. Hands on

experience, challenge based case studies, maximum participation of students in the classroom, use

of modern digital technology, smart classrooms, solution oriented thinking promotion, stress on

research and innovation, international tie ups, choice based credit system for flexibility in

choosing areas of interest etc. are some of the features of the University.

Vision of SGU is internationally recognized university of excellence in creating and

disseminating knowledge through value-based quality education leading to betterment of

mankind. To achieve the vision SGU has developed state-of-the-art infrastructure that promotes

conducive ambience promoting innovation and research. Create intellectual manpower relevant to

the industry and society at large. Foster mutually beneficial partnership with alumni, industry and

academia. Inculcate ethics and values to develop socially responsible citizens and promote

entrepreneurship.

SGU is offering various programs through schools such as School of Technology, School of

Commerce and Management, School of Sciences and School of Arts.

SGU has implemented the outcome-based Education (OBE) system and Credit based Evaluation

System in all the schools.

The rules and regulations mentioned in this document are applicable to all the Under Graduate

(UG) and Post Graduate programs offered by the Sanjay Ghodawat University from the academic

year 2018-19. The rules and regulations stated under here are subject to revisions / refinements,

updates and modifications and amendments by Academic Council (AC) from time to time and

applicable to all batches including those already undergoing programs in different year and are

binding on all stakeholders including students, faculty, parents and University authorities.

The academic programs of the University shall be governed by rules and regulations approved by

the Academic Council from time to time. Academic council is the supreme and statutory



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academic body that governs all academic matters of the university and the decisions of the

academic council are final and binding in the matters related to academics.

2.0 Definition of Terms

1. University: University means Sanjay Ghodawat University, Kolhapur

2. Academic Year: The period of the year during which students attend university for all

academic activities, usually it starts from first of July and ends on 30th

of June next year.

3. Semester: Academic Year is divided in to 2 parts called Semester, Odd Semester which

starts from July and Even Semester which starts from January.

4. Duration of Semester: Total duration of semester is usually 20weeks per semester

including instructions, examination and evaluation. Total instructional days are 90 per

semester.

5. Course: It is a Subject that is in a semester. The course may consist of

Theory/Practical/Project/Seminar during semester. Usually taught by instructor in a class.

e.g. Physics, Chemistry, Engineering Mechanics, Workshop etc.

6. Program: Collection of Courses is called Program. B Tech in Mechanical Engineering,

7. M Tech in Civil Engineering, Bachelor of Business Administration. Bachelor of Science

etc.

8. Department: Department is a unit of the school which offers one or more programs.

9. Contact Hours: Time of students in class/laboratory with instructor. Usually in the range

of 26-30 Hrs./Week. For the purpose of uniformity one contact hour is measured as 60

minutes

10. Academic Council (AC): Means apex academic body governing the academic programs

responsible for framing policy, rules and regulations.

11. Board of Examination (BOE): Central body responsible for framing policy, rules and

regulations for Examination.

12. Board of Studies (BOS): Departmental academic body to govern the academics of

programs (BOS)offered by department.



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3.0 Curriculum:

3.1. Curriculum:

Every program has a prescribed structure which, in general, is known as Curriculum. It

prescribes courses to be studied in each semester. The booklet containing courses structure

along with detail syllabus for each course of each program is updated periodically and made

available on the website.

3.2. Semesters:

SGU implements a credit based semester system. The academic year is divided into two

regular semesters. The semesters that begin in July are known as Odd semester and the

semester that begin in January are known as Even semesters. Total duration of each

semester is generally of 20 weeks including the period of examination, evaluation and grade

declaration.

3.3. Course Credit System/Structure:

In general, a certain quantum of work measured in terms of credits is laid down as the

requirement for a particular program. Calculation of number of credits for a course in any

semester is as per Table 3.1

Table 3.1: Calculation of number of credits for a course

Sr. No. Course Credits

1 Lecture of 1 hour/week 1

2 Tutorial of 1 hour/week 1

3 Practical / Laboratory / Drawing/mini-project of

two hours/ week 1

4 Seminar (1 hour per week) 1

There are mainly two types of courses- viz. Theory courses and Laboratory courses. Generally

a theory course consists of Lecture hours (L) and Tutorial hours (T). Tutorial hours may not

be assigned to a particular theory course if it has a separate laboratory course. Laboratory

course consists of practical/practice hours (P) for which a student works in a

Laboratory/Drawing Hall/Workshop/On Field. The other courses required to be taken by a

student include seminar, mini project, and project at various levels of the program.

A student shall earn credits for a particular course by fulfilling the minimum academic

requirements for attendance and evaluation. No credits shall be awarded if a student satisfies

the minimum attendance requirements but fails to meet minimum evaluation requirements.



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The total number of credits required for completing a program shall be mentioned in the

course structure. The total number of credits in a semester which a student registers shall

generally be 20--25. The maximum number of credits per semester shall not exceed 30.

3.4 Audit Course:

3.4.1 A student may have to register for an audit course in a semester which could be

institute requirement or department requirement.

3.4.2 An audit course may include either a) a regular course required to be done as per

structure or required as pre-requisite of any higher level course or b) the programmes like

practical training, industry visits, societal activities etc.

3.4.3 Audit course shall not carry any credits but shall be reflected in Grade Card as

"PP”/"NP" depending upon the satisfactory performance in the semester evaluation as per the

course curriculum structure.

4.0 Course Registration:

4.1 Every student must register for the courses that he/she wants to study for earning credits

at the beginning of each semester on the prescribed dates announced from time to time and

shall be mandatory for every student till he/she completes the program. Only after

registration his/her name shall appear in the roll list of each of such courses.

4.2 Students shall be required to fill up a Course Registration Form which shall be made

available to them by the Student section of Administration office after payment of required

fees.

4.3 Registration, according to rules, should be carried out as per the schedule given in

academic calendar. Late registration may be permitted only for valid reasons and on

payment of late registration fees. In any case, registration must be completed before the

prescribed last date for registration, failing which his/her studentship shall be liable to

be cancelled. Students having dues outstanding towards the institute or hostel shall be

permitted to register only after clearing such dues.

4.4 In-absentia registration may be allowed only in rare cases at the discretion of the Dean

Academics and with prior permission.

4.5 For registration in an odd semester, the student must have earned all the credits of the

pre-previous year and at least 2/3rd

credits of the previous year. For example, for

registration of the 3rd

semester courses (i.e. 2nd

year of program), a student must have earned

2/3rd

credits of the first year. However, if 2/3rd

calculation turns out to be a mixed



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number (integer + fraction) then only the integer part of that number shall be considered

for taking decision related with this clause.

4.6 A student registered in odd semester shall be eligible to register for the courses offered in

the even semester of that year irrespective of his/her SGPI or the number of credits earned by

him/her in that odd semester.

5 .0 Lateral Entry for B Tech Programs

Post diploma students in engineering and B.Sc. Graduates can have lateral entry at third

semester of the program. Such admissions are governed by the rules of regulatory bodies like

AICTE New Delhi and Directorate of Technical Education Maharashtra state and Sanjay

Ghodawat University for Admission criteria and shall undergo all academic requirements as

specified by the Academic council.

For such students there shall not be First Year Performance Index (FYPI). Semester

Performance Index (SGPI) and Cumulative Performance Index (CGPI) shall be

calculated from the third semester onwards taking into consideration the courses undergone

by them at Sanjay Ghodawat University Kolhapur.

Registration of the students not covered by the cases mentioned above shall be decided by the

Academic Council. Such students shall undergo the academic program as specified by the

Academic Council. Such odd entry students shall not be eligible for any medals or awards

instituted by the institute.

6.0 Change of Program:

This is applicable to B Tech Program only. Students shall be eligible to apply for Change of

Program after completing the first two semesters. The following rules/ guidelines shall be

used for considering their applications for change:

6.1 The change of program shall be permitted strictly on merit basis subject to the rules of

admissions prevailing at the time of such change.

6.2 Students without fail grades and/or backlogs shall be eligible to apply for

change of program and can give their choices in the order of preference.

6.3 The request for change of program by a student from program A to program B shall be

considered if number of students of program B does not exceed the sanctioned

capacity of program B and also the minimum strength required to run the program as decided

by Academic Council.



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6.4 All such transfers can be effected only once at the beginning of the second academic

year of the 4-year UG program. No application for change of program during subsequent

academic years shall be entertained.

7. 0 Facilitation to Students:

7.1 Faculty Advisor:

On joining the institute, a student or a group of students shall be assigned to a faculty advisor

who shall be mentor for a student throughout his/her tenure in the institute. A student shall be

expected to consult the faculty advisor on any matter relating to his/her academic performance

and the courses he/she may take in various semesters / summer term. A Faculty advisor

shall be the person to whom the parents/guardians should contact for performance related

issues of their ward. The role of a faculty advisor is as outlined below:

The role of the Faculty Adviser is outlined below:

a. Guide the students about the rules and regulations governing the courses of study for a

particular degree.

b. Advise the students for registering courses as per curriculum given. For this purpose, the

Faculty Adviser has to discuss with the student his/her academic performance during the

previous semester and then decide the number and nature of the courses for which s/he can

register during the semester as per the curriculum.

c. Approve the registration of the students.

d. Advice students to overload/drop one or more courses/activities based on her/his academic

performance as per the prescribed rules.

e. At the end of the first semester/year, the Faculty Adviser may even advise a reduced load

program for a poorly performing student.

f. Pay special attention to weak students and carefully monitor performance of students

recommended for slow track option.

g. Advice students for Course Adjustment/Dropping of courses during the Semester within

the stipulated time frame given in the Academic calendar.

h. Advice students seeking semester drop either during the ongoing semester or before the

commencement of the semester. Faculty Adviser has to ensure strict compliance of rules

and regulations laid down for this purpose. Recommend the cases to the appropriate

authorities for consideration.

i. Make revised plan of study for weak/bright students based on their semester wise

performance.



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j. Suggest modalities for course/credit requirements for the students recommended for

exchange program.

k. Guidance and liaison with parents of students for their performance.

l. To ensure that students are not permitted to reregister for courses, which they have

already passed.

m. Inform students that any academic activity (course / Lab. / seminar / project / noncredit

requirement etc.) undergone without proper registration will not be counted towards the

requirements of his/her degree.

n. Strictly warn students that if she/he fails to register during any semester without prior

approval, his/her studentship is liable to be cancelled.

o. Keep the students updated about the Academic Administration of the University.

7 .2. Helping Weaker Students:

A student with backlog/s should continuously seek help from his/her Faculty Advisor, Head

of the Department and the Dean of respective schools. Additionally, he/she must also be in

constant touch with his/her parents/local guardians for keeping them informed about

academic performance. The university also shall communicate to the parents/guardians

of such student at least once during each semester regarding his/her performance in in-in

various tests and examination and also about his/her attendance. It shall be expected that the

parents/guardians too keep constant touch with the concerned Faculty Advisor or Head of

the Department, and if necessary - the Dean of the respective school.

8. 0 Discipline and Conduct:

8.1 Every student shall be required to observe discipline and decorous behavior both inside

and outside the campus and not to indulge in any activity, which shall tend to bring down the

prestige of the university.

8.2 Any act of indiscipline of a student reported to the Dean, Student Development, shall be

discussed in a Disciplinary Action Committee of the institute. The Committee shall enquire

into the charges and recommend suitable punishment if the charges are substantiated.

8.3 If a student while studying in the university is found indulging in anti-national activities

contrary to the provisions of acts and laws enforced by Government he/she shall be liable to

be expelled from the institute without any notice.

8.4 If a student is involved in any kind of ragging, the student shall be liable for strict action

as per provisions in the Maharashtra anti-ragging act.



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8.5 If any statement/information supplied by the student in connection with his/her admission

is found to be false/ incorrect at any time, his/ her admission shall be cancelled and he/she

shall be expelled from the university and fees paid shall be forfeited.

8.6 If a student is found guilty of malpractice in examinations then he/she shall be punished

as per the recommendations of the Grievance Redressed Committee (CRC) constituted by

Board of Examinations.

8.7 Every admitted student shall be issued photo identification (ID) card which must be

retained by the student while he/she is registered at Sanjay Ghodawat University Kolhapur.

The student must have valid ID card with him/her while in the University Campus.

8.8 Any student who alters or intentionally mutilates an ID card or who uses the ID card of

another student or allows his/her ID card to be used by another, student shall be subjected to

disciplinary action.

8.9 The valid ID card must be presented for identification purpose as and when demanded by

authorities. Any student refusing to provide an ID card shall be subjected to disciplinary

action.

8.10 Students should switch off the Mobiles during the Instructional hours and in the

academic areas of university Building, Library, Reading room etc. Strict action will be taken

if students do not adhere to this.

8 .11 during the conduct of any Tests and Examination students must not bring their mobiles.

A student in possession of the mobile whether in use or switched off condition will face

disciplinary action and will be debarred from appearing for the Test / Examination.

9.0 Academic Calendar

The academic activities of the institute are regulated by Academic Calendar and is made

available to the students’/ faculty members and all other concerned in electronic form or hard

copy. It shall be mandatory for students / faculty to strictly adhere to the academic calendar for

completion of academic activities.

10.0 Attendance:

10.1 Regular 100% attendance is expected from all students for every registered course in

lectures, tutorial, laboratory, projects, mini-projects and other courses mentioned in program

curriculum. Hence, attendance is compulsory and shall be monitored during the semester

rigorously. Students shall be informed at the end of every month if they are failing short of

attendance requirements.



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10.2 A Maximum of 25% absence for the attendance may be permitted only on valid grounds

such as illness, death in family of blood relations (Father, Mother, Sister, and Brother) and any

other emergency reason which is beyond the control of the student and shall be approved by the

authorities in respective departments.

10.3 If a student fails to put up 75% attendance individually in each course, the student will

be put under X grade category and student will be debarred form attending the End Semester

Examination (ESE) and Re-Exam for that semester in that course. However, student has an

option to re-register for the course whenever it is offered next time or he can appear for 100%

examination for which he will be awarded two grade penalties. Student’s FET, CAT I and CAT

II marks are treated as null and void.

10.4 The maximum number of days of absence for students participating in Co-curricular

activities /Sports/ Cultural events during a semester shall not exceed 10. Any waiver in this

context shall be on the approval of the Academic council only after the recommendation by

Dean Academics of the university.

The HOD and Dean of the respective school shall report and recommend to Academic Council

the cases of students not having 75% attendance as per the records of course instructor. After

rigorously analyzing these cases Academic Council may take a decision to debar such student

from End-Semester Examination (ESE) for that course. Such a student shall re-register for that

course as and when it is offered next. ISE and MSE evaluations of such a student for this course

during regular semester shall be treated as null and void.

10.5 A student remaining absent during ESE of a course either on medical ground (Accident

and/or hospitalization of a student) or any other emergency circumstances (death of immediate

close relative i.e. father, mother, brother and sister) or due to representing University at

university/state level in sports/co-curricular activities shall be treated as per the rules of Sec

12.6.2 and 11.1.2.

The critical cases of absenteeism which are not covered by any of the above clauses shall be

reported by concerned Head of Department to Academic Dean and all such cases the decision of

Academic Council is final.



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11.0 Modes of Assessment

11.1 Assessment of Theory Courses:

11.1.1 A student shall be evaluated for his/her academic performance in a theory course through

Faculty Evaluation Theory (FET), Continuous Assessment Tests (CAT-I and CAT-II) and End

Semester Examination (ESE).

11.1.2 The relative weightage for the theory courses having ESE shall be generally as shown in

the Table 11.1.2

Table 11.1.2: Weightage for the theory courses in %

FET CAT-I CAT-II ESE

20 15 15 50

The details of the weightage of each course shall be listed in the structures of each program.

11.1.3 FET shall be based on student's performance in assignments, quizzes, seminars, Course

projects and field assignments, term papers, etc. The mode of FET shall be decided and

announced by the Course Instructor at the beginning of the course.

11.1.4 CAT-I shall generally be of one-hour duration for each course and shall be held as per

the schedule declared in the Academic calendar for that Semester. The test will be based on

first two units of the course.

11.1.5 CAT-II shall generally be of one-hour duration for each course and shall be held as

per the schedule declared in the Academic calendar for that semester based on unit 3 and unit

4 of the course.

11.1.6 ESE is of three hours’ comprehensive examination having the weightage of 60% for

unit 5 and 6 and 40% to unit 1 to unit 4. It is of 100 marks.

11.1.7 All examinations and evaluations shall be compulsory. Credits for a course shall be

awarded only if a student satisfies evaluation criteria and acquires the necessary minimum

grade.

11.1.8 There shall be no re-examination for CAT-I and CAT-II of the courses having all the

three components of evaluation viz. FET, CAT-I, CAT-II and ESE. However, a student

remaining absent for CAT-I and CAT-II for representing the institute in state level or

university level sports/co-curricular activities (on prior recommendation and approval from)

or on valid grounds such as illness, death in family or other emergency reason which is

beyond control of a student (on approval by the Head of Department and Dean of respective

school shall be considered for Make- up examinations.



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11.1.9 A student remaining absent for ESE of a course either due to medical reason (Accident

and/or hospitalization of a student) or other emergency circumstances (death of immediate

close relative i.e. father, mother, brother and sister) or due to representing college at

university/state level in sports/co-curricular activities shall be awarded with grade "I". Such a

student shall be allowed to appear for make-up examination scheduled along with re-

examinations of other courses. The student shall apply to COE with proper documentary

evidence to appear for make-up examination. After make-up examination, a student shall be

entitled to an appropriate grade as per Table I of Sec. 10.1.2 based on his/her performance

during the regular semester and in make-up examination.

11.2 Assessment of Laboratory Courses:

11.2.1 The assessment of laboratory course shall be continuous and based on turn-by-turn

supervision of the student's work and the quality of his/her work as prescribed through

laboratory journals/practical work/reports and his/her performance in viva-voce examinations

uniformly distributed throughout the semester. Where ESE for the laboratory course is

specified ESE shall be based on performing an experiment followed by an oral

examination. The relative weightage for FEP and ESE for assessment of laboratory

courses shall be 50% each for FEP and ESE and a minimum performance of 40% in both

ISE and ESE separately shall be required to get the passing grade.

11.2.2 ESE for laboratory course shall normally be held before the ESE for theory courses and

shall be conducted by a panel of examiners appointed by COE from the panel of experts

approved by BOS. This activity shall be coordinated by Department Examination Coordinator

(DEC) in consultation with HOD of the respective department.

11.2.3 Student failed in ESE of a laboratory course in a regular semester shall be eligible to

appear for 100% examination conducted along with ESEs of laboratory courses of the

subsequent semester. Such examination shall be fairly comprehensive (generally of 3 hours

similar to POE i.e. Practical-Oral-Examinations) to properly judge his/her practical skill and

theoretical knowledge for that laboratory course. He/She shall suffer one grade penalty.

12.0 The Grading System:

Absolute Grading System (AGS) is adopted based on absolute numerical marks obtained by

the student during all stages of evaluation for a course.



19

12.1. Award of Grade (Regular Semester):

12.1.1 For every course registered by a student in a semester, he/she shall be assigned a grade

based on his/her combined performance in all components of evaluation scheme of a course as

per the structure. The grade indicates an assessment of the student's performance and shall be

associated with equivalent number called a grade point.

12.1.2 The academic performance of a student shall be graded on a ten-point scale. The

Absolute Grading System is followed. Letter grades, the guidelines for conversion of marks to

letter grades and their equivalent grade points are as given in Table

Table 12.1.2: Grade Table for Regular Semester

Marks Obtained Grade Letter

GL

Grade

Point

GP

Performance

Description

90-100 O 10 Outstanding

80-89 A+ 09 Excellent

70-79 A 08 Very Good

60-69 B+ 07 Good

50-59 B 06 Above Average

45-49 C 05 Average

40-44 P 04 Pass

00-39 F 00 Fail

- Ab 00 Absent

- X 00 Detained (Failed)

- Satisfactory - Pass in Non-Credit

Courses

- Un Satisfactory - Failed in Non-Credit

Courses

12.1.3 A student shall pass the course if he/she gets any grade in the range "O" to "P".

“FF" grade shall be awarded to a student in a course if he/she gets less than 40% marks

jointly in the FET, CAT-I, and CAT-II and ESE for a theory course and in PET and ESE

for a laboratory course. A course shall then be eligible to apply for re-examination. A

student failed in laboratory course shall be eligible to apply only for 100% examination



20

conducted with the laboratory examinations of the subsequent semester. In both cases, a

student has to suffer one grade penalty.

13. Assignment of X Grade

Grade "X" in a regular course shall be given to a student if he/she falls in any of the

following categories.

13.1.1 A student does not maintain the minimum 75% attendance in any of the theory or

laboratory courses.

13.1.2 A student has not completed most of the Evaluations like FET, CAT-I and CAT-II

due to non-medical reasons (for example when a student has missed all or most of the

components of internal evaluation conducted by the instructor in that semester).

13.1.3 The performance of a student is less than 40% in FET, CAT-I and CAT-II

Combined.

13.1.4 A student is guilty of any academic malpractice during semester (Such cases shall be

dealt by Grievance Redressed and Discipline Committee).

In above four cases grade "X" shall be declared one week before ESE and intimated to

the Academic Office and COE immediately thereafter. Such a student shall not be

permitted to take the ESE of that course.

13.1.5 Grade "X" may be given to a student if

13.1.5.1 A student eligible for ESE remains absent for ESE of a course with no written

intimation to Exam Cell within four days after the respective ESE is over.

13.1.5.2 A student is guilty of any academic malpractice during examination. (Such cases

shall be dealt by Grievance Redressal Committee).

In 13.1.5.2 grade "X" in that course shall be declared after Grievance Redressed

Committee confirms the academic malpractice.

In above two cases when a student gets "X " grade in a course, then this shall be treated

as "FF" for the purpose of calculation of Semester Performance Index (SGPI) and First

Year Performance Index (FYPI) or Cumulative Performance Index (CGPI).

Following rules apply to the student who has obtained grade "X" in a regular semester:

13.1.6.1 A student obtaining grade "X" in a course in a regular semester or during

examination shall not be allowed to appear for End Semester Examination and also

Re-ESE conducted before the beginning of the next semester. His/her FET, CAT-I and

CAT-II evaluations for all courses shall be treated as null and void. He/She needs to re-



21

register for courses of that semester in the next academic year whenever they are offered

and undergo all evaluations along with fresh regular students for which he will get one

grade penalty.

13.1.6.2 Grade "I" shall be declared in a theory/laboratory course if a student has

satisfactory performance FET, CAT-I, CAT-II and has fulfilled the 75% attendance

requirement, but has not appeared for ESE due to genuine reasons. Such students shall be

eligible for the make-up examination of ESE only on medical grounds/valid reasons and on

production of authentic medical certificate or other supporting document/s (as required by

the University) to the COE within ten days after the respective examination is over. The

application form with requisite amount of fees must be submitted to the Exam Cell before

the last date of filling such application forms for make-up examinations. These

examinations shall be based on 100% syllabus and shall be scheduled before the

commencement of the subsequent semester for theory courses and along with ESEs of

laboratory courses of the subsequent semester. A student with "I" grade when appears for

the make-up examination shall be eligible to obtain a regular performance grade ("O" to

"F") as per Table 11.1.2 depending on his/her overall performance in FET, CAT-I, CAT-

II and make-up examination. If a student fails to appear for make-up examination too, a

grade "XX" shall be awarded to him/her. Thus "I" is only a temporary grade and shall be

replaced by a valid grade only after make-up examination.

13.2 There shall be a few audit courses as per the policies of the institute or as decided by

DPC of respective program. The grade "PP" (Passed)/ "NP" (Not Passed) shall be awarded

for such courses depending upon the performance of a student evaluated by the faculty in-

charge. No grade points shall be associated with these grades and performance in these

courses shall be not taken into account in the calculation of the performance indices (SGPI,

CGPI). However, the award of the degree shall be subject to obtaining a "PP" grade in all

such courses.

13.3 Award of Grades for Re-Examination:

13.3.1 A student who has obtained grade "F" in regular semester shall be eligible to appear

for re-examination conducted before the commencement of the next regular semester. In

such cases FET, CAT1 and CAT2 marks are carried forward and a student has to suffer one

grade penalty

13.3.2 A student shall apply for re-examination before the last date of such application and

shall appear for re-examination.



22

13.3.3 50% weightage similar to ESE shall be given to re-examination and there is one

grade penalty.

13.3.4 A student who has obtained "F" grade in ESE of a regular semester and has not

availed re-examination option or a student who has obtained "F" grade in both ESE and

re-examination shall be eligible to choose one of the two options below to clear

his/her backlog:

Re-registration for the next regular semester course whenever that course is offered.

Appearing for ESE of the course when conducted...

A student detained in a regular semester due to either a) by obtaining "X" grade or b) by

involvement in academic malpractice or c) by breaking the institute code of conduct and

discipline can re-register for the course when offered next

Following rules apply for these cases:

13.4.1 In first case i.e. Re- registration the earlier performance of a student in all the

evaluations of that course shall be treated as null and void. The student has to undergo all

the evaluations after re-registration.

13.4.2 Grades for Third and Subsequent attempts:

If A student opts for ESE or Re ESE who previously had obtained grade "F" in a

course in two attempts, his/her FET, CAT1 and CAT2 performance of the regular

semester shall be considered for evaluation and He/She has to suffer two grade penalty for

the third attempt and for 4th

and subsequent attempts shall be awarded a grade "P" or "F"

or "X" based on his/her performance. However, if a student takes more than three

chances (regular examination being the first chance, re-examination being the second

chance, to clear a course, then the maximum passing grade that he/she can get shall

be only "P". Thus a student has to suffer a grade penalty by accepting a lower grade than

that obtained in the regular examination, re-examination, or examination for a re-

registered course.

14. CALCULATION OF PERFORMANCE INDICES:

14.1. Semester Grade Point Average (SGPA)

The performance of a student in a one specific semester is indicated by SGPA. SGPA is a

weighted average of the grade points obtained in all courses registered by the students during

the semester. SGPA can be calculated by following equation.



23

1

1

n

i i

ii n

i

i

C P

SGPA S

C

Where, i = 1,2,3…….n are number of courses during semesters. C = No of credits associated

with that course and P = Grade point earned in that course. SGPA will be rounded off to two

decimal places.

14.2 Cumulative Grade Point Average (CGPA)

The total cumulative performance of a student at the end of specific semester is indicated by

CGPA. An up-to-date assessment of the overall performance of a student for the courses from

the first semester onwards till completion of the program shall be obtained by calculating

Cumulative Grade Point Average (CGPA).

CGPA is a weighted average of the SGPA obtained in all semesters by the students during the

semesters. CGPA can be calculated by following equation.

1

1

n

j j

j

n

j

j

C S

CGPA

C

Where, j = 1,2,3…….n are number of semester during program. C = Total No of credits in the

semester for which CGPA is to be calculated.

CGPA will be rounded off to two decimal places.

Conversion of CGPA to percentage marks for CGPA ≥ 4.5 can be obtained using equations.

Percentage marks = (CGPA x 10) – 7.5.

For the students acquiring "I" grade (which is only a temporary grade) in any of the courses,

SGPA, CGPA shall be calculated only after make-up examination.

14.3. First Year Performance Index (FYPI): (Applicable for B. Tech Programs Only)

14.3.1 For a student registered in Sanjay Ghodawat University Kolhapur right from the First

semester, First-Year-Performance-Index (FYPI) shall be calculated as weighted average of the

grade points obtained in all the courses registered by him/her in semesters I and II only.



24

Where summation is for all the courses registered by a student in first two semesters. FYPI

shall be calculated when SPI for the second semester is calculated. FYPI shall be

rounded off to two decimal places.

14.3.2 FYPI shall reflect all the courses undergone by a student in the first year including the

courses in which he/she has failed. FYPI may get modified in the subsequent semesters

whenever a student clears his/her first year backlog courses.

14.3.3 If a student has been awarded "I" grade in the regular semester course of the first year

then, FYPI shall be calculated after the make-up examination on the basis of the grade obtained

by that student in a make-up examination.

14.3.4 If a student has obtained grade "F" or "X" at any time in any of the courses registered by

him, then zero grade points corresponding to these grades shall be taken into consideration for

calculation of FYPI.

15 Maximum Duration for Completing the Program

Maximum duration for completing any program UG/PG offered by Sanjay Ghodawat

University is respective program duration plus two additional years.

Maximum duration for getting the B. Tech. degree for students admitted in the first semester of

UG program is, program duration plus two additional years (i.e. 12 Semesters and 6 academic

years) For lateral entry student academic admitted in the third semester shall be (10 Semester

and 5 Years). Similarly, applicable for PG Program.

The maximum duration of the program includes the period of withdrawal, absence and

different kind of leaves permission to student but excludes the period of rustication of the

student from the university however genuine case a confidential of valid reason may be

referred to academic council for extending this limit by additional criteria

16. NFTE (Not Fit For Technical Education) (Applicable to B Tech program only)

It is mandatory for the student to earn all credits of first year specified for semester I and II or

eligible for ATKT as per the rules to seek admission to semester III of second year in three

years from the date of admission to avoid NFTE. If a student fails to become eligible for

admission to Semester III in three year form the date of his/her admission, he/she shall be

declared as “Not Fit for Technical Education” leading to discontinuation of his/her registration

with the university. Such cases should be put up in the academic council.



25

17. Academic Progress Rules (ATKT Rules):

17.1 A student shall be allowed to register for the courses of the next year's odd semester

only if he/she has earned all the credits of the previous year and has earned at least 75% credits

of the current year. If 75% calculation turns out to be a mixed number (integer + fraction)

then only the integer part of that number shall be considered for deciding the eligibility for

ATKT.

(a) At the end of 1st year a student shall be allowed to keep terms (ATKT) to 2

nd year of study

provided he/she attends course work prescribed for 1st year with prescribed attendance and

successfully earned at least 75% of the total credits specified for 1st year program.

For Example: Total credits for B. Tech first year 2017-18, are 45 (Total of Semester I and II). A

Student should earn mininum75% of the 45 Credits i.e. 33.15 (Rounded to 33 Credits). A

student can go to next higher class with a maximum backlog of 12 credits of semester I and II of

the first year.

Student, who fails to earn those credits, cannot register for next semester, either it can re-

registrar for the course and credits or can use the next opportunity to earn the credits when

exams are conducted.

(b) At the end of 2nd

year a candidate shall be allowed to keep terms to 3rd

year of study

provided he/she attends course work prescribed for 2nd

year with prescribed attendance, and

successfully cleared 1st year program and at least 75% of total credits prescribed for 2

nd year

program.

(c) At the end of 3rd

year a candidate shall be allowed to keep terms to final year of study

provided he/she attendants course work prescribed for 3rd

year with prescribed attendance, and

should have completed 2nd

year program and 75% of total credits prescribed for 3rd

year

program.

All such candidates fulfilling the above criteria shall be declared as FAILED, ATKT.

A student shall be allowed to take admission for odd semester of next academic year only if he/

she have earned all the credits of the previous year and 75% happens to be a decimal, it is

rounded to only integer part.

18 Semester Grade Report:

18.1 Semester grade report reflects the performance of a student in that semester (SGPI) and also

his/her cumulative performance for the first year (FYPI) and also the cumulative performance

since the third semester of his/her study (CGPA).



26

18.2 The semester grade card issued at the end of each semester/ summer term to each student

shall contain the following.

The credits for each course registered for that semester.

Any audit course/s undertaken by a student in a Semester.

The letter grade obtained in each course.

The total number of credits earned by a student for the first year separately.

The total number of credits earned by a student since the 3rd semester onwards.

SGPI, FYPI, CGPI.

A list of backlog courses, if any.

Remarks regarding eligibility of registration for the next semester.

18.3 Semester grade card shall not indicate class or division or rank however a conversion from

grade point index to percentage based on CGPI shall be indicated on the final grade card of the

program.

19 Award of Degree:

Following rules prevail for the award of degree.

A student has registered and passed all the prescribed courses under the general

institutional and departmental requirements.

A student has obtained CGPI ≥ 4.75.

A student has paid all the institute dues and satisfied all the requirements prescribed.

A student has no case of indiscipline pending against him/her.

Academic Council shall recommend the award of degree to a student who is declared to be

eligible and qualified for above norms.

20. Grace Marks

Maximum total grace marks will be 1 % of the total theory credit courses x 100 subjected.

To maximum 6 marks in that semester.

Grace marks will be given candidate for change in grades for theory credit courses,

o i.e. from Fail to pass grade only and will be reflected in final ESE marks.

The grace marks are applicable only for maximum 1/3rd

courses (rounded to higher Integer

part i.e. if there are 4 theory courses then 4/3 = 1.33 = 2 courses).

Maximum grace marks will be distributed in maximum courses.

Benefit of grace marks is not applicable for any medal/award.

Applicable to theory and (Theory + Practical Courses). It is not applicable for Practical

courses.



27

Scheme for grace marks only can be used when the student will pass in all courses of that

semester.

21. CGPA Improvement Policy for Award of Degree:

An opportunity shall be given to a student who has earned all the credits required by the

respective program with CGPA greater than or equal to 4.00 but less than 4.75 to improve his/her

grade by allowing him/her to appear for ESE examinations of maximum two theory courses of

seventh semester. Such examinations shall be scheduled along with re-examinations/make-up

examinations. However, CGPA shall be limited to 4.75 even though the performance of a

student as calculated through modified CGPA becomes greater than 4.75.

Conclusions:

The academic policies regarding conduct of programs in Sanjay Ghodawat University Kolhapur

are published in this document. The Academic Council shall reserve the right to modify these

policies as and when required from the point of view of achieving academic excellence. In

special and abnormal cases (i.e. the cases not covered through above rules) the decision of the

(Chairman, Academic Council shall be final and shall be binding on all concerned.

Chairman

Academic Council



28

SCHOOL OF COMMERCE AND MANAGEMENT

School of Commerce and Management (SCM) is committed towards creating, preserving and

imparting internationally benchmarked knowledge and skills to a diverse community of students.

SCM provides a variety of opportunities for students to improve their employability. SCM

capitalizes on the industry and academic experience of its faculty to prepare students to work

effectively in today's complex and challenging business environment. SCM offers Under-

Graduate (UG) Program Bachelor of Commerce (B.Com.) and Post-Graduate (PG) Commerce

Program (M. Com.) under Commerce and under Management it offers Under-Graduate (UG)

Program Bachelor of Business Administration (B.B.A.) and Post-Graduate (PG) Program Master

of Business Administration (M.B.A.). These UG and PG programs in commerce and management

are industry oriented with a right mix of knowledge in areas of Commerce and Management. The

aim of management and commerce programs offered by SCM is to enable students to move

laterally into different professional roles, or into roles of greater responsibility, or even set on an

entrepreneurial journey.

BACHELOR OF COMMERCE

The Bachelor of Commerce (B.Com.) Program is unique with emphasis on case based learning,

state of the art infrastructure, emphasis on acquiring practical and life skills, establishing long and

lasting Institute-Industry interface culminating in paving successful careers for all B.COM.

graduates.

BACHELOR OF BUSINESS ADMINISTRATION

The Bachelor of Business Administration (B.B.A.) Program offered by School of Commerce

and Management is aimed to stimulate in students an interest in Business Management and

Administration which will lead to employment and personal growth and making them good

human beings and responsible citizens of the society.

MASTER OF BUSINESS ADMINISTRATION

The Master of Business Administration (M.B.A.) Program is unique with emphasis on case

based learning, state of the art infrastructure, emphasis on acquiring practical and life skills,

establishing long and lasting Institute-Industry interface culminating in paving successful careers

for all MBA graduates.



29

CURRICULUM STRUCTURE FOR

MASTERS OF BUSINESS ADMINISTRATION (M.B.A.)

PROGRAM AY 2019-20



30

Specializations offered: The following specializations shall be offered

Specialization Code Specialization Condition Applied

MM Marketing Management

School will offer any

specialization only in case if

20% students will opt that

specialization from a batch.

FM Financial Management

HR Human Resource Management

IB International Business

IM Information Management

TM Tourism Management

AB Agri-Business Management

Important Note:

1. School may offer ONLY SELECTED specializations based on industry needs, faculty strength and

competencies, student demands, employability potential, etc.

2. School MAY NOT offer a specialization if a minimum of 20% of students are not registered for that

specialization.

3. School MAY NOT offer an elective course if a minimum 20% of students are not registered for that

elective course.

4. Students can select any above mentioned one Specialization to complete their MBA program with selected

specialization.



31

Curriculum Structure for Masters of Business Administration Program

SEMESTER III

Course

Code Course Title L T Pr C

Evaluation Scheme for (L T P)

Component Exam WT(%) Mini. Passing

%

MMC601 (PC| SM)

Version: 1.1

Strategic

Management 3 - - 3 Th (100)

FET 20 40%

40% CAT I 15 CAT II 15

ESE 50 40%

MMC603 (PC| SM)

Version: 1.1

Indian Ethos and

Business Ethics 3 - - 3 Th (100)

FET 20 40%


ESE 50 40% A Total 6 - - 6 Total Hrs:6, Total Credits: 6

MMC605 (PE| SM)

Version: 1.1

Summer Internship

Project - - - 6 Pr (100)

PR 50 40% 40%

OE 50 40% SPECIALIZATION: Elective I Courses of Marketing Management Specialization (MM) MMC MM607 (PE| SM)

Version:

1.0

Paper I Brand Management

3 - - 3 Th (100)

FET 20 40%


ESE 50 40 %

MMC

MM609 (PE| SM)

Version: 1.1

Paper II Sales Management

and Personal Selling 3 - - 3 Th (100)

FET 20 40% 40% CAT I 15

CAT II 15 ESE 50 40 %

MMC MM611 (PE| SM)

Version: 1.1

Paper III Services Marketing

and CRM 3 - - 3 Th (100)

FET 20 40% 40% CAT I 15

CAT II 15 ESE 50 40 %

MMC

MM613 (PE| SM)

Version: 1.1

Paper IV Retail Marketing

3 - - 3 Th (100)

FET 20 40% 40% CAT I 15

CAT II 15 ESE 50 40 %

MMC MM615 (PE| SM)

Version: 1.1

Paper V Consumer

Behaviour 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC MM617 (PE| SM)

Version: 1.1

Paper VI Mini Project OR

- - 4 2 Pr (100) FEP 100 40%

Paper VI Massive Open

Online Courses

(MOOCs)

- - 4 2 Pr (100)

Certificate of successful completion

of course. OR

FEP 100 40%

B Total 14 - 4 16 Total Hrs:18, Total Credits: 16

A Total 6 - - 6 Total Hrs:6, Total Credits: 6

Total 20 - 4 22 Total Hrs:24, Total Credits: 28 # Publication in Conference/Journal * Presentation in department L: Lecture, T: Tutorial, Pr: Project/Practical/Group work, C: Credits, Th.: Theory, WT: Weight Age

PC: Program Core, PE: Program Elective, UC: University Core, UE: University Elective

ST: School of Technology, SS: School of Sciences, SC: School of Commerce, SM: School of Management, SA: School of Arts

FET: Faculty Evaluation Theory; FEP: Faculty Evaluation of Practical/Project; OP: Oral Presentation, OE: Oral Examination,

PR: Project Report, PS: Presentation; CAT –I: Continuous Assessment Test I, CAT– II: Continuous Assessment Test II;

ESE End Semester Examination.



32

SEMESTER III

Course



Component Exam WT

(%) Mini. Passing

%

SPECIALIZATION:

Elective II Courses of Financial Management Specialization (FM)

MMC FM607 (PE| SM)

Version: 1.1

Paper I Project Appraisal

and Financing 3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC FM609 (PE| SM)

Version: 1.1

Paper II Behavioral Finance

3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC FM611 (PE| SM)

Version: 1.1

Paper III International

Financial

Management

3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC FM613 (PE| SM)

Version: 1.1

Paper IV Financial Markets

and Services 3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC FM615 (PE| SM)

Version: 1.1

Paper V Contemporary

Issues in Taxation-I 2 - - 2 Th (100)

FET 20 40 %

40% CAT II 30

ESE 50 40%

MMC FM617 (PE| SM)

Version: 1.1

Paper VI Financial Decision

Making I OR

- - 4 2 Pr (100)

FEP 100 40 %


Online Courses

(MOOCs)


of course. OR

FEP 100 40 %



Total 20 - 4 22 Total Hrs:24, Total Credits: 28 # Publication in Conference/Journal * Presentation in department

L: Lecture, T: Tutorial, Pr: Project/Practical/Group work, C: Credits, Th.: Theory, WT: Weight Age PC: Program Core, PE: Program Elective, UC: University Core, UE: University Elective


FET: Faculty Evaluation Theory; FEP: Faculty Evaluation of Practical/Project; OP: Oral Presentation, OE: Oral Examination, PR:

Project Report, PS: Presentation; CAT –I: Continuous Assessment Test I, CAT– II: Continuous Assessment Test II;

ESE End Semester Examination..



33

SEMESTER III

Course



Component Exam WT

(%) Mini. Passing

%

SPECIALIZATION:

Elective III Courses of HR Specialization (HR)

MMC HR607 (PE| SM)

Version: 1.1

Paper I Talent


FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC HR609 (PE| SM)

Version: 1.1

Paper II Organization

Change and

Development

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC HR611 (PE| SM)

Version: 1.1

Paper III Compensation and

Benefits

Management

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC HR613 (PE| SM)

Version: 1.1

Paper IV Employee

Relations 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC HR615 (PE| SM)

Version: 1.1

Paper V Cross Cultural


FET 20 40%

40% CAT II 30

ESE 50 40%

MMC HR617 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40%


Online Courses

(MOOCs)

- - 4 2 Pr (100)

Certificate of successful

completion of course.

FEP 100 40%




L: Lecture, T: Tutorial, Pr: Project/Practical/Group work, C: Credits, Th.: Theory, WT: Weight Age

PC: Program Core, PE: Program Elective, UC: University Core, UE: University Elective ST: School of Technology, SS: School of Sciences, SC: School of Commerce, SM: School of Management, SA: School of Arts






34

SEMESTER III

Course



Component Exam WT

(%) Mini. Passing

%

SPECIALIZATION:

Elective IV Courses of International Business Specialization (IB)

MMC IB607 (PE| SM)

Version: 1.1

Paper I Global Business

Strategy 3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC IB609 (PE| SM)

Version: 1.1

Paper II Cross Cultural


FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC IB611 (PE| SM)

Version: 1.1

Paper III International

Business

Environment

3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC IB613 (PE| SM)

Version: 1.1

Paper IV International

Financial

Management

3 - - 3 Th (100)

FET 20

40 % 40 %

CAT I 15

CAT II 15

ESE 50 40 %

MMC IB615 (PE| SM)

Version: 1.1

Paper V International

Supply Chain

Management

2 - - 2 Th (100)

FET 20 40 %

40% CAT II 30

ESE 50 40%

MMC IB617 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40%


Online Courses

(MOOCs)

- - 4 2 Pr (100)



FEP 100 40%











35

SEMESTER III

Course



Component Exam WT

(%) Mini. Passing

% SPECIALIZATION:

Elective V Courses of Information Management Specialization (IM)

MMC

IM607 (PE| SM)

Version: 1.1

Paper I

Database

Management

2 1 - 3 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM609 (PE| SM)

Version: 1.1

Paper II

Business Intelligence 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IM611 (PE| SM)

Version: 1.1

Paper III Ethical and Legal

Aspects of Analytics 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IM613 (PE| SM)

Version: 1.1

Paper IV Essentials of

Machine Learning in

Python

2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM615 (PE| SM)

Version: 1.1

Paper IV Machine Learning

Lab - - 2 1 Pr (100) FEP 100 40% 40%

MMC

IM617 (PE| SM)

Version: 1.1

Paper V Python for Analytics

2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM619 (PE| SM)

Version: 1.1

Paper V Python for Analytics

Lab - - 2 1 Pr (100) FEP 100 40%

MMC

IM621 (PE| SM)

Version: 1.1

Paper VI Statistical Analysis

Lab OR

- - 2 1 Pr (100) FEP 100 40%


Online Courses

(MOOCs)

- - 2 1 Pr (100)



FEP 100 40%

B Total 12 1 6 16 Total Hrs:19, Total Credits: 16


Total 18 1 6 28 Total Hrs:25, Total Credits: 28

# Publication in Conference/Journal * Presentation in department L: Lecture, T: Tutorial, Pr: Project/Practical/Group work, C: Credits, Th.: Theory, WT: Weight Age







36

SEMESTER III

Course



Component Exam WT

(%) Mini. Passing

%

SPECIALIZATION:

Elective VI Courses of Tourism Management Specialization (TM)

MMC

TM607 (PE| SM)

Version: 1.1

Paper I

Tourism Service

Marketing

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM609 (PE| SM)

Version: 1.1

Paper II

Tourism Planning

and Development

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM611 (PE| SM)

Version: 1.1

Paper III

Hospitality and

Tourism Laws

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM613 (PE| SM)

Version: 1.1

Paper IV Travel Agency and Operations Management

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM615 (PE| SM)

Version: 1.1

Paper V Facility and Security


FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

TM617 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40%


Online Courses

(MOOCs)

- - 4 2 Pr (100)


completion of course. /

FEP 100 40%



Total 20 - 4 22 Total Hrs:24, Total Credits: 28









37

SEMESTER III

Course



Component Exam WT

(%)

Mini.

Passing %

SPECIALIZATION:

Elective VI Courses of Agri-Business Management Specialization (AB)

MMC

AB607 (PE| SM)

Version: 1.1

Paper I Indian Economy and

Agriculture 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40 %

MMC

AB609 (PE| SM)

Version: 1.1

Paper II Agriculture

Marketing 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40 %

MMC

AB611 (PE| SM)

Version: 1.1

Paper III Commodity Markets

and Future Trades 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40 %

MMC

AB613 (PE| SM)

Version: 1.1

Paper IV Co-operatives

Management and

Agri-Processing

Industries

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40 %

MMC

AB615 (PE| SM)

Version: 1.1

Paper V Agriculture Research

and Extension 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

AB617 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40%


Online Courses

(MOOCs)

- - 4 2 Pr (100)


of course./

FEP 100 40%











38



39

Curriculum Structure for Masters of Business Administration Program SEMESTER IV

Course



Component Exam WT

(%) Mini. Passing

%

MMC602 (PC| SM)

Version: 1.1

Project Management 3 1 - 4 Th (100)

FET 20 40%


ESE 50 40%

MMC604 (PC| SM)

Version: 1.1 Entrepreneurship 2 1 - 3 Th (100)

FET 20 40%

40% CAT II 30 ESE 50 40%

MMC606 (PC| SM)

Version: 1.1

Foreign Language - - - NC Th (100) FET 100 40% 40%

MMC608 (PC| SM)

Version: 1.1

Dissertation on Social

Issue - - 4 2 Pr (100)

PR 50 40% 40%

OE 50 40%

A Total 5 2 4 9 Total Hrs:11, Total Credits: 9

SPECIALIZATION:

Elective I Courses of Marketing Management Specialization (MM)

MMC

MM610 (PE| SM)

Version: 1.1

Paper VII Distribution

Management and

Logistics

3 - - 3 Th (100)

FET 20 40%


ESE 50 40%

MMC

MM612 (PE| SM)

Version: 1.1

Paper VIII B2B Marketing

3 - - 3 Th (100)

FET 20 40%


ESE 50 40%

MMC

MM614 (PE| SM)

Version: 1.1

Paper IX Marketing Research

2 1 - 3 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

MM616 (PE| SM)

Version: 1.1

Paper X International

Marketing 3 - - 3 Th (100)

FET 20 40%


ESE 50 40%

MMC

MM618 (PE| SM)

Version: 1.1

Paper XI Rural Marketing

2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

MM620 (PE| SM)

Version: 1.1

Paper XII Mini Project

- - 4 2 Pr (100) FEP 100 40% 40%



Total 18 3 8 25 Total Hrs:29, Total Credits: 25 # Publication in Conference/Journal * Presentation in department

L: Lecture, T: Tutorial, Pr: Project/Practical/Group work, C: Credits, Th.: Theory, WT: Weight Age PC: Program Core, PE: Program Elective, UC: University Core, UE: University Elective, ST: School of Technology, SS: School of Sciences, SC: School

of Commerce, SM: School of Management, SA: School of Arts; FET: Faculty Evaluation Theory; FEP: Faculty Evaluation of Practical/Project;

OP: Oral Presentation, OE: Oral Examination, PR: Project Report, PS: Presentation; CAT –I: Continuous Assessment Test I, CAT– II:

Continuous Assessment Test II; ESE End Semester Examination.



40

SEMESTER IV

Course



Component Exam WT

(%)

Mini.

Passing %

SPECIALIZATION:

Elective II Courses of Finance Specialization (FM)

MMC

FM610 (PE| SM)

Version: 1.1

Paper VII Advanced Financial


FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

FM612 (PE| SM)

Version: 1.1

Paper VIII Business Analysis and

Valuation 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

FM614 (PE| SM)

Version: 1.1

Paper IX Investment Analysis

and Portfolio

Management

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

FM616 (PE| SM)

Version: 1.1

Paper X Management of Rural

Finance and Micro

Credit

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 25 40%

MMC

FM618 (PE| SM)

Version: 1.1

Paper XI Contemporary Issue in

Taxation-II 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

FM620 (PE| SM)

Version: 1.1

Paper XII Financial Decision

Making II - - 4 2 Pr (100) FEP 100 40%




# Publication in Conference/Journal * Presentation in department








41

SEMESTER IV

Course



Component Exam WT

(%) Mini. Passing

%

SPECIALIZATION:

Elective III Courses of Human Resource Specialization (HR)

MMC

HR610 (PE| SM)

Version: 1.1

Paper VII Performance

Management

Systems

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

HR612 (PE| SM)

Version: 1.1

Paper VIII Employee Welfare

Laws 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

HR614 (PE| SM)

Version: 1.1

Paper IX Strategic HRM

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

HR616 (PE| SM)

Version: 1.1

Paper X Employee

Engagement and

Empowerment

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

HR618 (PE| SM)

Version: 1.1

Paper XI International

HRM 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

HR620 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40% 40%












42

SEMESTER IV

Course



Component Exam WT

(%)

Mini.

Passing %

SPECIALIZATION:

Elective IV Courses of International Business Specialization (IB)

MMC

IB610 (PE| SM)

Version: 1.1

Paper VII International

Economics 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IB612 (PE| SM)

Version: 1.1

Paper VIII Forex

Management

and Currency

Derivatives

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IB614 (PE| SM)

Version: 1.1

Paper IX International

Marketing

Management

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IB616 (PE| SM)

Version: 1.1

Paper X Legal

Dimensions of

International

Business

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IB618 (PE| SM)

Version: 1.1

Paper XI Export - Import

Documentation

and Procedures

2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IB620 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40% 40%












43

SEMESTER IV

Course



Component Exam WT

(%) Mini. Passing %

SPECIALIZATION:

Elective V Courses of Information Management Specialization (IM)

MMC

IM610 (PE| SM)

Version: 1.1

Paper VII Data Mining and

Data Warehousing 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM612 (PE| SM)

Version: 1.1

Paper VII Data Mining and

Data Warehousing

Lab

- - 2 1 Pr (100) FEP 100 40% 40%

MMC

IM614 (PE| SM)

Version: 1.1

Paper VIII Big Data, Text

Analytics and Web

Analytics

2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM616 (PE| SM)

Version: 1.1

Paper VIII Big Data, Text

Analytics and Web

Analytics Lab

- - 2 1 Pr (100) FEP 100 40% 40%

MMC

IM618 (PE| SM)

Version: 1.1

Paper IX Decision and Risk

Analytics 2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

IM620 (PE| SM)

Version: 1.1

Paper IX Decision and Risk

Analytics Lab - - 2 1 Pr (100) FEP 100 40% 40%

MMC

IM622 (PE| SM)

Version: 1.1

Paper X Business Analytics

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

IM624 (PE| SM)

Version: 1.1

Paper XI Cloud Computing,

Hadoop and Map

Reduce

- - 4 2 Pr (100) FEP 100 40% 40%

MMC

IM626 (PE| SM)

Version: 1.1

Paper XII R Programming

- - 4 2 Pr (100) FEP 100 40% 40%







FET: Faculty Evaluation Theory; FEP: Faculty Evaluation of Practical/Project; OP: Oral Presentation, OE: Oral Examination, PR: Project

Report, PS: Presentation; CAT –I: Continuous Assessment Test I, CAT– II: Continuous Assessment Test II;




44

SEMESTER IV

Course



Component Exam WT

(%)

Mini.

Passing %

SPECIALIZATION:

Elective VI Courses of Tourism Management Specialization (TM)

MMC

TM610 (PE| SM)

Version: 1.1

Paper VII Hospitality Marketing

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM612 (PE| SM)

Version: 1.1

Paper VIII Food and Beverage


FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM614 (PE| SM)

Version: 1.1

Paper IX Information and

Communication

Technology for

Hospitality

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM616 (PE| SM)

Version: 1.1

Paper X Travel and Tourism


FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

TM618 (PE| SM)

Version: 1.1

Paper XI Accommodation


FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

TM620 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40% 40%












45

SEMESTER IV

Course



Component Exam WT

(%) Mini.

Passing %

SPECIALIZATION:

Elective I Courses ofAgri-Business Management Specialization (ABM)

MMC

AB610 (PE| SM)

Version: 1.1

Paper VII Agricultural Financial


FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

AB612 (PE| SM)

Version: 1.1

Paper VIII Agriculture and

International Trade 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

AB614 (PE| SM)

Version: 1.1

Paper IX Agripreneurship and

Project Management 2 1 - 3 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

AB616 (PE| SM)

Version: 1.1

Paper X ICT for Agriculture

Business Management 3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

MMC

AB618 (PE| SM)

Version: 1.1

Paper XI Agri Supply Chain


FET 20 40%

40% CAT II 30

ESE 50 40%

MMC

AB620 (PE| SM)

Version: 1.1


- - 4 2 Pr (100) FEP 100 40% 40%



Total 18 3 8 25 Total Hrs:29, Total Credits: 25 # Publication in Conference/Journal * Presentation in department


PC: Program Core, PE: Program Elective, UC: University Core, UE: University Elective, ST: School of Technology, SS: School of Sciences, SC:

School of Commerce, SM: School of Management, SA: School of Arts; FET: Faculty Evaluation Theory; FEP: Faculty Evaluation of

Practical/Project; OP: Oral Presentation, OE: Oral Examination, PR: Project Report, PS: Presentation; CAT –I: Continuous Assessment

Test I, CAT– II: Continuous Assessment Test II; ESE End Semester Examination.



46



47

MASTERS OF BUSINESS

ADMINISTRATION (M.B.A.)

PROGRAM

PART II

(SEMESTER III)



48

COURSE CODE COURSE TITLE

MMC601 STRATEGIC MANAGEMENT

(Program Core, School of Management) | (Ver 1.1)

L. T. P. Credits Evaluation Scheme for (Th)

Component Exam WT (%) Min. Passing %

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is at odd semester of second year MBA. This course provides the student with a general

overview of the planning process of business strategies. Topics include concepts of corporate strategy,

the decision-making process, formulation of strategy, strategic thinking, and the formation,

implementation and evaluation of strategy.

Course Outcome(s)

At the end of the course the students should be able to:

CO.1 Explain2 various concepts of strategy, strategic planning and process of strategic management.

CO.2 Correlate4 the impact of environmental factors on the business and discuss

2 the importance of

tools like PESTLE and other to assess the impact of the macro environment on the firm.

CO.3 Explain2 types of competitive strategies and portfolio models.

CO.4 Distinguish4 different strategies used to exercise alternatives of corporate scope.

CO.5 Recognize2 importance of organization structure and culture in implementation of strategy.

Explain2 the elements involved in resource allocation.

CO.6 Discuss2 the importance and concept of strategic evaluation and control systems as processes.

CONTENT

UNIT DESCRIPTION HOURS

I Overview of Strategic Management: Strategy-Meaning, Strategic Planning and

Strategic Management- Meaning & Process; Levels of strategy – corporate,

business and functional. Stakeholders in business. Hierarchy of Strategic Intent.

7

II Strategy Analysis: Environmental Scanning– External analysis: Macro –

PESTLE analysis and Micro Environment; Industry Analysis- Porter’s Five

Forces model; Internal Environment Analysis-Organizational Capability Profile;

7

III Generic Competitive Strategies: Meaning of generic competitive strategies,

Types of competitive strategies - Low cost, Differentiation, Focus. Portfolio

Models - BCG Matrix – GE 9 Cell.

7



49

IV Grand Strategies: Stability, Growth (Diversification Strategies, Vertical

Integration Strategies, Mergers, Acquisition and Takeover Strategies, Strategic

Alliances), Renewal Strategies - Retrenchment, Turnaround and Withdrawal

Strategies.

7

V Strategy Implementation: Strategy and Structure, Organization Structures-

Functional, Divisional, SBU, Organisational Culture; Resource allocation; The

Balance Scorecard.

7

VI Strategy Evaluation and Control: Strategic Evaluation and Control – Concept,

Evaluation Process; Strategic Control Systems - Premise Control, Strategic

Survellience, Special Alert Control; Contingency Planning; Auditing.

7

*Note: Case studies/Mini projects/Self-study topics, etc. on above applicable topics.

REFERENCE BOOKS

Azhar Kazmi, Strategic Management and Business Policy, 3/e, Tata McGraw-Hill.

Upendra Kachru, Strategic Management, 2/e, McGraw Hill Education(India) Pvt. Ltd., New Delhi,

2015.

U C Mathur, Textbook of Strategic Management, Macmillan, 2005.Abbass Alkhafaji, Richard

Alan Nelson, Strategic Management: Formulation, Implementation, and Control in a Dynamic

Environment, Routledge, 2013.

John A. Pearce, Richard B. Robinson, Amita Mital, Strategic Management: Formulation,

Implementation and Control, 12/e (Special Indian Edition), Tata McGraw-Hill, 2012

Pearce, Strategic Management, 10/e, Tata McGraw-Hill Education, 2009.

Srinivasan R. Strategic Management: The Indian Context, 4/e, New Delhi, PHI, 2008.

*****



50


MMC603 INDIAN ETHOS AND BUSINESS ETHICS




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

COURSE DESCRIPTION:

This course is designed develop and deepen the student’s understanding of our moral obligations to each

other, the importance of moral character in business, and the concept of Indain ethos and Business Ethics

and its application in business decision making with emphasize on CSR and ethical and sustainable

business practices in the age of Globalization in students. Business Ethics studies moral dilemmas and

problems that arise in business and considers the defensible ways ethical principles and standards ought

to be applied to business. There are no prerequisites for this course. It assumes that students have the

basic knowledge about ethics and morality that anyone in our society possesses.

Course Outcome(s)


CO.1 Discuss2 the importance of Indian ethos and ethics in business and Recognize

1 ethical

practices in business/ profession.

CO.2 Discribe2 theories of business ethics and explain

2 its importance in business.

CO.3 Understand1 corporate governacne system and explain2 the theories and practices of corporate

governance.

CO.4 Apply3 ethical practices in business.

CO.5 Discuss2 corporate social responsibilities and apply

3 CSR practices in business.

CO.6 Analyse2 impact of unethical practices on business.

CONTENT


I Overview of Indian Ethos and Business Ethics: Role of Indian Ethos in

Managerial Practices, Indian work ethos; Socio-political environment; Indian

heritage in business, Management-Production and Consumption; Indian perspective

of values for manager, Secular Vs. Spiritual values in management, Indian v/s

Western Management;

7

II Theories of Business Ethics: Moral, Values and ethics in business; Morality,

religion and law, Etiquettes and professional codes, Individual integrity and

responsibility; Principle of personal and professional ethics, Significance and need of

7



51

business ethics; Theroies - Normative theories- Egoism, Relativism, Utilitarianism,

Kant’s ethics, Rawl’s theory of justice;

III Corporate Governance and Ethics: Corporate governance - Significance, Theory

and issues; Corporate governance and strategic management; Ethical decision

making, ethical reasoning; Good governance practices; Whistle blowing. Duty ethics

in the Business Environment. Ethical Culture in Organization, Developing codes of

Ethics and conduct, Ethical and value based leadership.

7

IV Business and Customer: Ethics in business – marketing, HR, production, finance

practices and international business etc., ethical dilemmas in different business areas;

Consumer protection-consumer duties and responsibility, consumer protection acts;

7

V Business and Society: Corporate social responsibility and sustainability-advantage,

scope, steps to attain CSR; Models for implementation of CSR LCA Framework-

Benefit Matrix; Environmental ethics.

7

VI Ethics and Indian Business: Relevance of Value Based Management in Global

Change; Principles Practiced by Indian Companies; Business ethics in India today,

Unethical issues in India; Reasons for unethical practices/behaviour and can it be

avoidable; Major Indian scams.

7

Cases: Suggestive Indian and Global cases for discussions on above applicable topics:

1. Dmat Scam 2003-2005;

2. Vishal Sikka vs Infosys;

3. Satyam scandal;

4. Ketan Parekh Scam 2001;

5. Harshad Mehta Scam;

6. Jet airways layoff Case;

7. Sahara India investor fraud case;

8. Ethical issues involved in Kentucky Fried Chicken's (KFC) business operations in

India;

9. Drug Dilemmas;

10. Plastic Bag Industry: Posing Threats to Environmental Sustainability/Tirupur- a study

on its environmental degradation/The fight over the Redwoods.

*Note: Case studies/Mini projects/self-study topics, etc. on above applicable topics.

REFERENCE BOOKS

Bob Tricker, Corporate Governance – Principles, Policies and Practices, Oxford University

Press.

Fernando A.C., Business Ethics and Corporate Governance, 2/e, Pearson Education India,

2010.



52

Mandal, S.K, Ethics in Business and Corporate Governance, 2/e; New Delhi: McGraw Hill

Education, 2012.

O. C. Ferrell, John Fraedrich, Ferrell, Business Ethics: Ethical Decision Making and Cases,

12/e, Cengage Learning, 2018.

Sharma, J.P., Corporate Governance, Business Ethics andCSR, Ane Books Pvt Ltd, New Delhi.

Tom L. Beauchamp, Case Studies in Business, Society, and Ethics, 4/e, Prentice Hall, 1998.

Wanda Teays, Business Ethics Through Movies: A Case Study Approach, John Wiley and

Sons, 2015

William H. Shaw, Business Ethics: A Textbook with Cases, 8/e, Cengage Learning, 2013.

*****



53


MMC605 SUMMER INTERNSHIP PROJECT

(Program Generic Core, School of Management) | (Ver 1.1)


Component Exam WT(%) Min. Passing %

- - - 6 Pr (100) PR 50 40%

40% OE 50 40%

Course Outcome(s)


CO.1 Recognize2 perspective about business organization.

CO.2 Understand2

specific functional areas and develop managerial and professional skills,

knowledge, and attitudes along with the experience needed to constitute a professional

identity.

CO.3 Analyze4 and interpret

5 survey data.

CO.4 Arrange6 the findings in proper sequence and write

6 project report.

DESCRIPTION

The primary objective of the Summer Internship Programme (SIP) is to enable students gain an exposure

to industry and understand current and contemporary management practices by spending a minimum of

60 days (i.e. 8 weeks including Sunday) in a company during their summer break between the 2nd

and 3rd

semester.

Students are required to identify a company/NGO for their SIP, in consultation with and approval of their

faculty guides. The choice of the company should be intimated to the SIP Coordinator before

commencement of the SIP. Simultaneously, students should also have identified a guide within the

company (industry guide) under whose supervision and guidance they would carry out their SIP.

During their stay with the company, students are required to gain an understanding of the company’s

history, details of its founders or shareholders, the nature of business, organisational structure, reporting

relationships, working of the different management functions, key issues and concerns, and nature and

types of customers through observation, discussion, and interaction with the company personnel. This list

is only indicative, and not exhaustive.

Students should collect and gather as much as possible written materials, published data, and related

matter. In the process of carrying out their SIP, students are required to identify an issue or problem or a

given task or assignment or project or learning opportunity in the company etc. in an organization /

industry that they can work on during the SIP course in the 3rd

semester. This should be discussed with



54

their faculty guide before completing the SIP. It is expected that the SIP shall sensitize the students to the

demands of the workplace.

At the end of the SIP, students are expected to submit a report copy to the company and a hard and soft

(CD) copy of which will be submitted to Project Coordinator. The report should clearly indicate the

sources from which information was obtained.

The report should be well documented and supported by:

Title page

Copyright page/ Declaration

Company Certificate (on company letter head, duly signed by authority person from the company

with seal/stamp)

School/University Certificate

Faculty Guide Certificate

*Dedication (where applicable)

Acknowledgements

Table of Contents

o List of Tables

o List of Graphs

o *List of Figures (where applicable)

o *List of Abbreviations (Nomenclature), Symbols, (where applicable)

o *List of Appendices (where applicable)

Executive Summary

Body of Report (divided into various chapters)

1. Introduction to Study

2. Company Profile

a. History of the Company

b. Details of Company

3. Conceptual Framework and Literature Review

4. Research Methodology

4.1. Scope and Significance of the Study

4.2. Statement of the Problem

4.3. Objectives of the Study

4.4. Methodology

4.5. Limitations of the Study

5. Data Analysis and Interpretation

6. Findings and Conclusion

7. Recommendations

Bibliography/References and Webliography



55

Appendices

o Questionnaire

o Any other (if applicable)

Finalization of the Project Report:

Student should obtain clearance from their respective guide before final printing of the final

project report.

Paper:

The size of the Paper sheet: A4

Typing should be done on one side of the paper.

Font:

Font Type: Times New Roman,

Font Size: 12

Line Spacing:

Body of the text: 1.5 lines

List of tables/ graphs/charts/bibliography: Single line

Alignment:

Title page: Centre

Chapter heading: Centre

Sub heading: Left

Body of text: Justify

Tables titles and Graphs titles: Centre

Margins:

At the binding edge (Left): not less than 3 cm.

Other margins (Right, Top, Bottom): not less than 2 cm.

Titles:

All titles and subtitles should be printed in BOLD.

All the Tables/ Graphs /Charts should have appropriate titles.

Numbering of the Table / Graph/ Charts:

Table /Graph/Charts should be numbered in the following fashion.

o Second table /Graph/Chart in Second Chapter should be numbered as Table /Graph/Chart

No 2.2 where first digit stands for Chapter No. and digits after (.) period stand for

Number of Table/Graph/Charts in that chapter.

o Same numbering system should be followed for other chapters.



56

Table /Graph /Charts must be followed by proper explanation and analysis.

Pagination (Page numbers):

The Title page should not carry any page number.

For initial pages, (i.e. from Student’s Declaration to Executive Summary) numbers should be

given in small Roman Numbers. (Like i, ii, iii, iv, etc.)

Report should contain main page numbers (i.e. 1, 2 ...) after Executive Summary.

Main page numbers should start from first page of Chapter No. 1 and will continue until last page

of the report.

Page numbers are to be given at the center of bottom of the page.

Pages separating Chapters should not be numbered but be counted.

Binding of the report:

The project should be hard bound with golden embossing as per the standard format.

Number of Copies to be prepared for submission:

Two copies for Department and one copy for company.

Grammar and Spelling:

It is the student’s responsibility (and an important courtesy to the readers) to ensure that grammar

and spelling conventions are observed.

Before submission:

Students must sign Declaration and Acknowledgment before putting for the Signature of the

Guide and Director/Dean.

Evaluation will be based on three factors – (i) performance of the student during entire project work,

presentation(s), feedback from the industry guide and project report assessment by the faculty project

guide, and (ii) oral examination (to be evaluated by two experts, one of whom will be the faculty guide

and another will be external expert faculty member/industry expert from managerial position). Each

factor would carry weight. Distribution of assessment is - 50% weightage for project report assessment by

project guide and 50% weightage is for external viva-voca assessment by panel members.

*****



57

SPECIALIZATION ELECTIVE I: MARKETING SPECIALIZATION (MM)


MMC MM607 Elective Paper I

BRAND MANAGEMENT

(Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Brand management is a fundamental element of competitive strategy. In this course, students examine

how a favorable brand and memorable brand experiences can influence a firm’s ability to withstand

competitive pressures and thrive in dynamic market conditions. They will study brand management from

the consumer perspective to highlight the importance of customer perceptions in bringing brands to life

and the role of brand knowledge in building brand equity. Topics include assessing brand meaning, brand

positioning, building brands, brand extensions, assessing brand strength, defending premier brands,

repositioning mature brands, and branding strategies.

Course Outcome(s)


CO.1 Discuss2 concepts andapplications of branding and explain

2 significance of branding for

customer and firm.

CO.2 Develop5 a consumer-centric approach to build brand equity for new and existing brands.

CO.3 Explain2 the importance of brand equity models and marketing decisions for building brand

equity.

CO.4 Apply3 brand positioning techniques for marketing organization.

CO.5 Recognize2 the concepts brand awareness brand identity and brand image.

CO.6 Explain5 applications of branding and approaches to effective branding strategy.

CONTENT


I Introduction to Branding: Meaning of brand and Branding, Product Vs. Brand,

Brand attributes, Benefits of branding; Brand Users, Significance of branding to

consumers and firms, Selecting brand names, Brand building process.

7

II Brand Equity and Brand Value: Brand value and Brand equity – Concept and

definition, Brand equity pyramid, Measuring brand equity, Sources of brand equity,

Measuring brand value.

7



58

III Brand Equity Models: Brand Asset Valuation, Aaker Model, BRANDZ, Brand

Resonance; Brand Marketing Programs: New perspectives on marketing, Marketing

communication to build brand equity, Co-branding, celebrity Endorsements.

7

IV Brand Positioning: Concept, Positioning elements, positioning map, selecting target

positioning -3C’s, Competitive positioning-PODs and POPs, brand value chain.

Positioning Strategy-research techniques for brand positioning.

7

V Customer and Brand: Brand awareness; Brand Identity-concept, brand identity

prism; Brand Image-functional, symbolic and experiential brands and position,

Creating customer value.

7

VI Designing and Sustaining Branding Strategies: Building New Brand Positioning:

Brand Name, Logo, Slogans, Brand Architecture Hierarchy; Brand Extensions-

advantage and disadvantage, Types of brand extension. Reinforcing brands,

Revitalizing brands, Brand failures.

7

NOTE: Class discussions to be supported by relevant case studies.

REFERENCE BOOKS

Debashis Pati, Branding: Concepts and Process, Macmillan India, 2002.

Harsh V. Verma, Brand Management: Text and Cases, 2/e, Excel Book Publisher, New Delhi,

2008.

Kevin Keller, Best Practice Cases in Branding: Lessons from the World’s Strongest Brands,

Prentice Hall.

Kevin Keller, Strategic Brand Management: Building, Measuring, and Managing Brand Equity,

2/e, Pearson/Prentice Hall, 2008.

Kirti Dutta, Brand Management: Principles and Practices, OUP India, 2012.

Michael Beverland, Brand Management: Co-creating Meaningful Brands, SAGE, 2018.

Subroto Sengupta, Brand Positioning: Strategies for Competitive Advantage, Tata McGraw-

Hill Education, 2005.

U. C. Mathur, Product and Brand Management, Excel Books India, 2010.

*****



59


MMC MM609 Elective Paper II

SALES MANAGEMENT AND PERSONAL SELLING




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course will provide the knowledge necessary for students to understand the selling process and be

able to apply key principles of successful sales management. It provides an introduction to personal selling

as well as a detailed analysis of the selling process, environmental influences, estimating demand, account

management and sales force management including the recruitment, selection, training, motivation and

performance of sales people and control of the selling effort.

Course Outcome(s)


CO.1 Demonstrate3 the relationship between selling and marketing and emphasize

1 the role of sales

executives as planners of sales operations.

CO.2 Apply3 insights of sales organization in practice.

CO.3 Understand 2 how to manage sales force in marketing field.

CO.4 Possess the skills required to integrate3 concepts to manage sales territory.

CO.5 Develop6 sales negotiation skills through inputs on the selling process.

CO.6 Outline4 the areas in which sales executives make decisions.

CONTENT


I Introduction to Sales Management: Meaning, Nature, Scope, Objectives

andFunctions of Sales Management; Relationship between selling and marketing;

Types of Selling; Sales Control-Phases and Types- formal and informal control.

7

II Sales Organization: Meaning, Purpose of Sales organization; Setting up Sales

Organisation; Types of Sales organization structure; Centralization and

Decentralization in Sales Force Management; Schemes for Dividing Line Authority in

Sale organization.

7



60

III Sales Force Management: Sales Executive; Sales Force planning, sale job analysis,

Recruitment and Selection, Training and Development of Sales Force-Planning,

Executing and Evaluating Training Program, Motivating sales personnel; Sales

Meeting and Contests.

7

IV Managing Sales Force: Compensation for Sales Force- Compensation plan and

Fringe Benefits; Managing Expenses of Sales personnel -Reimbursement Policies and

Practices, Methods of Controlling and Reimbursing Expenses; Controlling Sales

Personnel-Evaluating and Supervising; Sales Territory Management; Sales Budget,

and Quotas.

7

V Personal Selling: Nature, Modern Concept of Salesmanship, Essentials of Effective

Selling; Qualities of a Good Salesman; Theories of Selling; Steps in Personal Selling,

Negotiation; Setting Personal Selling Objectives-Types and Sales Forecasting;

7

VI Application of Personal Selling: Sales related Marketing Policies; Services Selling,

Industrial Selling, Selling to Rural Consumers, Careers in Professional Selling.

Challenges before the Sales Manager.

7


REFERENCE BOOKS

C. L. Tyagi, Arun Kumar, Sales Management, Atlantic Publishers and Dist, 2004.

Charles M. Futrell, Fundamentals of Selling: Customers for Life through Service, 13/e,

McGraw-Hill Education, 2013.

Dr. F. C. Sharma, Sales Management, Latest Edition, SBPD Publications, 2016

M. C. Cant, C. H. van Heerden, Personal Selling, Juta and Company Ltd, 2005.

R. Krishnamurthy, Personal Selling and Sales Management, 1/e, Himalaya Publishing House.

Rolph E. Anderson, Alan J. Dubinsky, Rajiv Mehta, Personal Selling: Building Customer

Relationships and Partnerships, 2/e, Houghton Mifflin, 2006.

Still, Richard R. Still, Sales Management: Decision Strategy and Cases, 5/E, Pearson Education

India, 2007.

*****



61


MMC MM611 Elective Paper III

SERVICES MARKETING AND CRM


L. T. P. Credits

Evaluation Scheme for (Th)

Component Exam WT

(%)

Min. Passing %

3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The contribution of services to the Indian economy is more than other sector. This makes services the

largest contributor to the GDP of the country and its importance is only growing by the day. This course

is designed to give students of marketing focus on knowledge needed to implement service strategies for

competitive advantage across industries. In this course students will learn the fundamentals of services

marketing and understand services marketing from various perspectives. CRM is all about business

survival and how to create new value for its stakeholders by managing relationships. As a critical

organizational competence, its management cannot be left to chance. Indeed, in fiercely competitive

markets where products and services are similar, has placed additional burden for organizations to

develop strategies that will put their customers first. The course focuses on the needs of the customers,

who are to be kept satisfied and delighted for a business to prosper.

Course Outcome(s)


CO.1 Describe2 concepts of services marketing and differentiate

2 STP for services marketing.

CO.2 Develop6 and design

6 Service marketing strategies.

CO.3 Explain4 importance of physical evidence in services marketing.

CO.4 Choose3 appropriate services marketing mix.

CO.5 Explain2 the concepts related to customer relationship management.

CO.6 Use3 effective customer relationship management practices to retain the customer.

CONTENT


I Introduction to Services Marketing: Evolution and growth of service sector, Nature,

scope and unique characteristics, Classification STP for services marketing. Designing

-Performing-Communicating the service. Overview of managing demand and capacity.

7



62

II Marketing Mix in Service Marketing: 7Ps of Services-Product, Price, Place,

Promoting, People – Moment to Truth, Service Encounters, Service Personnel Issues,

Emotions and Service Situations, Service Profit Chain.

7

III Physical Evidence: Meaning, Types of Physical Evidence, Role of Physical Evidence,

Stimulus Response Model, Services Scapes, Process- Types, Service Blueprint, Service

Process Matrix, Service Recovery and Empowerment. Service Quality - Gap model,

SERVQUAL Model;

7

IV Application of Services Marketing Mix in Service Sector: Customer Service,

Banking Services, Hotel Services, Transport Services, Consultancy Services, Insurance

Services and Healthcare Services.

7

V Customer Relationship Management (CRM): Relationship Marketing (RM) -

Concept, Rise of Relationship Marketing; Drivers, Theories of Customer Relationships,

Building Customer Relationship, Measuring CRM, CRM Framework, Tangible

Components of CRM, CRM in Services, CRM in Product Management.

7

VI CRM and Service Excellence: Creating Value for Customers, Managing Customer

Life Cycle, Customer Acquisition, Retention and Development. Zero Customer

Defection, Customer Loyalty- Best Practices for Winning Customer Loyalty;

Technology and CRM;

7


REFERENCE BOOKS

C. Bhattacharya, Services Marketing, Excel Books India, 2009.

Clifford Short, Service Marketing Management, Clanrye International, 2018.

Dr. Kisholoy Roy, Studies on Services Marketing Text and Case, 2018.

Jochen Wirtz, Christopher H. Lovelock, Essentials of Services Marketing, Global Edition, 3/e,

Pearson Education Limited, 2017.

K. Douglas Hoffman, John E.G. Bateson, Services Marketing: Concepts, Strategies, and Cases,

5/e, Cengage Learning, 2016.

R. Srinivasan, Services Marketing: The Indian Context, 4/e, PHI Learning Pvt. Ltd., 2014.

V. Kumar, Werner Reinartz, Customer Relationship Management: Concept, Strategy, and Tools,

3/e Springer, 2018.

Valarie A Zeithaml, Services Marketing, 4/e, Tata McGraw-Hill Education, 2012.

*****



63


MMC MM613 Elective Paper IV

RETAIL MARKETING




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course is about various facets of retail sector. It also covers various functions like operations, store

planning, marketing and use of latest technologies in retail. Topics include an overview of retail

marketing; retail marketing, financial and location strategy; merchandising; pricing and distribution;

promotion including communications, store layout, store design, visual merchandising; and customer

service.

Course Outcomes


CO.1 Exlpain2 concepts of retail marketing and recognize

2 changes in Indian and global retail market

and Identify2career opportunities in retailing.

CO.2 Discuss2 theories of retail development and different business models in retail.

CO.3 Analyse4 effective site location and site evaluationand apply

3 skills in managing the store

andeffective supply chain management in retail.

CO.4 Recognize2 different types of the specialty retail and its advantages and disadvantage.

CO.5 Understand2 the ways that retailers use effective retail marketing mix, marketing tools and

techniques to interact with their customers.

CO.6 Understand2 Retail strategies and legal and ethical behavior in retail.

CONTENT


I Retail Marketing: Introduction to Retail Marketing; Functions and Rise of retailer;

Factors behind the change of Indian and Global Retail Market; Shopper Behaviour-

Grocery Shopper, Loyalty Cards and Programmes, Cash Starved Consumer; Concept of

Life Cycle in retail; Careers in Retail.

7

II Theories of Retail Development: Evolution of retail formats; Theories of retail

development; Business Models in Retail-Classification based on stores, non-stores and

service; Traditional Business Models in Indian Retail (Mandis, Haats, Melass, Local

7



64

Baniya/Kirana); Indian Specific Retail Models (Public Distribution System, ITC-E-

Choupal, Hariyali Kisan Bazaar, Godrej Adhaar).

III Store Operations and Supply Chain: Store location- Trading area and Site analysis;

Store Atmospherics; Store management Store layout, Process of Merchandise

Management, Visual Merchandising, Store-wise Inventory Management; Supply Chains

– Types of Supply Chains, Forecasting CPFR, Sourcing and Vendor selection-VMI.

7

IV Specialty Retailing: Meaning, advantage and disadvantage of Specialty Retailing;

Category - Consumer Electronics, Home Furnishing, Pharma, Jewelry, Luxury, Toy and

Sports Goods.

7

V Retail Marketing Mix: Retail marketing Mix; Retail Image; Retail Communication

Mix; Price Perception, Price Promotion; Festive and Season Shopping; Retail Brand;

Servicing the Retail Customer; Retail Entertainment Convergence;

7

VI Retail Strategies: Independent vs. Chain Stores; Retail Personnel Management Process

and Challenges; E-tailing and Net Mall Strategy; Legal and Ethical Behaviour: Legal

Constraints in Pricing, Promotion, Product, and Supply Chain; Ethics in Retailing.

7


REFERENCE BOOKS

A. Sivakumar, Retail Marketing, Excel Books India, 2007.

Chetan Bajaj, Nidhi Varma Srivastava, Retail Management, Oxford University Press, 2004.

David Gilbert, Retail Marketing Management; Pearson Education India, 2003.

Helen Goworek, Peter McGoldrick, Retail Marketing Management: Principles and Practice,

Pearson Education Limited, 2015.

Levy, Michael and Weitz, Barton A., Retailing Management; Tata McGraw Hill; 6th edition, New

Delhi

Patrick M. Dunne, Robert F. Lusch, James R. Carver, Retailing, 8/e, Cengage Learning, 2013.

Swapna Pradhan, Retailing Management: Text and Cases, Tata McGraw-Hill Publishing Company

Limited New Delhi, 2009.

*****



65


MMC MM615 Elective Paper V

CONSUMER BEHAVIOUR


L. T. P. CREDITS EVALUATION SCHEME FOR (TH AND PR)


2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course focuses on providing students with the basic tools to understand consumer behaviour towards

building effective marketing strategies. The most important and complex part of marketing is to

understand not only the mind but also heart of the consumer. Consumer behavior, if predicted correctly

can ease out all the difficult decisions of selling projections or advertisement effectiveness or economies

of scale or efficient marketing. However, one rarely finds it happening smoothly as understanding and

predicting consumers is difficult. Since time age-old, humans are known to have specific choices about

the way they live their lives, eat, and mingle with each other. These choices largely talk about the story of

their personal or cultural or societal evolution. The needs of conformity to such set patterns in life have

induced consumption of specific products or services in recent times. Businesses and new categories of

products and services have emerged based on this premise. Marketers have increasingly taken help of

these new evolved ways of living and captured it under behavioral studies.

Course Outcomes


CO.1 Explain2 of the pre and post purchase consumer behavior.

CO.2 Comprehend2 different models of consumer behavior.

CO.3 Learn2 influence of

individual determinants of consumer behavior.

CO.4 Recognize2 the influence of Social determinants on consumer behavior.

CONTENT


I Introduction to Consumer Behavior: Concept, Nature and Need for Studying

Consumer Behavior, Factors Influencing Consumer Behaviour; Consumer Buying

Process. Industrial Buying Behaviour - Industrial Buying Process.

7

II Consumer Modeling: General Model of Consumer Behaviour - The Economic

Model, Learning Model, Psychoanalytic Model, The Sociological Model; Specific

Model of Consumer Behaviour - The Howard Sheath Model, The Nicosia Model, The

Engel –Kollat-Blackwell Model.

7



66

III Individual Influences on Consumer behavior: Consumer needs, Motivation;

Perception - Perceptual process, Perceptual Distortion and Factors Influencing

Perception. Consumer Learning- Conditioning and Cognitive learning theories;

Consumer Attitude –Attitude Formation and Change; Personality and self-concept.

7

IV Social influence on Consumer Behaviour: Social Class; Reference Group; Family,

family life cycle and decision-making. Diffusion of Innovation and Opinion

Leadership.

7


REFERENCE BOOKS

Dheeraj Sharma, Jagadish Deth, Banwari Mittal, Consumer Behaviour – A Managerial

Perspective, Cengage Learning, 2015.

Kardes, Cline, Cronley, Consumer Behaviour-Science and Practice, Cengage Learning, 2012.

Leon G. Schiffman, Leslie lazerKanuk, S. Ramesh Kumar, 10e, Pearson, 2011.

Michael Solomon, Rebekah Russell-Bennett, Josephine Previte, Consumer Behaviour, 3/e,

Pearson Higher Education AU, 2012.

Ray Wright, Consumer Behaviour, Cengage Learning EMEA, 2006.

Robert East, Malcolm Wright, Marc Vanhuele, Consumer Behaviour: Applications in Marketing,

SAGE, 2013.

S. Ramesh Kumar, Consumer Behaviour and Branding: Concepts, Readings and Cases-The

Indian Context, Pearson Education India, 2009.

Satish Batra, SHH kazmi, Consumer Behaviour-Text and Cases, 2e, Excel Books, 2011.

*****



67


MMC MM617 Elective Paper VI

MINI PROJECT


L. T. P. Credits Evaluation Scheme for (Pr)

Component Exam WT% Min. Passing %

- - 4 2 Pr (100) FEP 100 40%

Course Description:

The purpose of this mini-project is to become familiar with practices/marketing research techniques used

in marketing and to learn to apply these marketing practices or marketing research techniques. The course

is based on an individual/team research work including literature studies according to the study plan. An

individual/team study plan will be written by the student(s) under the supervision of course

instructor/supervisor which serves as a project description.

Course Outcome(s)


CO.1 Develop6 analytical and presentation skills.

CO.2 Write6 synopsis and presentation report.

DESCRIPTION

Guidelines for Course:

The primary objective of this course is to enable students to understand the latest developments in the field

of Business and Management. The course would facilitate in discussing and deliberating the latest

developments in business sector, learning of specific issues and techniques, its impact on business sector

etc.

This provides a platform for students to learn and update themselves on various topics and its different

perspectives under one roof. Also, helps in improving their communication and presentation skills.

This is a *self-study course therefore students are expected to spend extensive time outside the classroom

and collect all possible and relevant information relating to their chosen topic/case. Students can bring in

related materials, books, magazines, journals, VCDs, E- books, etc., to showcase during their presentation.

A team of 2 (not more than two) students can join together and work on a same topic. The students can

choose topic/topic based case from the above his/her area of specialization given elective courses, with the

approval of course faculty member/guide & academic coordinator. The students are expected to work on

the chosen topic in consultation with their course faculty member/guide. Each team will deliver the

seminar as per the schedule given by the faculty member/guide. The presentation will be evaluated by

course in charge/faculty guide. The project report evaluation is done by Course-in-charge/faculty guide.

At the end, each student/team of not more than two has to submit mini project report duly signed by Head

of Department and Dean to the Departmental Project Coordinator (DPC).

The final report for this project should be a typed, double-spaced paper. The report should include:



68

Introduction: A general overview of the selected topic.

Research Methodology. The first few paragraphs should discuss the technique used, why that

technique was chosen, and details of the procedures involved (e.g., questionnaire and its

development, survey methodology, sampling, data tabulation, etc).

Analysis of the Data & interpretation. A thorough analysis of the data and results of the research

should be presented. Use tables, charts, graphs (whatever is appropriate).

Findings and Conclusion. A thorough discussion of your conclusions from the data.

Recommendations: Student can make recommendation based on finding and study report.

Evaluation of a student/team’s work will be based on following factors:

Evaluation based on Team work:

Content and depth of coverage of the topic – 15%

Seminar Delivery/presentation– 25%

Punctuality and regularity at work – 10%

Project report – 50%

Departmental Project Coordinator (DPC) should maintain project reports and the evaluation record of

students.

OR



MASSIVE OPEN ONLINE COURSES (MOOCs)


Lect. Tut. Pract. Credits Evaluation Scheme

Component Exam WT (%) Mini. Passing

- - 4 2 Pr (100)

Certificate of successful completion of

course./OR

FEP 100 40%

Learning Outcome(s):

After completion of this course, students should be able to -

CO1 State2 personal motivation for producing and using Open Educational Resources (OERs).

CO2 Evaluate5 some examples of educational resources for active open learning.

CO3 Plan2 a structured learning experience using a range of resources.

CO4 Use3 OER for self-development.

DESCRIPTION



69

Learners are encouraged to opt for Massive Online Open Courses (MOOCs). Massive Open

Online Courses (MOOCs) are such online courses which are developed as per the pedagogy stated

in the AICTE regulation (2016) or equiavelent; following the four quadrant approach and made

available on the SWAYAM platform of Government of India. (AICTE (Credit Framework for

online learning course through SWAYAM) Regulations, 2016).

A Massive Open Online Course (MOOC) aimed at unlimited participation and open access via the

web. In addition to traditional course materials, such as filmed lectures, readings, and problem

sets, many MOOCs provide interactive courses with user forums to support community

interactions among students, professors, and teaching assistants (TAs), as well as immediate

feedback to quick quizzes and assignments.

Massive Open Online Courses (MOOCs) are available for anyone to enrol. MOOCs provide an

affordable and flexible way to learn new skills, advance your career and deliver quality

educational experiences at scale.

A course coordinator / faculty guide shall be assigned for such courses. The course coordinator /

faculty guide shall oversee the progress of the learner as well as evaluate the learner. The learner

shall select the Course that he/she desires to opt for and submit an outline of the proposed study

relevant to the course. The course coordinator / faculty guide shall approve the proposal after

considering the nature of the work, learning effort required, desired outcomes and comprehensive

coverage of the topic.

There is no defined syllabus for the MOOC courses in curriculum. Since MOOC is a guided self-

study course. 8 weeks / minimum 40-42 hours of work shall be equivalent to two credit.

Students shall apply to the Dean / Head of the Department of the School in advance and seek

permission for seeking credit for the proposed MOOCs, he/she wishes to pursue through

departmental MOOC coordinator.

The commencement date and completion date of the MOOC such as Professional Certifications

shall be within the admission date for the MBA Part II programme or before the completion of

MBA II Semester III. Student has to submit a certificate regarding successful completion of the

MOOCs course duly signed by the competent authority and issued through the Host Institution to

the departmental MOOC Coordinator before end of the semester. The marks or grade sheet /

Certificate regarding successful completion of the MOOCs course of the student that counts for

final award of the credit by the University. In case due to any genuine reason or official/technical

difficult to get the course completion certificate from the competent authority within said period,

in such situation the departmental MOOC Coordinator or faculty subject expert will evaluate the

students for the practical/lab component and accordingly incorporate these marks/grade in the

overall marks/grade which can be considered for credit count.

Note: University consider minimum Four-week course as equivalent to one credit, minimum eight-

week course as equivalent to two credit, minimum twelve-week course as equivalent to three

credit, and so on; Student can select any number of credit course but as per curriculum structure



70

and considering semester time span, a student can earn maximum two credits after successful

completion of course only on his/her grade sheet. Thus, it is advisable to students that they should

go for minimum 8 weeks course / two credit course.

**Important Note: To earn the credit for this course paper student can select any one option from

above i.e. Mini Project or MOOC.

*****



71

SPECIALIZATION ELECTIVE II: FINANCIAL MANAGEMENT (FM)


MMC FM607 Elective Paper I

PROJECT APPRAISAL AND FINANCING

(Program Elective, School of Commerce and Management) | (Ver 1.1)

L. T. P. Credits Evaluation Scheme for (Th & Pr)


3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course covers techniques of financial analysis of investment expenditures as well as the economic and

distributive appraisal of those projects. Projects often involve the outlay of financial capital which

becomes exposed to varying degrees of risks. Investment decisions are required. This course will provide

students with foundation knowledge of tools and techniques used the field of project appraisal and

financing.

Course Outcome(s)


CO.1 Understanding1the concept of project management in Project appraisal and financing of

proposed project reports.

CO.2 Apply3andestimate financial projection to adapt and manage financial challenges.

CO.3 Analyse4feasibility of proposed financial projections.

CO.4 Use3 modern techniques of cash management system for optimal utilization of most liquid asset.

CO.5 Evaluate5 project risk and recognize

2 effective measures.

CO.6 Apply6 financial skills in the preparation of detailed project report to encourage

entrepreneurship among the students.

CONTENT


I Introduction of Project Management: Project Management Concepts: Concept and

characteristics of a project; Project Planning: Generation and screening of project

ideas, Market and Demand Analysis, Technical Analysis.

7



72

II Financial Estimates and Projections: Testing of financial feasibility and making

market analysis of proposed project. Feasibility and viability. Start-up India, Stand-

up India.

7

III a) Estimation of cost of project and means of finance, Projection of Financial

Statements and Profitability,

b) Project Financing- Long Term Sources and Short Term Sources, Classification of

internal and external.

7

IV Estimation of Cash Flows: Cost of Project, Working Capital Requirements and its

Financing, Motive for holding Cash, Objective of case Management, Factors

determine the cash needs; Techniques of Cash Management. Cash Management

Model- Baumol Model Miller-or Model, Orgler’s Model.

7

V Types and Measures of Project Risk Management: Types and Measures of

Project Risk, Sensitivity Analysis, Scenario Analysis, Break Even Analysis, ,

Decision Tree Analysis.

7

VI Preparation of Project Reports and Analysis: Appraisal of Term Loans by

Financial Institutions, Preparation of projected financial statements in respect of

proposed project. Preparing project proposal for any proposed business.

7

NOTE: Class discussions to be supported by relevant case studies/problems.

REFERENCE BOOKS

Ambrish Gupta, Project Appraisal and Financing, PHI Learning Pvt. Ltd., 2017.

D. P. Sarda, Project Finance: Appraisal and Follow-up, ABD Publishers, 2007.

Finerty, D. John, Project Financing, Asset – Based Financial Engineering, 3/e; New Delhi: Wiley

India, 2015.

Gatti, Stefano, Project Finance in Theory and Practice, Designing, Structuring and Financing

Private and Public Projects, 2/e; USA: Academic Press, Elsevier, 2013.

Prasanna Chandra, Projects, 7/e, Tata McGraw-Hill Education, 2009.

Sitangshu Khatua, Project Management and Appraisal, Oxford University Press, 2011.

Yescombe, E. R, Principles of Project Finance, 2/e; USA: Academic Press, Elsevier, 2013.

*****



73


MMCFM609 Elective Paper II

BEHAVIORAL FINANCE




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed to provide an overview of an exciting new and fast growing area in finance,

which takes as its premise that investment decision-making and investor behaviour are not necessarily

driven by 'rational' considerations but by aspects of personal and market psychology. Behavioural finance

recognizes that our abilities to make complex financial decisions are limited due to the biases and errors

of judgment to which all of us are prone. This course introduces cognitive biases, discusses the impact of

such biases on the financial decision-making, and explores the behaviour of individual investors, fund

managers and corporate managers. This course is intended to complement other finance courses that are

mainly based on the traditional paradigm which assumes that investors and managers are generally

rational.

Course Outcome(s)


CO.1 Understand1

concepts of project management in Project appraisal and financing of proposed

project reports.

CO.2 Describe2 concepts and working of efficient market hypothesis theory in investment decision.

CO.3 Apply3 the various theories relating with behavior financing and take hold of all economic

aspect that are related to the capital market.

CO.4 Analyze4 behavioral biases of investors.

CO.5 Analyze4 corporate investment policies and decisions for the nurturing of business life.

CO.6 Propose6 capital structure of Business Organization.

CONTENT


I Introduction to Behavioral Finance: Classical Finance and Behavioral Finance-

Heuristics and Biases in Human Decision making Psychology and Market People.

Investors, Portfolio Managers, Analysts: are they rational? Bounded Rationality in

Real Market Conditions. Decision-making Process and Behavioral Biases. Simple

Experiments on Anchoring.

7



74

II Efficient Market Hypothesis: Theoretical Foundations of Efficient Market

Hypothesis (EMH). Steps of Efficient Market Hypothesis. Rational investors.

Irrational investors: number and the correlation of trading strategies. Evidence of

motivating phenomena: Stock prices overreaction and correction.

7

III Behavioral Economics and Finance: Prospect theory (Kahneman, Tversky).

Bounded rationality. Expected Utility theory vs. prospect theory. Probability. Risk

preference, framing bias. Mental accounting (Tversky and Kahnemann, 1992).

7

IV Behavioral Biases of Investors: Representativeness (Tversky and Kahnemann,

1974). Ambiguity aversion (Ellsberg, 1961). Overconfidence and excessive trading

(Griffin and Tversky, 1992). The analysis of potential consequences.

7

V Behavioral Corporate Finance: The decision-making process in reality. First level:

rational managers. Managerial financing and investment decisions as rational

responses to securities market mispricing.

7

VI Capital Structure Choice: Second level: less than rational managers. Behavioral

biases of managers. Capital structure choice: behavioral aspects. Investment policy:

real investments and MandA deals.

7


REFERENCE BOOKS

Ackert, Deaves. Behavioral Finance: Psychology, Decision-Making, and Markets. Cengage

Learning; 1 edition, 2010.

Fama, E. F., Efficient capital markets: a review of theory and empirical work. Journal of

Finance, 25(2), 383-417, 1970.

Hersh Shefrin, Beyond Greed and Fear, Harvard Business School Press, 2000.

M. M. Sulphey, Behavioural Finance, PHI Learning Pvt. Ltd., 2014.

Parag Parikh, Value Investing and Behavioral Finance, Tata McGraw-Hill Education, 2009.

Prasanna Chandra, Behavioural Finance, McGraw-Hill Education, 2016.

Shleifer, Andrei, Inefficient Markets: An Introduction to Behavioral Finance. Oxford, UK: Oxford

University Press, 2000.

*****



75


MMC FM611 Elective Paper III

INTERNATIONAL FINANCIAL MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course focuses on international financial management and international trade. This course is

concerned with the financial management of the firms that operate in the increasingly globalized business

environment. Topics in financial management, viewed primarily from the perspective of managers doing

business overseas, include the management of foreign exchange exposure, investment decisions,

multinational capital budgeting and financial risks in International Operations.

Course Outcome(s)


CO.1 Understand1 and relate knowledge and ability to use the precise language of International

Finance.

CO.2 Remember5 to refine general knowledge of business and extend their ability to confront new

situations and propose solutions which can withstand critical examination into the area of

international finance.

CO.3 Analyze4 and Forecast currency future values and assess the present currency values.

CO.4 Evaluate3 their ability to analyze both international financial borrowing and investment

opportunities.

CO.5 Analyse6 the risk in international transactions and make able to measure and mange that risk.

CO.6 Determination2 of exchange rate in spot market and forward market, and computation of

arbitrage gain possibility.

CONTENT


I International Finance: a) Concept and Scope of International Finance, Foreign

Exchange Reserve, Balance of payment current Account, Convertibility- Current

Account and Capital Account; World Financial Markets and Institutions: International

Banking, World Bank and International Monetary Fund (IMF).

7



76

II Foreign Exchange Market: Foreign Exchange Market: Structure, Types of

Transactions, Exchange Rate quotations and arbitrage between Exchange rate and

Interest Rate; Exchange Rate Mechanism: Determination of exchange rate in spot

market and forward market, Factors influencing exchange rate, Theories of Exchange

Rate Behavior.

7

III International Working Capital Management: a) International cash management:

The cash positioning decision. Advantages and disadvantages of centralized cash

management. Multilateral netting. Intra corporate transfer of funds. b) International

Receivables management: Domestic v/s International receivables management. Letter

of credit. International factoring and Accounts receivables.

7

IV International Capital Budgeting: The basic framework for analysis. Issues and

strategic considerations in international capital budgeting. The adjusted present value

approach (APV). Financial risk and cost of capital. Exchange risk and cost of capital.

Capital Budgeting and Cash Management of MNC.

7

V Global Financial Environment: Objective of financial management in a

multinational corporation, functions of international financial management. Special

decision variables in international financial management. International monetary

system, Fischer Effect, International fisher effect.

7

VI Management Of Exposure and Risk: Risks in International Operations: Exchange

rate risk, Interest rate risk and Political risk. Concept of exposure and risk. Types of

exposure transaction, transnational and economic exposure. Measurement of

transaction exposure. Managing transaction exposure. Hedging Strategies.

7


REFERENCE BOOKS

Apte P.G., Multinational Financial Management, Tata -McGraw Hill, New Delhi.

Baker J.C., International Finance: Management, Markets and Institutions, Prentice Hall,

Englewood Cliffs.

Rathore, Shirin, International Accounting, Prentice Hall of India Pvt. Ltd., New Delhi.

Seth, A.K., International Financial management, Galgotia Publishing.

Shapiro, Allen C., Multinational Financial Management, John Wiley and Sons, 2001.

*****



77


MMC FM613 Elective Paper IV

FINANCIAL MARKETS AND SERVICES




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This is a course on the operations of financial markets and services in India. Financial markets and

services introduces students to the financial markets environment in which business organizations

operate. The course presents an overview of the financial system and its various financial markets,

services and institutions.

Course Outcome(s)


CO.1 Explain2 the role and functions of Indian Financial System with the detailed knowledge of all

the participant of the same.

CO.2 Describe1

concepts, working, composition and major instruments of capital and money market

and become life-long learner of financial market.

CO.3 Describe1

concepts, and working, of Commodity and Derivative market and become life-long

learner of financial market

CO.4 Describe4 Stock exchanges in India and their Indices.

CO.5 Analyze4 and take hold of all aspect that are related to the capital market including primary as

well as secondary market mechanism.

CO.6 Explain2 the major financial services available for the nurturing of business life inclusive of the

introduction as well as growth.

CONTENT


I Introduction to Indian Financial System: Overview of Financial System in India,

Major Components, Objectives and Functions of Financial Institutions- Reserve Bank

of India(RBI), Securities Exchange Board of India (SEBI) and Insurance Regulatory

and Development Authority (IRDA).

7



78

II Financial Market: Capital Market: concept, types of markets- primary and secondary,

Instruments in Capital Market- Shares, stocks, Debentures, bonds; Money Market:

concept, Instruments in Money market- Commercial Papers, Certificate of Deposits,

Treasury Bills, Bills of Exchange.

7

III Commodities and Derivatives Market: Concept, Market for Commodity trading.

Derivative Market: Concepts, Transactions- Swaps, Options, Forward and Futures.

7

IV Indian Securities Market: Stock Exchanges in India: National Stock Exchange

(NSE), Bombay Stock Exchange (BSE), Over The Counter Exchange of India (OTCE)

Indices:- SENSEX and NIFTY.

7

V E-Trading Mechanism in Stock Exchanges: Demat, National Exchange of

Automated Trading (NEAT), BSE Online Trading (BOLT), Screen based trading;

Depositories: Role of depositories, National Securities Depository Limited (NSDL) and

Central Depository Services Limited (CSDL), Eligibility and functions of Depository

Participants (DPs).

7

VI Financial Services: Concept, Nature and Scope of Financial Services – Regulatory

Framework of Financial Services – Growth of Financial Services in India; Venture

Capital, Merchant Banking, Hire Purchase and Leasing and Credit Rating; Insurance:

concept importance and types of insurance; Mutual Fund: concept, Importance, Types

of Mutual Fund.

7


REFERENCE BOOKS

Bhalla, V. K. (2004), Management of Financial Services, Anmol Publishing House

Bhole, L. M. and Mahakud Jitendra (2009), Financial Institutions and Markets, Tata McGraw-Hill

Education Private Limited, New Delhi.

Gordon, E. and Natrajan A. (2015), Financial Markets and Institutions, Himalaya Publishing

House, Mumbai.

Khan, M.Y. (2013), Indian Financial System, Tata McGraw-Hill Education Private Limited, New

Delhi.

Pathak, Bharati (2014), Indian Financial System, Dorling Kindersley India Pvt. Ltd. Licensees of

Pearson Education in South Asia, New Delhi.

Ramesh Babu (2009), Indian Financial System, Himalaya Publishing House, Mumbai.

*****



79


MMC FM615 Elective Paper V

CONTEMPORARY ISSUES IN TAXATION-I


L. T. P. CREDI

TS

EVALUATION SCHEME FOR (THANDPR)


2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

Accounting and finance are constantly developing and changing, greatly influenced by external factors

in a global market place. This course will help to expand students' understanding of the conceptual

underpinnings of Indian income taxation arrangements, and other aspects of taxation.

Course Outcome(s)


CO.1 Outline1 basic principles underlying the provisions of direct tax laws and to develop

2 a broad

understanding of the tax laws and accepted tax practices.

CO.2 Understand2 Principles and Provisions of direct tax laws in Computation of taxable income

under various heads of income.

CO.3 Apply3 knowledge of various provisions of the Income Tax Act 1961 in Computation of

Income relating to Individual.

CO.4 Evaluate4 Income statement of Individual to calculate tax liability.

CONTENT


I Introduction: Definitions under the Income Tax Act 1961, Residence and tax

liability. Income deemed to be received / deemed to accrue or arise in India. Incomes

which do not form part of total income and income forming part of total income but

no income tax is payable

7

II Heads of Income: Heads of income and the provisions relating to computation of

income under different heads in respect of Individuals.

7

III Clubbing of Income: Provisions relating to clubbing of income. Set-off and carry

forward of various types of losses Deductions from gross Total income

7

IV Computation of Total Income: Problems on computation of total income and tax

payable and rebates and relief’s in respect of Individuals only.

7

Mini Projects/Group Exercise/Case Studies on above applicable topics.



80

REFERENCE BOOKS

B. Viswanathan, Goods and Services Tax (GST) in India, New Century Publications, 2016.

B.B. Lal, Income Tax, 2/e, Pearson Education, 2011.

Girish Ahuja (Author), Ravi Gupta, Systematic Approach to Taxation: Containing Income Tax and

GST, 39/e, Wolters Kluwer India Pvt. Ltd., 2018.

Lucky Yona, Contemporary Issues in Taxation, AuthorHouse, 2018.

M. M. Sury, Tax System in India: Evolution and Present Structure, New Century Publications,

2015.

Sinha P.K., Dr. Vinod Singhania, Systematic Approach to Indirect Tax- Kumar, Sanjeev Text

Book of Indirect Tax –Taxman Publication, New Delhi

*****



81


MMC FM617 Elective Paper VI

FINANCIAL DECISION MAKING - I


L. T. P. Credits EVALUATION SCHEME FOR (PR)

Component Exam WT% Min Passing %

- - 4 2 Pr (100) FEP 100 40%

Course Description:

This course provides students with the key knowledge and skills required for financial management

linking together financial decision making concepts with day-to-day management decisions. The course

adopts a practical approach using hands on practices.

Course Outcome(s)


CO.1 Explain2

how organizations make value optimizing financial decisions, and reflectively and

critically assess the issues arising from these decisions.

CO.2 Exibit1 a clear conceptual understanding of the fundamental relevant to financial decision

making through ratios.

CO.3 Analyse2 and evaluate

3 various financial models and decision making techniques and Identify

4

the impact of dividend policy (as it applies to firms) and prescribe ways to overcome

shareholders’ diverse requirements.

CO.4 Apply4 financial analysis skills in the facilitation of strategic decision making through working

capital.

CONTENT

PRACTICALS DESCRIPTION HOURS

I Financial Decision Making: Financial Decision Making - Meaning, Definition

and Objectives.

4

Financial Decision Making in any Manufacturing/Service Organization.

II Management Performance Measurement: Financial Ratio Analysis Ratios

relating to: Profitability, Efficiency, Liquidity and Gearing Ratio.

4

Practical on Comparative Statement, Common Size Statement and Trend

Analysis.



82

III Making Distributions to Shareholders: Dividend Policy and Shareholder

Wealth Traditional vs. Modigliani and Miller Arguments, Factors Determining

the Level of Dividends Scrip Dividends, Special Dividends and Share Buybacks.

4

Study of any Manufacturing/Service Unit Dividend Policy and Its Impact on

Company.

IV Working Capital Management 4

Study of Working Capital and Its Impact.


REFERENCE BOOKS

Ambrish Gupta, Financial Accounting for Management: An Analytical Perspective, 6/e, Pearson

Education, 2018.

Bhattacharya H, Working Capital Management: Strategies and Techniques, 2/e, Prentice Hall

India Learning Private Limited, 2008.

Kulkarni, P. V. and Satyaprasad, B. G., Financial Management, Himalaya Publishing House,

Mumbai, 2011.

R.P. Rustagi, Working Capital Management, Taxmann Publications Private Limited, 2011.

Rustagi, R. P., Fundamentals of Financial Management, Taxman Publication, 2016.

Sarngadharan M, Financial Analysis for Management Decisions, Prentice Hall India Learning

Private Limited, 2011.

OR







- - 4 2 Pr (100)


course./OR

FEP 100 40%







83



DESCRIPTION




































84









**Important Note: To earn the credit for this course paper, student can select any one option from

above i.e. Financial Decision Making-I or MOOC.

*****



85

SPECIALIZATION ELECTIVE III: HUMAN RECOURSE MANAGEMENT (HR)


MMC HR607 Elective Paper I

TALENT MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Talent management has become one of the most popular new business management concepts, designed to

help companies leverage human capital for maximum gain. This course analyzes the processes of

selecting, developing and maintaining talent within an organization. This course can help students better

understand talent management techniques and learn to use them in a profitable way.

Course Outcome(s)


CO.1 Understand1 the concepts of talent management.

CO.2 Examine2 the process for identifying high potential.

CO.3 Applying2 skills and competencies necessary to adapt and manage and develop Talent

CO.4 Adapt3 modern information system and technology for making effective talent management.

CO.5

Act4 in a manner that reflects their appreciation and understanding of the management control

in performance appraisal and compensation management.

CO.6 Create6analytical skills for solving the problems arising due to talent

CONTENT


I Talent Management: Meaning and concept of Talent and Talent Management –

History, the Scope of Talent Management, Need of Talent Management, Key

Processes of Talent Management, Talent vs knowledge people, Source of Talent

Management, Consequences of Failure in Managing Talent, Tools for Managing

Talent.

7



86

II Elements, Benefits and Challenges of Talent Management System(TMS):

Introduction, Role of Information Technology in Talent Management System, Key

Elements of TMS; Building Blocks of Effective Talent Management System, Critical

Success Factors to Create TMS.

7

III Talent Planning: Succession management process - Cross functional capabilities

and fusion of talents - Talent development budget - Value driven cost structure -

Contingency plan for talent - Building talent - Leadership coaching.

7

IV Emerging Trends in Talent Management: Modern practices in talent attraction,

selection, retention and engagement. Strategic Trends in Talent Acquisition, Talent

Management and Social Media.

7

V Return on Talent (ROT): ROT measurements - Optimizing investment in talent -

Integrating compensation with talent management- Sustainable Talent Management

and Reward Model- Developing talent management information system -

Psychometrics for TM

7

VI Talent Management Practices and Process: Building the talent pipeline; Managing

employee engagement; Using talent management processes to drive culture of

excellence; HR Analytics for TM Processes; Talent management in India; Future

directions in talent management practice and research.

7


REFERENCE BOOKS

Berger, Lance A and Dorothy Berger (Eds.) The Talent Management Handbook, Tata McGraw

Hill, New Delhi

Chowdhary, Subir, The Talent Era, Financial Times/Prentice Hall International

Chowdhary, Subir, Organization 2IC, Pearson Education, New Delhi.

Masood, Anil Kumarsingh and Somesh Dhamija, Talent management in India Challenges and

Opportunities, Atlantic publisher, New Delhi.

*****



87


MMC HR609 Elective Paper II

ORGANIZATION CHANGE AND DEVELOPMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Organizations must change to survive in today’s rapidly changing global economy. From small family-

owned businesses to billion-dollar corporations to non-profits, change is inevitable. This course

addresses the issues, basic theories and methods associated with organizational change and development

in contemporary organizations. In this course, participants will be exposed to a number of organizational

issues including, the need for change, why organizations change or fail to change and how change helps

organizations become more competitive and profitable. In this course, participants will be introduced to

both historical and contemporary theories and methods of introducing change in organizations, leading

change, the ethical issues of surrounding and management techniques for effectively changing an

organization. The course also explores the role of leadership in change and how leaders effect change.

Course Outcome(s)


CO.1 Define1 various terms relating to organizational development and change.

CO.2 Discuss3 the process of change as applied to organizational culture and human behavior.

CO.3 Applying2 theories and current research concerning individuals, groups, and organizations to the

process of change.

CO.4 Analyze4 ongoing activities within an organization and design and plan the implementation of

selected OD interventions

CO.5 Applying3the performance management technique for development of human resources.

CO.6 Creating6 the analytical skills for solving the problems arising due to organization changes and

development.



88

CONTENT


I Organizational Development: Concept, Characteristics – Assumptions of OD –

Model of OD – OD Process – Diagnosing Organization, Group and Jobs –

Collecting and Analyzing the information – Feeding Back information – Leading

and Managing Change – Case Studies

7

II Organizational Development Interventions:; Designing interventions; Evaluating

and institutionalizing interventions; Structural interventions- Work redesign,

work modules, Quality of work life (QWL), Quality circles (QC); Behavioural

interventions- Sensitivity training, Transactional analysis; Career planning; Inter-

group interventions- team building, survey feedback, Grid OD;

7

III Organizational Change, Renewal, and Development: Planned change;

Organizational growth and its implication for change; Kurt Lewin’s model of

change; Force field analysis; Change cycles- Power and participative types;

Organizational renewal and re–energizing; Institution building; Creativity and

innovation

7

IV Resistance to Change: Change and Leadership; Managing the resistance and

Change – Change Agent – Role and Skills – Implementation of Change –

Organizational Culture and Change.

7

V Human Process interventions: Individual, Interpersonal and Group Approaches,

Organization Process Approaches –Techno structural Interventions – Restructuring

Organizations, Employee involvement and Work Design.

7

VI Human Resource Management Interventions: Performance Management

through change and development, Developing and Assisting members through

Strategic Interventions, Competitive and Collaborative Strategies, Organizational

Transformation, OD in Global Setting – OD in Private and Public Sector

Organizations.

7


REFERENCE BOOKS

Hellriegel, Slocum and Woodman, Organisational Behavior, South-Western, Thomson Learning,

9th edition, 2001.

JIM Grieves, Organisational Change, Oxford publishers, 2010.

Radha R. Sharma, Change management concept and applications, TMH publishers, 2010.

Stephen P. Robins, Organisational Behavior, Prentice Hall of India, 9th edition, 2001.

*****



89


MMC HR611 Elective Paper III

COMPENSATION AND BENEFITS MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Compensation and benefits is an important area of Human Resource Management as the mismanagement

of the same can have adverse effect on the employee morale and the organization's profits. Hence,

managing compensation and benefits require quite a skill and competence. This course is designed to

develop effective compensation, reward and benefit package that motivates employees to perform better

Topics include job description, analysis and evaluation systems; equity issues and requirements; design

and use of wage and salary surveys; statutory and no- statutory employee benefit packages and systems;

performance, merit and incentive pay systems; and administration of compensation systems.

Course Outcome(s)


CO.1 Understand2the various dimensions of Compensation Management.

CO.2 Applying2 illustrate different ways to strengthen the pay-for-performance link.

CO.3 Understand2 the Legally required employee benefits.

CO.4 Learn1 some of the implications for strategic compensation and possible employer approach to

managing legally required benefits.

CO.5 Assess5 the different voluntary retirement schemes.

CO.6 Creating6

the analytical skills for solving the problems arising due to compensation

management.

CONTENT


I Compensation: Concept, dimensions and system – Rewards – Concept – Non

Financial Compensation System – Economic Theory – Behavioural Theory – New

trends in Compensation Management.

7



90

II Compensation Strategy at Macro Level: Wage Policy – Wage Determination –

Pay Fixation – Collective Bargaining – Pay Commission – Compensation Strategy

at Micro Level – Job Evaluation – Methods and System.

7

III Minimum Wages Act, 1948: Payment of Wages Act, 1936 – Equal Remuneration

Act, 1976; Statutory and no- statutory employee benefit packages and systems;

Managerial Remuneration: Tax Planning – Salary Structuring – Recent trends in

Taxation.

7

IV Performance, merit and incentive pay systems; Salary Progression – Methods of

Payment – Competency based compensation – Incentive scheme Types, Merits and

Demerits – Performance Appraisal – Strategic Perspective on Benefits – Factors,

Classification.

7

V Wage Incentives: Concept; different kinds of wage incentives plans and their

application, pay for performance, competency based pay, Bonus: Profit Bonus,

Evolution of the Concept, Method of Determining Bonus, Fringe Benefits:

Underlying Principles, Different Kinds of Fringe Benefits.

7

VI Voluntary Retirement Scheme: International Compensation – Objectives,

Package and Problem – Recent Changes in Compensation Strategy.

7


REFERENCE BOOKS

B.D. Singh, Compensation and Reward Management, Excel Books, 2006

Milkovich and Newman, Compensation, Tata McGraw Hill, 2007

Richard I. Derson, Compensation Management, Pearson Education.

*****



91


MMC HR613 Elective Paper IV

EMPLOYEE RELATIONS




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The purpose of this course is to improve the effectiveness of entry-level ER specialists by developing

their fundamental skills and the necessary understanding of the field of employee relations. The

fundamental concern of Employee Relations as a field of study is with investigating the nature of the

relationship that exists between an employer and his or her employees – or the employment relationship.

Course Outcome(s)


CO.1 Develop5 and maintain up-to-date knowledge of contemporary thinking on employee

relations

CO.2 Recognise1 the strengths and limitations of contemporary organizations in relation to the

management of employee relations.

CO.3 Plan4 for and organize key employee relations activities.

CO.4 Develop5 effective employment relations policies and practices with appropriate sensitivity

and responsiveness to context.

CO.5 Understand2 causes of grievances and its process.

CO.6 Creating6

the analytical skills for solving the problems arising due to relationship within

employees.

CONTENT


I Overview of Industrial Relations: Concept of Industrial Relations; Nature of

Industrial Relations; Objectives of IR; Evolution of IR in India ; Role of State; Trade

Union; Employers’ Organisation.

7

II ILO in IR, Approaches to IR andHR Relations - Gandhian approach - Marxian

approach and Dunlop’s Systems approach. Emerging Trends in IR, Future of IR in

India.

7



92

III Employment Structure -Social Partnership-Wider approaches to industrial relations-

Labour Market. Introduction-Definition and objectives-growth of Trade Unions in

India-trade Unions Act, 1926 and Legal framework-Union recognition-Union

Problems-Employees Association-introduction ,Objective Membership, Financial

Status

7

IV Workers’ Participation in Management - Worker’s Participation in India, shop

floor, Plant Level, Board Level- Workers’ Welfare in Indian scenario- Collective

bargaining concepts and Characteristics -Promoting peace

7

V Causes of Grievances -Conciliation, Arbitration and Adjudication procedural aspects

for Settlement of Grievances -Standing Orders- Code Discipline.

7

VI Industrial Disputes - Meaning, Nature and scope of industrial disputes - Cases and

Consequences of Industrial Disputes -Prevention and Settlement of Industrial

Disputes in India.

7

REFERENCE BOOKS

Arun Monappa, Industrial Relations, TMH, New Delhi, 2003.

Aswathappa, Human Resource Management, TMH, New Delhi, 2003.

C. S. Venkata Ratnam, Globalisation andLabour Management Relations, Response Books

Mamoria C. B. and Sathish Mamoria, Dynamics of Industrial Relations, Himalaya Publishing

House, New Delhi, 2007.

Ratna Sen, Industrial Relations in India, Shifting Paradigms, Macmillan India Ltd.

Sinha, Industrial Relations, Trade Unions and Labour Legislation Pearson Education.

*****



93


MMC HR615 Elective Paper III

CROSS CULTURAL MANAGEMENT


L. T. P. Credits Evaluation Scheme For (Th & Pr)


2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

The purpose of this course is to introduce the various frameworks and practical techniques in cross-

cultural management. This course also aims to develop students’ understanding and skills in diagnosis and

solving cross-cultural challenges. The meaning of culture is explored by drawing on a range of national

cultural and Institutional models and studies and providing a broad understanding of the International

context in which multinational corporations operate. The focus will be on the influence of organizational

and national Cultures on the development and transfer of a wide range of HRM practices. For example, in

what ways do human resource management and employment practices differ across countries and why?

Course Outcome(s)


CO.1 Discuss2 the main theories in cross-cultural management

CO.2 Examine3 the relevant contextual issues in cross-cultural management in relation to international

business

CO.3 Express2 and communicate effectively in oral and written forms about cross cultural

management using appropriate concepts, logic and rhetorical conventions.

CO.4 Understanding2 Organizational culture and its models.

CONTENT


I International Cultural Environment: The Concept of Culture, Culture dimensions;

Self-reference Criterion and Ethnocentrism: As a Major Obstacles in International

Business Decisions, Emic vs. Etic Dilemma: Cultural Uniqueness vs. Panculturalism.

Cultural Orientation in International Business,

7

II Global Business, Growth and Evolution: Environmental Variables in Global

Business; Human and Cultural Variables in Global Organizations; Structural Evolution

of Global Organizations. Cross Cultural Differences in global business and Managerial

Implications; Cross Cultural Research Methodologies and Hofstede’s Hermes Study;

7



94

III Cross Cultural Commnication, Negotiation and Decision making: Cross Cultural

Communication and Negotiation; Process and International Negotiation hurdles;

Human Resource Management in Global Organizations; Corporate Culture; Western

and Eastern Management Thoughts in the Indian Context.

7

IV Diversity at Work: Managing diversity: Causes of diversity, the paradox of diversity,

diversity with special reference to handicapped, Women and aging people, intra

company cultural difference in employee motivation.

7

REFERENCE BOOKS

Adler, Nancy. International Dimensions of Organizational Behavior. Southwestern, 2007

Branine, M. Managing Across Cultures: Concepts, Policies and Practices London: Sage, 2011.

Dumetz Jerome, Cross-cultural Management textbook, Student Edition, 2012

Hall, Edward T., Mildred Reed Hall. Hidden Differences. Studies in International Communication:

How to communicate with the Germans. Hamburg, 1983.

Hampden-Turner, Charles M., Fons Trompenaars: Building Cross-cultural competence. Chichester

(Wiley), 20006.

Trompenaars, Fonz and C. H. Turner. Riding the Waves of Culture. McGraw Hill, 2/e, 1998.

*****



95


MMC HR617 Elective Paper VI

MINI PROJECT


L. T. P. Credits Evaluation Scheme For (Pr)


- - 4 2 Pr (100) FEP 50 40% 40%

Course Description:

The purpose of this mini-project is to become familiar with techniques used in marketing research and to

learn to apply these techniques to marketing decision-making. The course is based on an individual/team

research work including literature studies according to the study plan. An individual/team study plan will

be written by the student(s) under the supervision of course instructor/supervisor which serves as a

project description.

Course Outcome(s)


CO.1 Develop6 presentation and analytical skills.


DESCRIPTION





etc.
















96

















students.

OR


MMC HR617 Elective Paper VI





- - 4 2 Pr (100) Certificate of successful completion of course./OR

FEP 100 40%









97

DESCRIPTION






































98









*****



99

SPECIALIZATION ELECTIVE IV: INTERNATIONAL BUSINESS (IB)


MMC IB607 Elective Paper I

GLOBAL BUSINESS STRATEGY




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course focuses on the development of skills to understand the issues that managers face in operating

in global markets. Companies today confront an increasing array of choices regarding geographic

markets, locations for key activities, ways of organizing international business, and processes for

managing across borders. This course analyses how multinational firms leverage their capabilities and

competencies to create competitive advantages in global markets. Topics include assessing global

markets attractiveness; understanding the impact of differences in legal, socio-cultural, political,

technological and economic regimes, evaluating risks, formulating strategies, including entry mode

choice, understanding how managers design organizational structure and implement strategic control

Students will develop an understanding of the conceptual frameworks that clarify the relationships

between policies and domestic and global strategies.

Course Outcome(s)


CO.1 Define1 globalization and describe

1characteristics and importance of emerging countries,

their development and attractiveness as a markets.

CO.2 Examine3 global environment and recognize

1 global industry environment.

CO.3 Associate2 internal environment to compare corporate capabilities with external environment.

CO.4 Explain2 internationalization process and global organization design.

CO.5 Explain4 various types of global strategies.

CO.6 Explain2current trends of globalization in context of business.

CONTENT


I Emerging Global Market: Globalization-Macro Perspective, Global/Multi-Local

Mapping, Characteristics and Importance of Emerging Countries and their

development and business environment, Different facts of culture- National Cultural

Differences, Economic Cultures and business systems- Impact of culture on global

management.

7



100

II Global Business Environment: External Environment: Nature, components and

significance of environmental scanning – PESTLE and CAGE, Diamond Model;

Industry environment- Five forces model, industry evolution, anticipating future;

Competition in global industries.

7

III Global Business Environment: Internal Environment: Positioning perspective vs

resource based perspective; Corporate capability analysis-Analyzing firms resources

and capabilities, Global Value Chains and value system; Comparative analysis;

7

IV Internationalization Process: Motive and process; Uppsala Model; Managing

globally - Introduction-finance, marketing, Human resources, operations and digital

networks. Designing global organization, managing change.

7

V Global Strategies: Global Strategy and Organization; Global strategy levels-

subsidiary and headquarters; Strategies - Entry mode, global strategic alliance, global

sourcing, global mergers and acquisitions. Generic competitive strategy.

7

VI Strategic Control: Strategic Evaluation and Control; Current trends in globalization-

Global business scenario and challenges, migration, Asymmetric development,

Regional blocs, Ethnic, Religious and Cultural Frictions, Sustainable and

Technological Development, Global Risks.

7


REFERENCE BOOKS

Davidson, W.H., Global Strategic Management, John Wiley, New York.

Eayerweather, W.H. International Business Strategy and Administration Ballinger Publishers,

Cambridge Mass.

Ellis, J. and D. Williams, International Business Strategy, Pitman, London, 1995.

Global Strategic Management, Dr. M. Mahmoudi Maymand, Deep and Deep Publications Pvt.

Ltd., New Delhi, 2005.

Global Strategic Management, Gerardo R. Ungson and Yim-Yu Wong, Segment Books New

Delhi, 2009.

Global Strategic Management, Kamel Mellahi, J. George Frynas, and Paul Finlay, Oxford

University Press, New York, 2005.

*****



101


MMC IB609 Elective Paper II

CROSS CULTURAL MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed for persons who expect to work or do business in an unfamiliar country or interact

with people from other cultures. It recognizes the importance of becoming consciously aware of the

fundamental cultural differences that determine everyday life as well as business practice. The course

assists students in developing cross-cultural communication competence and management and negotiation

skills to successfully solve problems and capitalise on opportunities in a multicultural environment.

Specific topics include understanding the foundations of culture and cultural frameworks; cross-cultural

verbal and communication styles; motivation, leadership and decision making across cultures; negotiation

in global business settings; managing multicultural teams and culturally diverse organisations.

Course Outcome(s)


CO.1 Explain2 different meanings and dimensions of culture and cultural differences and discuss

2

ethical dilemmas and social responsibility facing firms in different cultures.

CO.2 Use3 the knowledge to interpret behavior, attitudes and communication styles of people from

different cultures;

CO.3 Describe2 and analyse

4 the impact of culture on management and organizational aspects, such

as leadership, human resource management and teams.

CO.4 Identify3political risk and analyse

4the impact of culture on various aspects of management.

CO.5 Exhibit3 a high degree of effectiveness when working in culturally diverse groups.

CO.6 Develop3 a repertoire of business negotiations skills appropriate for different intercultural

situations;



102

CONTENT


I Basic framework of Cross Cultural Management: Culture-Meaning, dimensions of

culture, cultural values, comparing different cultures. Business culture and corporate

culture; Shifts in the Culture – Organizational Culture; ethical dilemmas and social

responsibility facing firms in different cultures

7

II Organization Structures and Communication for International Competitiveness:

Organisation structures of international companies; Managing communication across

cultures; Problems of intercultural communication; Managing for continuous

innovations in trans-cultural context; Developing coordination; Systems of control in

International operations.

7

III Management of Personnel with different Social and Cultural Backgrounds:

Selection, training and development of people for global assignments; Compensation

and reward practices among international firms; managing cultural and social

diversities. Motivation and leadership in international Firms.

7

IV

Managing Political Risks: Host country, home country and multinational

relationships; Political risk assessment and protection techniques for multinational

corporations; Organizing for political risk management.

7

V Managing International Collaborative Arrangements: Traditional and emerging

reasons for forming strategic alliances, Joint Ventures, strategic alliances and other

forms,; Pitfalls in strategic alliances; Making cross-cultural alliances work.

7

VI International Business Negotiations: Importance of business negotiations; Business

negotiation process and skills, Management of business negotiations, Negotiations

within groups, Negotiations across cultures.

7


REFERENCE BOOKS

Deresky Helen, International Management: Managing Across Borders and Cultures, PHI, Delhi

Esenn Drlarry, Rchildress John, The Secret of a Winning Culture: PHI, Delhi

Cashby Franklin, Revitalize Your Corporate Culture: PHI, Delhi

*****



103


MMC IB611 Elective Paper III

INTERNATIONAL BUSINESS ENVIRONMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course will examine the environment for international firms, particularly economic environment

that support cross-border commerce. This course is for students to discover and understand the

complexity of the international business environment.

Course Outcome(s)


CO.1 Discuss2 internationalization process in context of International business and explain

2 forces

International business environment.

CO.2 Explain2 International economic environment and economic trade policies.

CO.3 Recognize2 international institutions involved in promotion of International business.

CO.4 Characterize5 Multinational companies and their functioning.

CO.5 Recognize2regional economic groupings in practice.

CO.6 Explain5 emerging trends and development in international business environment.

CONTENT


I Introduction to International Business Environment: Nature, importance and scope

– Mode of entry into International business -Internationalization process and

managerial implications; Nature of International Business Environment: Forces,

Framework for analyzing International business environment - Domestic, foreign and

global environments and their impact on international business decisions.

7

II International Economic Environment: Country Classifications – Economic Trade

Policies; World economic and trading situation; World trade in goods and services –

Major trends and developments; World trade and protectionism – Tariff and non-tariff

barriers;

7



104

III International Economic Institutions: WTO, IMF, World Bank UNCTAD,

Agreement on Textiles and Clothing (ATC), GSP, GSTP and other International

agreements; International commodity trading and agreements.

7

IV Multinational Corporations: Conceptual framework of MNCs; MNCs and host and

home country relations; Technology transfers – Importance and types –pricing and

regulations; International collaborative arrangements-MandA of MNC’s and strategic

alliances.

7

V Regional Economic Groupings in Practice: Regionalism vs. multilateralism;

Structure and functioning of EC and NAFTA; Regional economic cooperation.

7

VI Emerging Developments and Other Issues: Growing concern for ecology; Counter

trade; IT and international business.

7


REFERENCE BOOKS

Monir H. Tayeb, The Global Business Environment: An Introduction, Sage Publications, 1992.

Adhikary, Manab, Global Business Management, Macmillan, New Delhi.

Bhattacharya. B, Going International Response Strategies for Indian Sector, Wheeler Publishing

Co, New Delhi.

Black and Sundaram, International Business Environment, Prentice Hall of India, NewDelhi.

Gosh, Biswanath, Economic Environment of Business, South Asia Book, New Delhi.

Aswathappa, International Business, Tata Mc Graw Hill Publications, New Delhi.

*****



105


MMC IB613 Elective Paper IV

INTERNATIONAL FINANCIAL MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Domestic as well as multinational corporations (MNC) are operating in an increasingly competitive

global environment. Firms are either directly or indirectly exposed to international competition and thus

require an understanding of currency risks. Thus, this course is designed to provide students with an in-

depth knowledge of international finance concepts and issues. Topics include the management of foreign

exchange exposure, foreign direct investment decisions, and multinational capital budgeting, currency

risk, etc.

Course Outcome(s)


CO.1 Understand1 and relate knowledge of and ability to use the precise language of International

Finance.

CO.2 Remember 5 to refine general knowledge of business and extend their ability to confront new

situations and propose solutions which can withstand critical examination into the area of

international finance.

CO.3 Analyze 4 and Forecast currency future values and assess the pressure currency values are

under.

CO.4 Evaluate 3 their ability to analyze and evaluate both international financial borrowing and

investment opportunities.

CO.5 Analyse6 the risk in international transactions, and able to measure and mange that risk.

CO.6 Determination2 of exchange rate in spot market and forward market, and computation of

arbitrage gain possibility.

CONTENT


I Introduction: Complexities and issues in financial decisions of a multinational firm:

Foreign investment decisions: Exchange rate movement and decision to invest; Foreign

direct investment theories and strategies: Green field investment vs. acquisitions and

mergers.

7



106

II International Capital Budgeting: Multinational considerations and calculation of

cash flows; Adjusted present value approach: Cost capital: Assessment and

management of political risks.

7

III International Portfolio Management: Decision to invest in portfolio: International

CAPM; Identification of optimum portfolio. International Project Financing: Concepts,

types techniques and key elements; Capital structure decision.

7

IV International Working Capital Management: Cash management; Receivables and

inventory management. Dividend Policy for Multinational Corporations.

7

V International Accounting Foreign currency translation; Multinational transfer pricing

and performance measurement; Consolidated financial reporting international

accounting standards and practices.

7

VI Currency and Interest Rate Risk Management: Currency options; Crypto currency;

Exposure and risk; Transaction, translation and real operating exposure; Exposure

management contractual and natural hedging; interest rate risk assessment and

management.

7


REFERENCE BOOKS

Buckley, Adrian, Multinational Finance, Prentice Hall of India, New Delhi

Henning, C.N., Piggot, W. And Scott, W.H, International Financial Management, Mc Graw Hill,

Int. Ed., New York.

Maurice, Levi, International Finance, Mcgraw Hill, Int. Ed., New York.

Rodriqufe, R.M and E.E Carter, International Financial Management, Prentice Hall of India,

Delhi.

Shaprio, A.C., Multinational Financial Management, Prentice Hall of India, New Delhi.

*****



107


MMC IB615 Elective Paper V

INTERNATIONAL SUPPLY CHAIN MANAGEMENT




2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course is designed to provide students with an understanding of the complexities of global trade, its

impact on logistics, and key areas of concern for international logistics managers. Students will get a clear

idea of the expanding role of logistics in business today. They will also be familiar with the concepts and

processes of logistics as a strategic choice in supply chain management. Topics covered in this course

include the logistics management, shipping industry, ocean and air transportation, etc.

Course Outcome(s)


CO.1 Identify the components of supply chain for both Manufacturing and service firm

CO.2 Understand the role of network design and co-ordination in supply chain

CO.3 Understand the elements of logistics in global supply chain.

CO.4 Understand the terms used in International trade.

CONTENT


I Introduction to Supply Chain Management (SCM): Meaning and Concept of

Supply Chain Management, Objective of SCM, SCM Strategy, SCM Process, SCM

Components , Importance of Global SCM , Global Trade and Global Supply Chain

Management, Interface between International Marketing, Logistics and SCM.

7

II Supply Chain Network Design: Introduction , Supply chain Drivers, Reasons for

network planning, Strategic network design, Supply chain coordination an Bullwhip

effect, Supply Chain Integration.

7

III Logistics in Global Supply chain: Introduction to International logistics, Global

Inventory Management, Global Packaging and Material Handling, Ocean

Transportation, Air Transportation, Reverse Logistics.

7

IV Terms of Trade: International Commerce terms, Incoterm Strategy, Ex-works

(EXW), Free carrier(FCA), Free alongside ship (FAS) Free on Board (FOB), Cost and

Fright (CFR), Cost Insurance and Fright (CIF), Carriage paid to (CPT), Carriage and

7



108

Insurance paid to (CIP), Delivered ES-ship (DES), Delivered at frontier(DAF).

NOTE: Class discussions to be supported by relevant case studies..

REFERENCE BOOKS

Chopra S and P Meind, Supply Chain Management: Strategy, Planning and Operations.

David P, International Logistics Biztantra, New Delhi, 2006.

David Stewart, International Supply Chain Management, Cengage publications, 2008.

Donald J Bowersox Davi J Class Logistics Management, Tata McGraw Hill, New Delhi.

Reji Ismail, Logistics Management, Excel Books, 2008.

*****



109


MMC IB617 Elective Paper VI

MINI PROJECT




- - 4 2 Pr (100) FEP 100 40%

Course Description:

Students will have to undergo a mini project in the given topic and submit a report of the same.

Course Outcome(s)




DESCRIPTION





etc.
















110

















students.

OR


MMC IB617 Elective Paper VI





- - 4 2 Pr (100)


course./OR

FEP 100 40%









111

DESCRIPTION






































112







**Important Note: For this course paper student can select any one option from above i.e. Mini

Project or MOOC to earn the credit.

*****



113

SPECIALIZATION ELECTIVE V: INFORMATION MANAGEMENT (IM)


MMC IM607 Elective Paper I

DATABASE MANAGEMENT


L. T. P. Credits



%

2 1 - 3 Th(100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

The course provides the student with a comprehensive introduction to the design of databases and the use

of database management systems for applications. Course will cover the relational model, relational

algebra, and SQL, the standard language for creating, querying, and modifying relational and object‐

relational databases.

Course Outcome(s)


CO.1 Describe1 the features of database management systems and Relational database.

CO.2 Identify2 the entity, attributes, identify entity relationship diagrams.

CO.3 Drive3 the functional dependencies and design of the database.

CO.4 Develop6a data-intensive application using DBMS APIs.

CO.5 Apply 3 knowledge of transactional control in practical environment.

CO.6 Apply 3 techniques of concurrency control for data based decision making.

CONTENT

UNITS DESCRIPTION HOURS

I Basic concepts of Database: Database and Need for DBMS; Characteristics of

DBMS; Database Users; Data Models; Views of data-schemas and instances;

Data Independence.

5

Tutorial Installation and Working with MySQL/Oracle. 3

II Database Design using ER model Entities; Relationships; Representation of

entities, attributes, relationship attributes, relationship set; Generalization,

aggregation; Structure of relational Database and different types of keys;

5



114

Expressing M: N relation.

Tutorial Introduction of SQL, DDL, DML, DTL. Basic Data Types: Char,

varchar/varchar2, long, number, Fixed and floating point.

3

III Relational Model: Relational data model and relational algebra; Relational

database language: Data definition in SQL, Views and Queries in SQL,

specifying constraints and Indexes in SQL, Specifying constraints management

systems.

5

Tutorial Table Constraint definition and Commands to create table. 3

IV Relational Database design: Database Design – ER to Relational; Functional

dependencies Normalization, Loss less joins and dependency preserving

decomposition.

5

Tutorial Commands for table handling Alter table, Drop table, Insert records. 3

V Transaction control: Concept of transaction, ACID properties; Serializability;

States of transaction.

5

Tutorial Demonstrate Serializability and States of transaction. 3

VI Concurrency control: Locking techniques; Time stamp based protocols;

Granularity of data items Deadlock.

5

Tutorial Demonstrate Locking techniques, Time stamp based protocols, Granularity of

data items and Deadlock.

3

REFERENCE BOOKS

Abraham Silberschatz and Henry F. Korth, Database system concept, 2005.

C. J. Date, Introduction to database systems, Eighth Edition, 2003.

G. K. Gupta, Database Management System, Tata McGraw-Hill Education, 2011.

Pranab Kumar Das Gupta, P. Radha Krishna, Database Management System ORACLE SQL

and PL/SQL, PHI Learning Pvt. Ltd., 2013.

Rini Chakrabarti, Shilbhadra Dasgupta, Advanced Database Management Systems, Wiley

India Pvt. Limited, 2011.

Satinder Bal Gupta, Aditya Mittal, Introduction to Database Management System, Laxmi

Publications, Ltd., 2009.

*****



115


MMC IM609 Elective Paper II

BUSINESS INTELLIGENCE




3 - - 3 Th (100)

FET 40

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Business intelligence provides the highest level of information support to aid the manager in the decision-

making process. This course focus on the transformation of data into value-added information: where to

source it, how to integrate it, and how to enhance and deliver it as analytic insight to support business

decision making.

Course Outcome(s)


CO.1 Describe2 characteristics business intelligence systems for developing critical thinking

abilities.

CO.2 Discover3 knowledge building platforms for data based decision making.

CO.3 Use3 different models to data for solving business problems.

CO.4 Describe2 the future in terms of advanced emerging technologies and its usage.

CO.5 Apply3 the recent trend of Self Service BI for business processes.

CO.6 Demonstrate3 business intelligence power in the problem solving environment of business.

CONTENT


I Business Intelligence: Definition, Concept and Need for Business Intelligence,

Data, Information and knowledge; Role of mathematical models; Business

intelligence architectures: Cycle of a business intelligence analysis, Enabling

factors in business intelligence projects; Development of a business intelligence

system.

7

II Knowledge Delivery: The business intelligence user types, Standard reports,

Interactive Analysis and Ad Hoc Querying, dimensional analysis,

Alerts/Notifications, Visualization: Charts, Graphs, Widgets, Scorecards and

Dashboards, Geographic Visualization, Integrated Analytics.

7

III Efficiency: Efficiency measures – The CCR model: Definition of target 7



116

objectives- Peer groups – Identification of good operating practices; cross

efficiency analysis – virtual inputs and outputs – Other models. Pattern matching –

cluster analysis, outlier analysis

IV Business intelligence Future: Future of business intelligence – Emerging

Technologies, Machine Learning, Predicting the Future, BI Search and Text

Analytics – Advanced Visualization – Rich Report, Future beyond Technology.

7

V Recent Trend - Self-service BI: Introduction to the concept of self services BI,

the tools, process and requirements for BI self-service, Architecture for Self

Service BI, Self Service BI Market: Revolutionizing Business Intelligence

Industry-global Self Service BI status, future forecast, growth opportunity, key

market and key players., Best practices of self service BI, Case Study on Self

Service BI.

7

VI Business Intelligence Applications: Application in the field of Business and

Management (Human resources management /Productions/ Marketing/Supply

chain management/Finance).

7


REFERENCE BOOKS

Carlo Vercellis, Business Intelligence: Data Mining and Optimization for Decision Making,

Wiley Publications, 2009.

Cindi Howson, Successful Business Intelligence: Secrets to Making BI a Killer App,

McGraw-Hill, 2007.

David Loshin Morgan, Kaufman, Business Intelligence: The Savvy Manager’s Guide, Second

Edition, 2012.

Larissa T. Moss, S. Atre, Business Intelligence Roadmap: The Complete Project Lifecycle of

Decision Making, Addison Wesley, 2003.

Ralph Kimball, Margy Ross, Warren Thornthwaite, Joy Mundy, Bob Becker, The Data

Warehouse Lifecycle Toolkit, Wiley Publication Inc.,2007.

*****



117


MMC IM611 Elective Paper III

ETHICAL AND LEGAL ASPECTS OF ANALYTICS



Component Exam WT (%) Mini. Passing %

3 - - 3 Th(100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The collection and analysis of data gives rise to considerable ethical, legal and technical responsibilities

related to maintaining privacy that are relevant to all data custodians, data users and data scientists. This

course will introduce the typical processes associated with a data analytics project

Course Outcome(s)


CO.1 Describe1 characteristics law of contract in the field of analytics.

CO.2 Describe1ethics in analytics for proper decision making.

CO.3 Demonstrate3

ethical principles for decision based and critical thinking.

CO.4 Demonstrate3 ethical dilemmas.

CO.5 Judge5 peculiarity of Act 2000 in field of analytics for decision making.

CO.6 Understand2the Right To Information Act 2005.

CONTENT


I Law of Contracts: Definition of Contract and Agreement – Classification of

Contracts, Essential elements of a valid Contract – Offer -Acceptance -Consideration

–Capacity to Contract -Free consent –Legality of Object -Performance of Contract -

Remedies for breach of Contract - Quasi Contracts.

7

II Introduction to Ethics: Why human beings are ethical, why they are not? Moral

development in humans, theories, concepts. Definitions, theories of ethics and ethics

projects. A Decision Making Model: Ethics as Making decisions and choices.

Decision – making frameworks.

7

III Companies Act: Definition of company – Characteristics -Classification of

Companies-Formation of Company -Memorandum and Articles of Association Law

7



118

relating to meetings and proceedings-Qualifications, Appointment, Powers, and legal

position of Directors -Board -M.D and Chairman - Their powers.

IV Conflicts and Ethical Dilemmas: moraland ethical dilemmas. Ethics and Business:

A sense of business ethics. Ethics and International Business: Ethics Issues beyond

borders.

7

V The IT Act 2000: Definition digital signatures, dispatch of electronic records, sense

electronic records, and sense digital signatures, Digital Signature certificates, duties of

subscribers, penalties and offences.

7

VI Right To Information Act 2005:Right to know, Salient features of act, Request for

obtaining information, exemption from disclosure of information, information

commission, Power of information commissions, Appellate, authorities, jurisdiction

of courts

7

REFERENCE BOOKS

Akhileshwar Pathak, Legal Aspects of Business, 3/e, Tata McGraw Hill, 2013.

Brian Nelson, Law and Ethics in Global Business, Routledge, 2013.

Gerald Ferrera, Margo Reder, Stephen Lichtenstein, Robert Bird, Jonathan Darrow,

CyberLaw: Text and Cases, 3/e, Cengage Learning, 2011.

Lee B. Burgunder, Legal Aspects of Managing Technology, 5/e, Cengage Learning, 2010.

N.D. Kapoor, 'Elements of Mercantile Law', Sultan Chand and Co., 1999.

Terry Halbert, Elaine Ingulli, Law and Ethics in the Business Environment, 8/e, Cengage

Learning, 2014.

Henry R. Cheeseman, Business Law: Legal Environment, Online Commerce, Business Ethics,

and International Issues, 9/e, Pearson Education, 2016.

Vakul Sharma, Information Technology Law and Practice, Universal Law Publishing, 2011.

M.C. KuchhalandVivekKuchhal, Business Law, 6/e, Vikas Publishing House, 2013.

Marianne M. Jennings, Business: Its Legal, Ethical, and Global Environment, 10/e, Cengage

Learning, 2014.

R. Sivarethinamohan, Industrial Relations and Labour Welfare: Text and Cases, PHI Learning

Pvt. Ltd., 2010.

*****



119


MMC IM613 Elective Paper IV

ESSENTIALS OF MACHINE LEARNING




2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

Machine learning is the brain behind business intelligence. Through machine learning applications,

businesses can better understand the consumer preferences and take smart decisions thus increase their

profits. This course gives an overview of most common machine learning methods and explains related

theoretical concepts from statistics and numeric methods.

Course Outcome(s)


CO.1 Describe1 characteristics peculiar to the Machine learning platform and its components in

analytics.

CO.2 Use3 supervised machine learning techniques for data based decision making for applied usage

CO.3 Use3 unsupervised machine learning techniques for data based decision making for applied

usage.

CO.4 Use3 of unsupervised machine learning techniques for data based decisionfor different

applications.

CO.5 Utilize4 modules for different applications.

CO.6 Apply3 advance learning techniques to solvefor different applications.

CONTENT


I Introduction to Machine Learning: Machine Learning Foundations –Overview –

Types of machine learning - basic concepts in machine learning; Examples of

Machine Learning applications – Linear Models for Regression -Linear Basis

Function Models - The Bias-Variance Decomposition – Bayesian Linear

Regression - Bayesian Model Comparison.

7

II Supervised Learning I: Linear Models for Classification - Discriminant Functions

-Probabilistic Generative Models - Probabilistic Discriminative Models – Bayesian

Logistic Regression.

7



120

III Supervised Learning II: Decision Trees – Classification Trees- Regression Trees -

Pruning. Neural Networks -Feed-forward Network Functions - Error Back

propagation - Regularization - Mixture Density and Bayesian Neural Networks -

Kernel Methods - Dual Representations - Radial Basis Function Networks.

Ensemble methods- Bagging- Boosting.

7

IV Unsupervised Learning I and II: Unsupervised Learning I: Clustering- K-means -

EM - Mixtures of Gaussians – The EM Algorithm in General -Model selection for

latent variable models – high dimensional spaces.

Unsupervised Learning II: The Curse of Dimensionality –Dimensionality

Reduction -Factor analysis - Principal Component Analysis - Probabilistic PCA-

Independent components analysis; Probabilistic Graphical Models.

7

NOTE: Class discussions to be supported by relevant case studies/problems/practicals..

REFERENCE BOOKS

Danish Haroon, Python Machine Learning Case Studies: Five Case Studies for the Data

Scientist, Apress, 2017. ---

Karthik Ramasubramanian, Abhishek Singh, Machine Learning Using R, Apress, 2016.

Luis Pedro Coelho, Willi Richert, Building Machine Learning Systems with Python, 2/e, Packt

Publishing Ltd, 2015.

Shai Shalev-Shwartz, Shai Ben-David, Understanding Machine Learning: From Theory to

Algorithms, Cambridge University Press, 2014.



Stephen Marsland, Machine Learning: An Algorithmic Perspective, 2/e, CRC Press, 2015.

*****



121


MMC IM615 Elective Paper IV

MACHINE LEARNING LAB


L. T. P. Credits Evaluation Scheme for (Th and Pr)


- 2 1 Th(100)

FET 20 40%

40% CAT 30

ESE 50 40%

CONTENT

PRACTICAL DESCRIPTION HOURS

Practical 1 Linear Models for Regression/ Machine Learning applications. 2

Practical 2 Discriminant Functions/ Bayesian Logistic Regression. 2

Practical 3 Decision Trees/ Kernel Methods. 2

Practical 4 Clustering/ EM Algorithm/ latent variable models. 2

Practical 5 Factor analysis/ Probabilistic PCA/ Probabilistic Graphical Models. 2

Practical 6 Exploration Strategies/ Computational Learning Theory. 2

*Relevant Case(s)/Practical(s) work on above topics.

REFERENCE BOOKS

Danish Haroon, Python Machine Learning Case Studies: Five Case Studies for the Data Scientist,

Apress, 2017. ---

Karthik Ramasubramanian, Abhishek Singh, Machine Learning Using R, Apress, 2016.

Luis Pedro Coelho, Willi Richert, Building Machine Learning Systems with Python, 2/e, Packt

Publishing Ltd, 2015.





Stephen Marsland, Machine Learning: An Algorithmic Perspective, 2/e, CRC Press, 2015.

*****



122


MMC IM617 Elective Paper V

PYTHON FOR ANALYTICS




2 - - 2 Th(100)

FET 20 40%

40% CAT II 30

ESE 100 40%

Course Description:

Data is the lifeblood of an organization. Competency in programming is an essential skill for

successfully extracting information and knowledge from data. This course is designed to introduce

learners to the basics of programming in python and to give a working knowledge of how to use

programs to deal with data.

Course Outcome(s)


CO.1 Describe1 characteristics peculiar to the Python language and its components in analytics.

CO.2 Use 3data types in python language for applied usage.

CO.3 Employ4

keyword of python language for different applications.

CO.4 Operate4 modules for different applications.

CO.5 Use3 manipulations for applying knowledge of python platform.

CO.6 Use3 file operations for applying knowledge of python.

CONTENT


I Introduction to Python: An interpreted high level language, interactive mode and

script mode. Variables, Expressions and Statements. Mutable and Immutable

variable and Keywords; Operators and Operands in Python; Operator precedence,

Expressions and Statements; Taking input (using raw input() and input()) and

displaying output - print statement; Comments in Python.

7

II Decision Making and Flow Control: If - else statement and nested if – else while,

for, use of range function in for, Nested loops; Loop manipulation using pass,

continue and break; Use of compound expression in conditional constructs.

7

III Functions: Built-In Function, invoking built in functions; Module(Importing entire

module or selected objects using from statement); Functions from math, random,

time and date module; Composition; User Define Function: Defining, invoking

7



123

functions, passing parameters (default parameter values, keyword arguments);Scope

of variables, void functions and functions returning values.

IV Strings and Lists: Creating, initializing and accessing the elements; String

operators, String built in functions and methods; Concept of mutable lists, creating,

initializing and accessing the elements of list. List functions and methods; Tuples

and Sets: Immutable concept, creating, initializing and accessing the elements in a

tuple; Tuple functions. Dictionary functions andMethods- Concept of key-value

pair, creating, initializing and accessing the elements in a dictionary; Traversing,

appending, updating and deleting elements

7

REFERENCE BOOKS

Clinton W. Brownley, Foundations for Analytics with Python: From Non-Programmer to

Hacker, "O'Reilly Media, Inc.", 2016.

Ivan Idris, Python Data Analysis, Packt Publishing Ltd, 2014.

Jake VanderPlas, Python Data Science Handbook: Essential Tools for Working with Data,

"O'Reilly Media, Inc.", 2016.

Samir Madhavan, Mastering Python for Data Science, Packt Publishing Ltd, 2015.

Thomas W. Miller, Modeling Techniques in Predictive Analytics with Python and R: A Guide to

Data Science, FT Press, 2014.

Wes McKinney, Python for Data Analysis: Data Wrangling with Pandas, NumPy, and IPython,

2/e, "O'Reilly Media, Inc.", 2017.

*****



124


MMC IM619 Elective Paper V

PYTHON FOR ANALYTICS LAB




- - 2 1 Pr (100) FEP 100 40% 40%

CONTENT


Practical 1 Installation and Working with Python, Setting Up Integrated Analysis

Environment (Pandas and NumPy)

2

Practical 2 Programming using Python conditional and loops block. 2

Practical 3 Organizing python codes using functions 2

Practical 4 Demonstrate String function and List in python 2

Practical 5 Demonstrate Tuples and Set in python. 2

Practical 6 Organizing python projects into modules, Importing own module as well as

external modules.

2

*Practical(s) on any other relevant topics which are not mentioned above.

REFERENCE BOOKS

Clinton W. Brownley, Foundations for Analytics with Python: From Non-Programmer to Hacker,


Ivan Idris, Python Data Analysis, Packt Publishing Ltd, 2014.

Jake VanderPlas, Python Data Science Handbook: Essential Tools for Working with Data,


Samir Madhavan, Mastering Python for Data Science, Packt Publishing Ltd, 2015.

Thomas W. Miller, Modeling Techniques in Predictive Analytics with Python and R: A Guide to

Data Science, FT Press, 2014.

Wes McKinney, Python for Data Analysis: Data Wrangling with Pandas, NumPy, and IPython,

2/e, "O'Reilly Media, Inc.", 2017.

*****



125


MMC IM621 Elective Paper VI

STATISTICAL ANALYSIS LAB




- - 2 1 Pr (100) FEP 100 40%

Course Description:

The course is designed to introduce more advanced statistical methods that are used in data analysis and

social research. Prerequisite for this course is introductory statistics course; This course develops

students' understanding of a range of statistical methods along with their assumptions and limitations of

their application. A series of lab sessions will be given to provide opportunities for students to analyze

data by applying the techniques. It enables students to develop the capacity to carry out independent

statistical analysis

Course Outcome(s)


CO.1 Describe1 characteristics peculiar to the statistics and the SPSS environment to apply

statistics in the software environment.

CO.2 Use3 data presentation techniques for data based decision making.

CO.3 Apply3 testing techniques to data for solving business problems based on data validation.

CO.4 Utilize4 Bi-variate analysis techniques for data based decision for different applications

CONTENT


I Hands on SPSS basics- Orientation to Stats: Jargon and Software -

Introduction, Review of Statistics Basics, The SPSS/Software Environment.

4

II Creating data files and Creating and editing graphs and charts- Data,

Graph and Charts: Exploring Data with Graphs, Charts and other modes of

Presentations, Measures of Central tendency, Measures of Dispersions.

4

III Hands on using z test and Chi square testing/ANOVA - Hypothesis

Testing Techniques: Comparing 2 means (t-tests), Testing (z tests), Non

parametric testing (Chi square), Comparing Several Means: ANOVA.

4

IV Hands on regression-correlation, causal modeling - Regression-

Correlation, Causal Modeling: Regression-Correlation, Causal

4



126

Modeling,Path Analysis and Structural Equation Modeling.


REFERENCE BOOKS

Ajai S Gaur, Sanjaya S Gaur, Statistical Methods for Practice and Research: A Guide to Data

Analysis Using SPSS, SAGE Publications India, 2009.

Andy Field and Jerry Miles, Discovering Statistics using SAS, Sage Publications, 2010.

Gupta S. G., Fundamentals of Statistics, 7/e, Himalaya Publications, 2017.

Paul W. Thurman, Paul W Thurman, MBA Fundamentals: Statistics, CreateSpace Independent

Publishing Platform, 2016.

Research Methodology with SPSS by Rao and Tyagi, Shree Niwas Publications, 2009.

Robert Stine, Dean P. Foster, Statistics for Business: Decision Making and Analysis, 3/e,

Pearson, 2017.

T N Srivastava, ShailajaRego, Statistics for Management, McGraw-Hill Education, 2016.

OR


MMC IM621 Elective Paper VI






FEP 100 40%







DESCRIPTION








127







































128


above i.e. Statistical Anaysis Lab or MOOC.

*****



129

SPECIALIZATION ELECTIVE V: TOURISM MANAGEMENT (TM)


MMC TM607 Elective Paper I

TOURISM SERVICES MARKETING




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course introduces the theories and principles of tourism marketing, analysis and evaluation of the

market for the tourism industry. This course studies the concepts and theories of tourism product quality

management.

Course Outcomes


CO.1 Develop5an understanding of the special context and techniques of the marketing of services

that services play in the economy and its future.

CO.2 Understand2 the concept of marketing environment and source of information in tourism

marketing.

CO.3 Enrich the knowledge1 on advance economies of the world which are now dominated by

services.

CO.4 Learn2 the quality philosophies and tools in the service perspective.

CO.5 Identify4 the market segments and target markets in Tourism marketing

CO.6 Understand2 the concept of marketing mix in tourism

CONTENT


I Foundation of Services Marketing: Introduction of Services- Concept, Nature,

Characteristics, Four I’s of Services, Classification, Importance of Services

Marketing. Service Quality – SERVQUAL Model, Qualifying and Vantage Factors,

Service Triangle; Service Industry.

7

II Tourism Services Market Segmentation: Types of Markets in Tourism.

Segmentation, Targeting, Positioning and Differentiation of Services. Tourist

7



130

Behaviour and Its Types. Application of 7 Ps of Services Marketing Mix for Tourism.

III E-services: Online Consumer Behavior; Tourism marketing: Its uniqueness.

Distribution Strategies for Services – Challenges in Distribution of Services.

7

IV Tourism Product and Service Issues: Nature and type of tourism product. Managing

the tourism product. Product / service decisions and product formulation, New

product development; Branding and packaging decisions. Tourist destination life

cycle.

7

V Pricing, Place and Promotion Strategy for Tourism services: Pricing policies and

practices; Place (Service logistics): Distribution Channels in travel and tourism. The

meaning and importance of Integrated Marketing Communication Approach;

Promotional Mix.

7

VI Process, People and Physical Evidence: Process- Service blueprinting; Physical

evidence, Roles of Physical Evidence, Dominant and peripheral goods as physical

evidence; Managing People and Internal Marketing - Internal marketing at a

destination.

7

NOTE: Class discussions to be supported by relevant case studies

REFERENCE BOOKS

David Bowie, Francis Buttle, Hospitality Marketing: Principles and Practice, Routledge,

2011.

Kotler, Marketing for Hospitality and Tourism, 4/e, Pearson Education India, 2008.

Manjula Chaudhary, Tourism Marketing, Oxford University Press, 2010.

Mike Morgan, Ashok Ranchhod, Marketing in Travel and Tourism, 4/e, Routledge, 2010.

Nilanjan Ray, Dilip Kumar Das, Raj Kumar, Tourism Marketing: A Strategic Approach, CRC

Press, 2017.

Ray, Nilanjan, Emerging Innovative Marketing Strategies in the Tourism Industry, IGI

Global, 2015.

Rebecca Dei Mensah, Ishmael Mensah, Management of Tourism and Hospitality Services,

2/e, Xlibris Corporation, 2013.

*****



131


MMC TM609 Elective Paper II

TOURISM PLANNING AND DEVELOPMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is to focus on tourism planning as a process and set of techniques for sustainable tourism

development. It examines the physical environment of tourism planning, and the social, cultural and

political realities of tourism planning and policy-makingand tourism development.

Course Outcome(s)


CO.1 Understand2 the concept of tourism destination and tourism destination life cycle concept.

CO.2 Analyze4 various approaches applied in tourism planning.

CO.3 Apply3 the concept of community participation approach in tourism.

CO.4 Identify1 the factors that affect carrying capacity of a destination and the measures required to

enhance the carrying capacity of a destination.

CO.5 Understand2 the components and mechanism of tourism.

CO.6 Acquire1 Knowledge in the planning and development of tourist attractions.

CONTENT


I Introduction to Tourism Policy: Concept, need, objective, institutional framework

and the principal lines of public tourism policy; The role of government, public and

private sector in formulation of tourism policy; Role of international, national, state

and local tourism organisations in carrying out tourism policies.

7

II Future World Tourism Policy: Issues-safety and security, impact of world’s

economy on tourism, utilizing e-commerce tools in tourism, emerging tourism

markets, quality tourism products and experiences, partnerships and strategic

alliances in tourism.

7

III Policy initiatives in India: Historical background of tourism policy and planning in

India- National Tourism Policy (1982), National Action Plan on Tourism (1992),

7



132

National Tourism Policy 2002, The latest tourism policy of Ministry of Tourism,

Govt. of India. Current National Tourism Development Goals and strategies.

Investment opportunities and government policy for investment in hotel/tourism

industry. Sources of funding.

IV Tourism Planning: Origin, concept, approaches and process of tourism planning;

Techniques of plan formulation; Levels and types of Tourism Planning-International,

National, Regional. Planning for tourism destinations- objectives, methods, steps and

factors influencing planning;

7

V Tourism Planning for Destination: Cities, Rural sites, Protected Areas, Beach

resorts and Mountain Resorts. Destination life cycle concept and its applicability in

planning. Tourism and Five-year Plans in India with special reference to current Five

Year Plan. Make in India Initiatives for Tourism.

7

VI Sustainable Tourism Planning and Development: Indian Tourism Development

Corporation-objectives and Organization, National Tourism Advisory Council-Role,

Function and Schemes, Ministry of Tourism-Objectives and Schemes, Ecotourism,

Sustainable Tourism-Concept, Need, Criteria and Indicators for India. Incredible

India Campaign objectives and its Impact on Indian Tourism.

7


REFERENCE BOOKS

Clare A. Gunn, Turgut Var, Tourism Planning: Basics, Concepts, Cases, Psychology Press,

2002.

Goeldner, C. R., and Ritchie, J. R. B., Tourism: Principles, Practices, Philosophies. John Wiley

and Sons, 2009.

Hall, C. M., Tourism Planning: Policies, Processes and Relationships, 2/e, Pearson Education

Canada, 2008.

Harrison, L. C., and Husbands, W., Practicing Responsible Tourism: International Case Studies

in Tourism Planning, Policy, and Development, 1/e, Wiley, 2010.

Peter Mason, Tourism Impacts, Planning and Management, 3/e, Routledge, 2015.

Telfer, D. J., andSharpley, R., Tourism and Development in the Developing World, Routledge,

2008.

*****



133


MMC TM611 Elective Paper III

HOSPITALITY AND TOURISM LAWS (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course focuses on a broad range of legal issues to provide a fundamental overview of hospitality and

tourism practice. This course covers the topics basic legal principles and procedures; the hotel-guest

relationship; laws regarding food and beverage operations; legal standards of employee contracts;

government regulations; etc.

Course Outcome(s)


CO.1 Prepare6 the learners with knowledge and skills essential to understand the various laws

involved in the hospitality Industry

CO.2 Help1 learners to become competent for both practicing and knowing the laws that apply to

every area of the Industry.

CO.3 Identify1 the elements involved related to Passport Laws.

CO.4 Recognize1 the international tourism laws.

CO.5 Identify1 the elements involved related to Visa Laws

CO.6 Understand2 Laws related to environment and wildlife.

CONTENT


I Hotelkeepers Liability: Hotels liability regarding Guest’s Property, Safety. Hotels

right to evict a guest, Hospitality practices compensation for injury for loss- health

and safety laws-Essentials of Food and Drug laws.

7

II Legal Rights: Rights of Guests as Buyers of Goods, Consumer of Goods and

services including rights of passengers and tourists. Standard of Care for their life,

body and property.

7



134

III Passport and Visa Laws- Laws related to Foreign Guests, Safety and security of

tourist, Tourist Police, place of Tourism in the constitution, need of tourism

legislation.

7

IV Cyber Crimes– IT Act 2000 – Environmental protection Laws – Definition of

Intellectual Property Rights – Copy rights – Trademarks –International Tourism

Laws.

7

V Laws related to Tour operation: Law designed for Adventure Tour operation,

special permits for rafting, paragliding. Travel Insurance and consumer protection

act, International consumer protection acts in tourism.

7

VI Acts: Evacuation and International insurance business, foreigners act, passport act

and visa extension. Ancient Monument Act, RTI, Laws related to environment and

wildlife.

7


REFERENCE BOOKS

John R. Goodwin, Jolie R. Gaston, Hotel, hospitality, and tourism law, 5/e, Gorsuch

Scarisbrick, 1997.

Karen Morris, Norman G. Cournoyer, Anthony G. Marshall, Hotel, Restaurant, and Travel

Law: A Preventive Approach, 7/e, Thomson Delmar Learning, 2008.

Mark Poustie, Jenifer Ross, Norman Geddes, Hospitality and Tourism Law, International

Thomson Business Press, 1999.

Stephen C. Barth, David K. Hayes, Hospitality Law: Managing Legal Issues in the Hospitality

Industry, John Wiley and Sons, 2006.

Trevor C. Atherton, Trudie A. Atherton, Tourism, Travel and Hospitality Law, 2/e, Thomson

Reuters (Professional) Australia Limited, 2011.

*****



135


MMC TM613 Elective Paper IV

TRAVEL AGENCY AND OPERATIONS MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed to provide students with the basic skills and procedures required by professional

travel agency managers. It includes topics like travel intermediaries, travel agencies and tour operators;

travel agents; etc.

Course Outcome(s)


CO.1 Know1 the meaning of travel trade.

CO.2 Understand2 the rules and regulations that govern the approval of a travel agency a tour

operator.

CO.3 Analyze 4about the integration and linkage in travel trade.

CO.4 Understand2 the concept and approach applied to tourism plan.

CO.5 Explain2 the role and function of travel agencies.

CO.6 Prepare6 travel itinerary considering its components.

CONTENT


I Introduction to Travel Intermediaries: Travel and Tourism Industry Structure and

the Travel Intermediaries; Travel Agency and Tour Operator- Definition and

Differentiation, Types, and Importance;

7

II Travel Intermediaries: Historical growth and development of travel intermediaries;

linkages of travel intermediaries, career ladder in travel intermediaries; Organisation

structure and departmentalization of large-scale and small scale travel intermediary.

The future role of travel intermediaries.

7

III Tour Operations: Major functions of tour operator - tour package formulation, pre-

tour management, tour operations and post-tour management; designing and printing

of tour brochure. Tour package marketing and promotion. Source of income of tour

7



136

operator. The social responsibility of tour operators; Incentive and Concessions

applicable to Tour Operators in India.

IV Travel and Tourism Retailing: Functions of a standard travel agency- travel

information and counseling; reservation; ticketing; immigration related services-

passport; visa; heath regulations; currency regulations; baggage rules; travel Insurance

etc.

7

V Tour Operation Business: Sources of Funding, Comparative Study of Various Type

of Organisation, Government Rule of Getting Approval, IATA Rules, Regulations

and Accreditation, Documentation; Source of Earning: commission, service charges

and mark up on tours.

7

VI Understanding the role of Govt. and other organizations in travel and trade:

Roles and contribution of PATA, ASTA, TAAI, IATO, ATAOI, ADTOI;

7

Note: Practical(s) or mini assignments/projects/Case(s): selected case studies of Thomas

Cook, Cox and Kings Ltd., Make My Trip.com, Le Passage to India and Southern

Travels Pvt. Ltd.

REFERENCE BOOKS

A. K. Bhatia, Business of Travel Agency and Tour Operations Management, Sterling

Publishers Pvt. Limited, 2017.

Chand, Mohinder, Travel Agency Management: An Introductory Text, 2/e, Anmol Publications

Pvt. Ltd., 2009.

J.M.S. Negi, Travel Agency and Tour Operations: Concepts and Principles, 2/e, Kanishka

Publishers, Distributors, 2006.

L.K. Singh, Management of Travel Agency, Gyan Publishing House, 2008.

Robinson, P., Operations Management in the Travel Industry, CABI, 2009.

Sunetra Roday, Archana Biwal, Joshi Vandana, Tourism Operations and Management, Oxford

University Press, 2009.

*****



137


MMC TM615 Elective Paper V

FACILITY AND SECURITY MANAGEMENT




2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course will introduce students to the key components involved in the design and management of

hospitality facilities. The student will acquire knowledge of the following: the nature of hospitality

facilities, maintenance needs, the primary facility systems, responsibilities of facility manager and facility

department and Maintenance Management System, etc.

Course Outcome(s)


CO.1 Explain2 the concepts and importance of Facility Management.

CO.2 Describe2 the basics of Heating, HVAC, electrical systems in the hotel.

CO.3 Explain2 environment management practices in hospitality industry and importance of green

hotel concept.

CO.4 Interprete2 types of security and safety and security measures in hospitality industry.

CONTENT


I Introduction to Facility Management: Role of facilities – Cost associated with

facilities; Importance of Facility Management; Planning considerations - Planning

of office area, food and beverage service outlet areas and service support areas;

Responsibilities of facility manager.

7

II Maintenance Management System: Types of maintenance and repair- Contract

maintenance services; Heating system: Heating sources and equipment; Cooling

sources and equipment-HVAC system: types and maintenance; Electrical

system: components.

7

III Environment and Sustainability Management: Environment Management

practices in hospitality industry; Pollution and control: air, water and noise; Green

Hotel – Concept & Importance.

7



138

IV Safety and Security Systems: Importance of safety and Security systems

measures- Types of Security; Fire safety: Causes, Types of fires, Prevention and

Control; Types of Security in the Hotels- Types of Emergency Situations

Encountered in Hotels- Security Measures; Evacuation plans-Security: key controls,

electronic locks-Terrorism and anti-social events - measures.

7


REFERENCE BOOKS

Ahmed Hassanien, Crispin Dale, Facilities Management and Development for Tourism,

Hospitality and Events, CABI, 2013.

Christine Jones, Valerie Jowett, Managing Facility, Taylor and Francis, 2010.

David M. Stipanuk, Hospitality Facilities Management and Design, 3/e, Prentice Hall PTR,

2012.

G Raghubalan, Hotel housekeeping Operations and Management, 3/e, Oxford University

Press, 2015.

John A. Cousins, David Foskett, Cailein Gillespie, Food and Beverage Management. Prentice

Hall, 2002.

Tarun Bansal, Hotel Facility Planning, OUP India, 2010.

*****



139


MMC TM617 Elective Paper VI

MINI PROJECT




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:




be written by the student(s) under the supervision of course instructor/supervisor which serves as a project

description.

Course Outcome(s)



CO.2 Write6 project report.

DESCRIPTION





etc.
















140

















students.

OR


MMC TM617 Elective Paper VI






FEP 100 40%









141

DESCRIPTION








































142







*****



143

SPECIALIZATION ELECTIVE VI: AGRIBUSINESS MANAGEMENT (AB)


MMC AB607 Elective Paper I

INDIAN ECONOMY AND AGRICULTURE (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand1 various environmental concepts in which the agri-business is conducted

CO.2 Understand1micro and macro environmental forces and their impact on agribusiness.

CO.3 Comprehend1basic concept involved in developing Agri Business Economics

CO.4 Distinguish4 different strategies used Agri business Economics.

CO.5 Recognize2 importance of organizational agri business management

CO.6 Understand1 the importance and concept of Agri Economics

CONTENT


I Indian Agriculture under the Five Year Plans: The Green Revolution, The place of

agriculture in the national economy, progress of agriculture under the Five Year

Plans, Present position of Indian Agriculture : Looming Crisis, New Thrust Areas in

Agriculture, National Commissions of Farmers and Green Revolution, Crop Pattern

inIndia since 1951.

7

II Land Reforms: The need and scope for land reforms in a developing economy, the

abolition of intermediaries, tenancy reforms, ceiling on land holdings, an appraisal of

land reforms

Size of Farms and Productive Efficiency, Meaning of economic holding, changing

pattern of ownership and operational holdings in India,

7



144

III Farming and Irrigation: Farms size and Irrigation, Productivity/ Profitability and

farm efficiency, the problem of sub division and fragmentation of holdings,

cooperative farming. Irrigation, multipurpose river valley project a controversy,

irrigation in the 12th plan, private sector participation in irrigation,

7

IV Fertilizers and Other Agricultural Inputs: fertilizers, pesticides, manures,

improved seeds, soil conservation and reclamation, livestock and dairy development,

mechanization of agriculture

7

V Agriculture Labor: Present position of agricultural Labour in India, Agricultural

Labour and Minimum Wages, Abolition of Bonded Labour, Recommendations of

National Commissions on Rural Labour (NCRL)

7

VI Unorganized Sector and Informalisation of the Indian Economy: Unorganized

sector and India’s Informal economy, size of unorganized sector, poverty,

vulnerability and unorganized sector employment – the high degree of correlation,

estimate of organized and unorganized workers, self-employed workers in

nonagricultural sector, agricultural laborers, bonded labor, working conditions

7


REFERENCE BOOKS

Adhikary M., Economic Environment of Business, 6E, S. Chand.

Dutt and Sundaram, Indian Economy, S. Chand, 2016.

Francis Cherunilam, Business Environment, Himalaya Publications, 2018.

K Aswathappa, Essentials of Business Environment, Himalaya Publications, 2014.

N. Janardhana Rao, Indian Agriculture - issues and perspectives, ICFAI, University Press.

Uma Kapila, Indian Economy Since Independence: A comprehensive and critical analysis of

India's economy, Academic Foundation, 1947-2017.

*****



145


MMC AB609 Elective Paper VII

AGRICULTURE MARKETING (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Explain2 the concepts of Agri Business Marketing,

CO.2 Discuss2 various types of Rural marketing.

CO.3 Examine3 the agri packaging techniques and practices.

CO.4 Critically Evaluate the current Agriculture Produce Pricing mechanism.

CO.5 Understand2the importance of marketing of Agriculture Inputs.

CO.6 Understand2 the challenges of Indian Cottage Industries

CONTENT


I Agriculture Marketing: Meaning and scope, market structure, factors influencing

market, marketable surplus. Characteristic of good marketing system, agri market and

economic development.

7

II Marketing system: Rural marketing and its types, marketing channels, distribution

system of agri inputs and outputs, promotion system for agri products.

7

III Marketing functions and classifications: Meaning, classification, grading,

standardization, storage and its types, warehousing, packaging and processing

system, transportation of agri goods, value addition for agri goods

7

IV Agriculture Prices in India: Market intelligence unit, State government agencies,

State bureau of economics and statics, APEDA, MSP, CACP, APMC, DSO,

agriculture marketing andKrishiUpajMandiSamiti.

7



146

V Marketing of Agricultural inputs: Indian Tractor Industry- Overview, fertilizer

industry in India, An Introduction, Indian Agrochemical market, An Introduction,

Global Agrochemical Market: A brief Overview.

7

VI Marketing of Cottage Industries Characteristics of Indian Handicraft industry,

Nature of Indian Handicrafts, selected cottage industries clusters identified for

enhanced exports, Challenges for rural cottage industries.

7


REFERENCE BOOKS

Anil Bhatt, Agricultural Marketing, New India Publishing Agency, 2015.

Jainn, ManoharLal, Marketing of Agri Inputs, Himalaya Publishing House.

Lakshmi Dhar Hatai, Agricultural Marketing Management, New India Publishing Agency- Nipa,

2016.

Pingali Venugopal, Ram Kaundinya, Agri-input Marketing in India, SAGE Publishing India,

2014.

S. P. Seetharaman, Agricultural input marketing, Oxford and IBH Pub. Co., 1992.

S. S. Acharya and N. L. Agarwal, Agriculture Marketing in India, Oxford and IBH Pub. Pvt. Ltd.,

2004.

*****



147


MMC AB611 Elective Paper VIII

COMMODITY MARKETS AND FUTURE TRADES (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Analyze4 Various Sources of Market Information

CO.2 Understand2 the Speculator mechanism in commodity futures.

CO.3 Monitor5 the Risk in Commodity Trading.

CO.4 Explain2 various Important global and Indian commodity exchanges.

CO.5 Analyze4 the Commodity market.

CO.6 Analyze4 trading pattern of different commodity groups.

CONTENT


I Risk in Agriculture Markets: Sources of market information and IT tools for

marketing. History and Evolution of commodity markets terms and concepts: spot,

forward and futures Markets.

7

II Commodity Markets – factors influencing spot and future markets. Speculatory

mechanism in commodity futures. Commodity exchange platforms. Transaction and

settlement – delivery mechanism - role of different agents - trading strategies -

potential impact of interest rate.

7

III Risk in Commodity Trading: importance and need for risk management measures –

managing market price risk: hedging, speculation, arbitrage, swaps - pricing and their

features.

7

IV Important Global and Indian Commodity Exchanges: Contracts Traded – special

features Regulation of Indian commodity exchanges - FMC and its role. Foreign

7



148

Exchange, FDI in Commodity Markets.

V Fundamental vs. Technical Analysis – construction and interpretation of charts and

chart patterns for analyzing the market trend.

7

VI Market Indicators: Back Testing; Introduction to technical analysis software –

analyzing trading pattern of different commodity groups.

7


REFERENCE BOOKS

Jack D. Schwager, The Concise Handbook of Futures Markets, Kaufman PJ John Wiley and

Sons, 2017.

Leuthold RM, Junkus JC and Cordier JE, The Theory and Practice of Futures Markets,

Lexington Books.

Lofton T., Getting Started in Futures, 5E, John Wiley and Sons.

Purcell WD, Agricultural Futures and Options: Principles and Strategies, 2E, Macmillan

Publication.

Wasendorf RR and McCafferty, All about Commodities from the Inside Out, McGraw-Hill,

2008.

*****



149


MMC AB613

Elective Paper IX

CO-OPERATIVES MANAGEMENT AND AGRI PROCESSING

INDUSTRIES (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2elements of Cooperative sector.

CO.2 Discuss2 the functions and purpose of Cooperatives.

CO.3 Analyze4 various Cooperatives in Agribusiness.

CO.4 Classify3 various Agro-processing industries in India.

CO.5 Discuss2 the Recent Trends in Agri-business Management

CO.6 Understand2 the Supply Chain of Agro products

CONTENT


I Introduction to Co-operatives: Cooperative administration- a global perspective,

cooperative sector and economic development, Co-operatives with its present

Scenario.

7

II Cooperative Management: Nature, Functions and Purpose of Cooperatives –

Procurement, Storage, Processing, Marketing, Process of Cooperative Formation,

Role of Leadership in Cooperative Management.

7

III Overview of Agribusiness Cooperative: Credit Cooperatives, Cooperative

Marketing, Dairy Cooperative; Financing Agribusiness Cooperative.

7

IV Agro-processing industries in India: Sugar industry- Dairy processing –Cotton

textiles – Oil Seeds processing- Sericulture, Horticulture, and floriculture

processing – Problems and prospects of Agro-processing.

7



150

V Recent Trends in Agri-business Management -ITC E-choupal, Contract

Farming, Precision Farming, Organic Farming.

7

VI Supply Chain Agro Products: Logistics via Agro Products, Containerization,

Cold- Storage and Transportation for Agri Products.

7


REFERENCE BOOKS

Akmat J.S., New Dimensions of Cooperative Management, Himalaya Publishing House.

Ansari A.A., Cooperative Management Patterns, Anmol Publishers.

Sah A.K, Professional Management for the Cooperatives, Vikas Publishing House.

*****



151


MMC AB615 Elective Paper XI

AGRICULTURE RESEARCH AND EXTENSION (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Outcomes


CO.1 Understand2 the concepts of Research and its implications on Agriculture.

CO.2 Analyze4 advantages and disadvantages of ICT.

CO.3 Use6 ICT in Agriculture Research.

CO.4 Understand2 the prerequisites of ICT enabled extension.

CONTENT


I Research – Meaning, importance, characteristics. Agriculture research – Meaning,

concept and problems in Agriculture research. Types and methods of Research –

Fundamental, Applied and Action research, Exploratory, Descriptive, Diagnostic,

Evaluation, Experimental, Analytical, Historical, Survey and Case Study.

7

II ICTs: Concept, definition, tools and application in extension education.

Reorganizing the extension efforts using ICTs, advantages, limitations and

Opportunities.

7

III ICTs projects: case studies in India and developing world. Different approaches

(models) to ICTs. ICT use in field of extension- Expert systems on selected crops

and enterprises Agricultural web sites and portals related crop production, diseases

and crop production (ICAR, NSC, IIPM, KF Bio plants, Czenta, MAFCO, etc.).

7

IV ICT Extension Approaches: Pre-requisites, Information and Science needs of

farming community. Need integration. Human resource information. Intermediaries.

Basic e-extension training issues. ICT enabled extension pluralism. Emerging issues

in ICT.

7




152

REFERENCE BOOKS

Meera S.N., ICTs in Agricultural Extension: Tactical to Practical, Ganga-Kaveri Publication

House. Varanasi. 2008

Mulay S and Sabaratnam, Research Methods in Extension Education, 1983; Manasavan.

Willem Zip, Improving the Transfer and Use of Agricultural Information - A Guide to

Information Technology, The World Bank, Washington.

*****



153


MMC AB617 Elective Paper VI

MINI PROJECT




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:





description.

Course Outcome(s)




DESCRIPTION





etc.
















154

















students.

OR








FEP 100 40%









155

DESCRIPTION






































156

Note: University consider minimum Four-week course as equivalent to one credit,

minimum eight-week course as equivalent to two credit, minimum twelve-week course as

equivalent to three credit, and so on; Student can select any number of credit course but as

per curriculum structure and considering semester time span, a student can earn maximum

two credits after successful completion of course only on his/her grade sheet. Thus, it is

advisable to students that they should go for minimum 8 weeks course / two credit course.



*****



157

MASTERS OF BUSINESS

ADMINISTRATION (M.B.A.)

PROGRAM

PART II

(SEMESTER IV)



158


MMC602 PROJECT MANAGEMENT

(Program Core, School of Commerce and Management) | (Ver. 1.1 )


Component Exam WT(%) Mini. Passing %

3 1 - 4 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course guides students through fundamental project management concepts and behavioral skills

needed to successfully launch, lead, and realize benefits from projects in profit and non-profit

organizations. Successful project managers skillfully manage their resources, schedules, risks, and scope to

produce a desired outcome. In this course, students explore project management with a practical, hands-on

approach through case studies and class exercises. A key and often overlooked challenge for project

managers is the ability to manage without influence—to gain the support of stakeholders and access to

resources not directly under their control.

Course Outcomes


CO.1 Understand2 project management concepts.

CO.2 Use3 project management tools, techniques and skills and align critical resources for effective

project implementation

CO.3 Analyse4 project planning activities that accurately forecast project costs and timelines.

CO.4 Evaluate5 effective project execution and control techniques that result in successful projects.

CO.5 Understand2 how to manage project cost and quality.

CO.6 Propose6 project closure activities.

CONTENT


I Introduction of Project Management: Introduction, Need for Project Management,

Project Management Knowledge Areas and Processes, The Project Life Cycle, The

Project Manager (PM), Phases of Project Management Life Cycle, Project

Management Processes, Impact of Delays in Project Completions, Essentials of Project

Management Philosophy, Project Management Principles, Project Identification and

Selection, Project Identification Process, Project Feasibility Studies, Project Break-

7



159

even point.

II Project Planning: Introduction, Project Planning, Need of Project Planning, Roles,

Responsibility and Team Work, Project Planning Process, Work Breakdown Structure

(WBS) Organizational Structure and Organizational Issues, Roles and Responsibilities

of Project Leader, Relationship between Project Manager and Line Manager.

7

III PERT and CPM: Introduction, Development of Project Network, Time Estimation,

Determination of the Critical Path, PERT Model, Measures of variability, CPM Model,

Network Cost System, Resource Allocation, Scheduling, Project Cost Estimate and

Budgets, Cost Forecasts.

7

IV Project Risk Management: Introduction of Risk Management, Role of Risk

Management in Overall Project Management, Steps in Risk Management, Risk

Identification, Risk Analysis, Reducing Risks.

7

V Project Quality Management: Project Quality Management and Value Engineering,

Quality Concepts, Value Engineering Purchasing and Contracting for Projects,

Purchase Cycle, Contract Management, Procurement Process.

7

VI Project Execution and Control: Introduction, Performance Measurement,

Productivity, Project Performance Evaluation, Benefits and Challenges of Performance

Measurement and Evaluation, Controlling the Projects, Project Execution, Project

Control Process, Purpose of Project Execution and Control, Project Close-out,

Termination and Follow-up, Project Management Software.

7

Case study on mentioned units.


REFERENCE BOOKS

Clifford F. Gray, Erik W. Larson, Project Management: The Managerial Process, McGraw Hill

Publication.

Greg Horine, Project Management Absolute Beginner's Guide, 3E, 2012.

K. Nagarajan, Project Management, 7E, New Age International Publisher, 2017.

Kathy Schwalbe, Introduction to Project Management, 2E, Cengage Learning, 2008.

Mike Field, Laurie S. Keller, Project Management, Cengage Learning EMEA, 1998.

Sadhan Choudhury, Project Management, Tata McGraw-Hill Education, 1988.

*****



160


MMC604 Elective Paper VII

ENTREPRENEURSHIP (Program Core, School of Management) | (Ver 1.1)

L. T. P. Credits Evaluation Scheme

Component Exam WT(%) Mini. Passing %

2 1 - 3 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course is designed to help students evaluate the business skills and commitment necessary to

successfully operate an entrepreneurial venture and review the challenges and rewards of

entrepreneurship. This course provides business and non-business majors with the skills necessary to

succeed as an entrepreneur. The fundamentals of starting and operating a business, developing a business

plan, obtaining financing, marketing a product or service and developing an effective accounting system

will be covered.

Course Outcomes


CO.1 Recognize2 various concepts of entrepreneur necessary for becoming successful entrepreneur.

CO.2 Explain2 factors influencing entrepreneurship development and role of entrepreneurship in

economic development of a country.

CO.3 Recognise2 government support system working for entrepreneurship development.

CO.4 Discuss2 women entrepreneurs and challenges faced by women entrepreneur and Explain2 the

Importance of Social entrepreneurship.

CO.5 Explain2 Importance of technology and rural area entrepreneurship.

CO.6 Understand 2 the concept of feasibility report which in turn will assist them to prepare

6 report

of any proposed business.

CONTENT


I Entrepreneurship Perspectives: Concept of Entrepreneur, Qualities of

Entrepreneur and Types of entrepreneurs; Entrepreneurship and Enterprise.

Entrepreneur Vs. Intrapreneur, Entrepreneur Vs. Entrepreneurship, Entrepreneur

Vs. Manager.

4



161

Tutorial Case studies of Successful entrepreneurs to understand the qualities of an

entrepreneur./ Assignment on Types of entrepreneurs.

2

II Factors influencing Entrepreneurship Development: Economic and Non-

economic like individual, environmental, socio-cultural etc.; Link between

Entrepreneurship and Economic Development;

4

Tutorial Developing entrepreneurial competencies through business game. 2

III Entrepreneurial Support System: Meaning of Micro, Small and Medium

Enterprises; Government support schemes for entrepreneurship development, DIC

(District Industries Centre’s role and functions); Entrepreneurship Development

Program (EDP): Need, Objective, Course contents; Various phases of EDP;

4

Tutorial Desk Assignment on Identifying Various Entrepreneurship related Training and

Development Institutions in India and preparing a report.

Study assignment on Government support schemes for entrepreneurship

development.

Role of various institutions in developing entrepreneurship in India (A brief

description only).

2

IV Women and Social Entrepreneurs: Meaning and Challenges of Women

entrepreneur; Social Entrepreneurship – Meaning and challenges in Social

Entrepreneurship.

4

Tutorial Case Study on Women Entrepreneur(s)/ Cases in Social Entrepreneurship Grameen

Bank / SWACH Sewa Sakahari Sansta Maryaadit / Hiware Bazar / Arvind Eye

Hospital etc.

2

V Technology and Rural Area Entrepreneurship: Overview and definition of

Technology Entrepreneurship; Rural Area Entrepreneurship development.

4

Tutorial Desk research: Students to study 4 case studies related to success stories of today’s

Global and Indian Technology Entrepreneurs. (Google, Apple Inc., Microsoft, Tata,

Samsung, Reliance Industries, etc.)

2

VI Enterprise Launching: Developing Business Idea- Product selection process,

Search, Screening and Evaluation of ideas. Sources of Capital Developing a

Business Plan; Meaning of Projects; Project Appraisal- Economic Analysis, Market

Analysis, Financial Analysis, Technical feasibility, Managerial Competency.

4

Tutorial Exercise on preparation of Business plan. 2



162

REFERENCE BOOKS

Bolton, Bill and John, Thompson. Butterworth-Heinemann, Entrepreneurs: Talent,

Temperament, Technique, 2/e, MA. 2004.

David Stokes, Nicholas Wilson, Martha Mador, Entrepreneurship, Cengage Learning EMEA,

2010

Peter Drucker, Innovation and Entrepreneurship Routledge, 2014.

Raghu Nanadan, Unleashing your Entrepreneurial Potential, Response Business Book from

Sage, New Delhi, 2009.

Robert Hisrich and Michael Peters, Entrepreneurship, Tata McGraw Hill, 2002.

Stephen Roper, Entrepreneurship: A Global Perspective, Routledge, 2012.

*****

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22David+Stokes%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Nicholas+Wilson%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Martha+Mador%22



163


MMC606 FOREIGN LANGUAGE


L. T. P. Credits Evaluation Scheme For (Th and Pr)


- - NC Th (100) FET 100 40%

Course Description:

This course is offered in MBA because the demand is rising for business school graduates who are

proficient in more than one language. As the global economy expands, so does the need for students

with international business degrees and with knowledge of foreign cultures and practices. The students

can learn the basics of foreign language course and expected to earn a certificate in one foreign

language and submit the short term course certificate of course completion before completing his MBA

program.

Course Outcome(s)


CO.1 Develop6 reading, speaking and writing skills in chosen foreign language..

CO.2 Use3 vocabulary to communicate in the selected Foreign Language.

DESCRIPTION

Listening: Understand Simple Questions and Instructions.; Understand Information about the Person and

the Work; Understand Standard Information Related to the Working Field.

Reading: Understand Single Words and Sentences but also Signposts, Signs and Posters; Understand

Simple Letters, Appointments, Invitations and Information in Short Texts; Understand Standard Letters

and Texts about Working Processes and Product Descriptions.

Speaking: Provide Short Information about the Job and the Person; Answer Simple Questions About

One's Working Field; Provide Information about the Job, the Departments, the Company, the Products

and Processes in a Conversation or on the Phone.

Writing: Fill in forms and provide information about name, address, nationality etc.; Write Faxes and e-

mails; Answer Standard Inquiries, Make Quotations, Write Short Texts with a Familiar Content,

Possibly Give Some Explanation and Answer Simple Questions.

*****



164


MMC608 DISSERTATION ON SOCIAL ISSUE




- - 4 2 Pr (100) FEP 50 40%

40% OE 50 40%

Course Description:

This semester long course is intended to for students in their second year. The purpose is to take students

from a point at which they have general ideas about their dissertation topic through the development of a

solid structure, research strategy and drafting of report. The main objective course The development of

both written and verbal presentation skills is an essential element of the course.

Course Outcome(s)



CO.2 Write6 synopsis and dissertation report.

DESCRIPTION

In Semester IV the student shall work under the supervision of the Faculty and carry out a dissertation on

any social or ethical issue and submit a structured report in TWO hard copies and one soft copy (CD). In

the interest of environmental considerations, students are encouraged to print their dissertation reports on

both faces of the paper.

The student is required to conduct advanced research on a topic related to one (or more) of social or ethical

issues in management. The topic is chosen in consultation with the student's supervisor. The student will

prepare and present a detailed research proposal prior to starting the work. It is mandatory for the student

to seek advance written approval from the faculty guide and the Dean of the School about the topic before

commencing the dissertation work. A dissertation outlining the entire problem, including a survey of

literature and the various results obtained along with their solutions is expected to be produced. The

student must submit the completed dissertation and make an oral presentation of the same. Through the

dissertation, the student is expected to furnish evidence of competence in understanding varied aspects of

the theme/topic selected and a deep understanding of the specialty area. The completion of the dissertation

/ project shall be certified by the Faculty Guide and approved by the Dean of the School. The student can

undergo desk research or field research or both and can follow the guidelines mentioned in the SIP for

preparation of their final hard copy.

*****



165

SPECIALIZATION ELECTIVE I: MARKETING SPECIALIZATION (MM)


MMC MM610 Paper VII

DISTRIBUTION MANAGEMENT AND LOGISTICS (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is all about distribution, warehousing and logistics management, It explains framework and

principles of distribution, warehousing and logistics management and it planning for real life business

situations.

Course Outcomes


CO.1 Describe1 the importance of logistics in the formation of business strategy.

CO.2 Discuss2 the logistics operating areas and their interrelationship.

CO.3 Classify3 the importance and implications of a customer-focused logistics strategy.

CO.4 Describe 4

the framework required for logistic management.

CO.5 Assess5 the importance of warehousing in logistics operations.

CO.6 Construct6 the plan Distribution Management and Logistics for a company

CONTENT


I Introduction to Logistics and Distribution: Introduction, Scope and Definition,

Historical Perspective, Importance of Logistics and Distribution, Logistics and

Supply Chain Structure.

7

II Integrated Logistics and the Supply Chain: Introduction, The Total Logistics

Concept, Planning for Distribution and Logistics, Integrated Systems, Competitive

Advantage through Logistics, Logistics and Supply Chain Management.

7

III Channels of Distribution: Introduction, Physical distribution channel types and

structures, Channel selection, Outsourcing channels, Customer Service and Logistics;

7



166

Logistics management and organization.

IV Planning Framework for Logistics: Introduction, Pressures for Change, Strategic

Planning Overview, Logistics Design Strategy, Product Characteristics, The Product

Life Cycle.

7

V Principles of Warehousing: Introduction, The Role of Warehouses, Strategic Issues

affecting Warehousing, Warehouse Operations, Costs, Packaging and Unit Loads.

7

VI Strategic Marketing Management: Strategy Definition, Concept and Objectives of

Strategic Marketing Management, Vision, Mission, Objectives and Goals of business

and their relationship with Strategic Marketing Management, Strategic Marketing

Management Process.

7


REFERENCE BOOKS

David B. Grant, Alexander Trautrims, Chee Yew Wong, Sustainable Logistics and Supply Chain

Management (Revised Edition), Kogan Page Publishers, 2015.

David F. Ross, Distribution: Planning and Control, Springer Science and Business Media, 2012.

David H. Taylor, Global Cases in Logistics and Supply Chain Management, Cengage Learning

EMEA, 1997.

Garg, Miti, Cases on Supply Chain and Distribution Management: Issues and Principles: Issues

and Principles, IGI Global, 2012.

Martin Christopher, Logistics and Supply Chain Management, Pearson UK, 2016.

Satish K. Kapoor, Purva Kansal, Basics of Distribution Management: A Logistics Approach, PHI

Learning Pvt. Ltd., 2003.

Sople, Vinod V., Logistics Management, Pearson Education India, 2009.

*****

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22PURVA+KANSAL%22



167


MMC MM612 Paper VIII

B2B MARKETING (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Business to Business Marketing is the process of understanding, creating and delivering customer value,

thereby building and sustaining profitable relationships with targeted business markets and customers.

Business markets are significantly larger than consumer markets and they offer avariety of career

opportunities especially to marketing professionals A close understanding of business markets /

customers is essential for strategic planning and hence is a requirement for top management executives /

aspirants in a business marketing firm.This course is different from consumer marketing. It elaborates

Industrial buying process and strategies for it. It includes a part of digital marketing and International

Entry strategies as well. Thedifferences between consumer marketing and business marketing demand

specialized knowledgeto effectively manage customer relationships in the business to business context.

The course is designed to meet this requirement. The course may also be useful to participants with

entrepreneurial ambitions in business markets.

Course Outcomes


CO.1 Define1 the concept of B2B Marketing.

CO.2 Discuss2 the importance of Environmental Analysis in B2B Marketing

CO.3 Prepare3 the strategic plan for industrial marketer.

CO.4 Illustrate4 the 4Ps of Marketing Mix Strategy in B2B Marketing.

CO.5 Interpret5 the entry strategies for international marketing

CO.6 Specify6 the need of Digital Marketing in the new context of business.

CONTENT


I B2B Marketing: Introduction, Different Criteria in overall B2B procurement,

Challenges faced by B2B Marketing, B2B Segmentation.

7



168

II Understanding Industrial Market and Environment: Types of Industrial

Customers, Classification of Industrial Product and Services, Purchasing Practices,

Environmental Analysis

7

III Strategic Management in B2B Marketing: Role of Marketing in Strategic

Planning; Strategic Planning - Corporate Level, Business Level, Implementing and

Controlling Marketing Plans.

7

IV Industrial Buyer Behaviour and B2B Marketing Strategy: Nature of

Organizational Buyer Behaviour, Organizational Buyer’s Decision Process,

Influences on Buying Decisions, Marketing Strategy- Product Mix, Pricing in B2B,

Promotion and Distribution Mix.

7

V International Industrial Marketing: The Nature of International Markets, Entry

Strategies for International Market, Legal Aspects of doing International Business,

Pricing and Payment Terms in International Trade.

7

VI Introduction to Digital Marketing:, Why Digital Marketing, Growth of Digital

Media, B2B v/s B2C Marketing, Multi-channel Marketing, Digital marketing of B2B.

7


REFERENCE BOOKS

Heidi Taylor, B2B Marketing Strategy: Differentiate, Develop and Deliver Lasting Customer

Engagement, Kogan Page Publishers, 2017.

John J. Wall, B2B Marketing Confessions, Lulu.com, 2012.

Ross Brennan, Louise Canning, Raymond McDowell, Business-to-Business Marketing, 4/e,

SAGE Publishers, 2017.

Simon Hall, Innovative B2B Marketing: New Models, Processes and Theory, Kogan Page

Publishers, 2017.

*****



169


MMC MM614 Paper IX

MARKETING RESEARCH (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course will provide students with an in depth understanding of marketing research. Students will be

involved in a practical application of marketing research via a group project. The main objective of this

course is to equip students with the key concepts and methods of marketing research, and allow student

to understand how to apply those tools to solve real-life business problems.

Course Outcomes


CO.1 Explain2 the concepts of Marketing Research.

CO.2 Summarize2 steps in marketing research.

CO.3 Prepare3 detail measuring plan for a data collecting a instrument.

CO.4 Compile4 research plan based on requirement like consumer research, advertising research

etc.

CO.5 Analysis4

of different areas in marketing.

CO.6 Demonstrate3 problems solving skills through Cases.

CONTENT


I Marketing Research: Introduction, Definition, Scope of marketing research, Process,

Marketing Research Methods.

7

II Sources and collection of Marketing Data: Secondary data – Advantages

andLimitations, Sources – Govt. and Non Govt. Primary Data – Advantages

andLimitations, Sources, Methods of Collection Primary Data – Observation, Mail,

Personal Interview, Telephonic Interview, Internet Interviewing.

7

III Market Research Techniques: National readership survey, Retail Store Audit,

Consumer Panels, Test Marketing, Research in Advertising Decisions, Marketing

7



170

Audit, Data Base Marketing, Focus Group Interviews.

IV Sampling, Questionnaire and Scaling Techniques: Probability and Non Probability

Sampling, Sampling methods, Sample Design. Questionnaire design and drafting.

Scaling techniques like Nominal, Ordinal, Interval, Ratio, Perceptual Map, Semantic

Differential, Likert, Rating and Ranking Scales.

7

V Setting up and Implementation of Marketing Research Project: Steps in

Formulating Market Research Projects, One Project for Consumer Durables and one

for non-durables to be discussed.

7

VI Sampling Plans and Types of Research: Various Sampling Plans and their

Application Research in Advertising, Distribution, Consumer Research.

7

NOTE: Class discussions to be supported by relevant case studies/rsearch papers..

REFERENCE BOOKS

Riccardo Benzo, Marwa G. Mohsen, Chahid Fourali, Marketing Research: Planning, Process,

Practice, SAGE, 2017.

Matthew Harrison, Julia Cupman, Oliver Truman, Paul N Hague, Market Research in

Practice: An Introduction to Gaining Greater Market Insight, Kogan Page Publishers, 2016.

Nigel Bradley, Marketing Research: Tools and Techniques, OUP Oxford, 2013.

Govind Chand Beri, Marketing Research, Tata McGraw-Hill Education, 2013.

G. Scott Erickson, New Methods of Market Research and Analysis, Edward Elgar Publishing,

2017.

Bonita Kolb, Marketing Research: A Practical Approach, SAGE, 2008.

S.L. Gupta, Marketing Research, Excel Books India, 2004.

*****

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Riccardo+Benzo%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Marwa+G.+Mohsen%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Chahid+Fourali%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Julia+Cupman%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Oliver+Truman%22

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Paul+N+Hague%22



171


MMC MM616 Paper X

INTERNATIONAL MARKETING (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

International marketing is one of five subjects in the marketing discipline and extends the knowledge

developed in marketing management into the international rather than the domestic market. This course

involves the study of the issues involved in identifying, and developing, relationships with international

markets. This course focuses on the development of marketing strategies for organizations operating in

the international business environment. This course will enable students to learn analytical skills required

to develop international marketing plans and develop the marketing mix elements in the international

environment.

Course Outcomes


CO.1 Define1 the concept of International Marketing.

CO.2 Discuss2 in detail international marketing strategy.

CO.3 Prepare3 detail environmental analysis report for marketer.

CO.4 Illustrate4 the International marketing mix element like product and price.

CO.5 Interpret5 the International marketing mix element like place and promotion.

CO.6 Specify6 the organizational structure required for international firm.

CONTENT


I International Marketing: Concept of International Marketing, Importance and

Challenges of International Marketing, Researching Foreign Market.

7

II International Marketing Strategy: Introduction to Marketing Management Process,

International Marketing Management Process, International Marketing Strategy

7

III Marketing Environment and Entry Methods: Introduction, International Marketing

Environment – Economic, Socio- Culture, Technological, Political and Legal, Entry

7



172

Methods for International Market.

IV International Product and Price Mix Strategy: Product characteristics, Product

Design Decisions, Geographic Expansion strategic alternatives, New product in Global

Market. Global Pricing Strategies, Environmental Influences on Pricing Decisions,

Transfer Pricing, Global Pricing Policy alternatives.

7

V International Place and Promotion Mix Strategy: Channel Objectives and

constraints, Channel Structure, Channel strategy for new market entry. Advertising

Decisions in International Marketing.

7

VI Organizing for International Marketing: Concept of Marketing Organization,

Organizational Arrangement, International Organizational Structures.

7


REFERENCE BOOKS

Brad Kleindl, International Marketing, Cengage Learning, 2006.

Carlyle Farrell, Global Marketing: Practical Insights and International Analysis, SAGE, 2015.

Hollensen, Global Marketing, Pearson Education India, 2016.

Michael R. Czinkota, Ilkka A. Ronkainen, International Marketing, 10/e, Cengage Learning,

2013.

Philip R. Cateora, International Marketing, 13/e, Tata McGraw-Hill Education, 2007.

*****



173


MMC MM618 Paper XI

RURAL MARKETING (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course offers the basics of Rural marketing to Management students. The importance of rural

markets for all kinds of products and services has been growing in the last two decades. The huge

income shift taking place in rural India with the increasing rural middle class with high purchasing

power and aspiration has meant that corporates can no longer ignore rural markets. In this context that

several management schools across the country have started offering Rural Marketing as an elective

course to the management students. Thus, this course is designed to provide the students with adequate

background knowledge on important issues related to rural marketing, so that they are better equipped to

face the real life challenges involved in a career in rural marketing.

Course Outcomes


CO.1 Define1 the concept of Rural Marketing.

CO.2 Discuss2 rural consumer behaviour

CO.3 Prepare3 detail segmentation, targeting positioning plan for marketer.

CO.4 Illustrate4 communication strategies for rural marketing mix element like advertisement

CONTENT


I Concept Of Rural Marketing: Definition and Concept, rural myth, evolving rural

consumer, Evolution of Rural Marketing ,Rural marketing environment in detail.

7

II Rural Consumer Behavior And Rural Marketing Research: Consumer Buying

Behavior Model, Factors influencing Consumer Behavior, the Buyers Decision

Process-Rural Marketing Research Process, Special Tools Used in Research,

Limitation of Rural Research.

7

III Segmentation, Targeting and Positioning of Rural Markets and Product

Strategy and Pricing: Concept and Classification of Rural Products, Segmentation,

7



174

Targeting and Positioning, Product Decisions and Strategies, Designing, Branding,

Packaging; Factors affecting Price Setting for Rural Products and Services, Price

Setting Strategies, Rural Specific Strategies.

IV Distribution In Rural Markets And Communication Strategies For Rural

Markets: Distribution Channels-Evolution, Channel Dynamics, Channel Members,

Project-Shakti, Rural Logistics, Rural Dominance - Challenges in Rural

Communications, Communication Process, Rural and Urban Responses to

Television Advertisement, Developing Effective Rural Communication, Role of

Religion in Designing Rural Communication,

7


REFERENCE BOOKS

C. S. G. Krishnamacharyulu, Rural Marketing: Text and Cases, Pearson Education India, 2011.

Pradeep Kashyap, Siddhartha Raut, The Rural Marketing Book (Text and Practice), Dreamtech

Press, 2005.

Dinesh Kumar, Punam Gupta, Rural Marketing: Challenges and Opportunities, SAGE

Publications, 2017.

Partha Sarathi Senapati, Rural and Agricultural Marketing, Educreation Publishing, 2015.

U C Mathur, Rural Marketing, Excel Books India, 2008.

*****



175


MMC MM620 Paper XII

MINI PROJECT (Program Elective, School of Management) | (Ver 1.1)



- - 4 2 Pr (100) FEP 100 40%

Course Description:




be written by the student(s) under the supervision of course instructor/supervisor which serves as a

project description.

Course Outcome(s)




CONTENT

DESCRIPTION


The primary objective of this course is to enable students to understand the latest developments in the

field of Business and Management. The course would facilitate in discussing and deliberating the latest


etc.














176


of Department / Dean to the Departmental Project Coordinator (DPC).

















students.

*****



177

SPECIALIZATION ELECTIVE II: FINANCIAL MANAGEMENT (FM)


MMC FM610 Paper VII

ADVANCE FINANCIAL MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed to study the major decision-making areas of managerial finance. This course

focuses on the learning and mastering methods to maximize firm value. The financial management

knowledge is the perquisite for this course.

Course Outcomes


CO.1 Understanding2perpetual base for multi-disciplinary principles in management advance

financial management.

CO.2 Understand2 Capital structure theories in practice.

CO.3 Analysing4 techniques for measurement performance through capital budgeting.

CO.4 Examine1 the international working management for effective working of an organization

on global level.

CO.5 Examine 1 the financial problems through the technique of EVA and develop the skills of

decision making.

CO.6 Evaluate6

the practical Cases of Financial Management, Identify the problems and finding

out the solution.

CONTENT


I Role Of Accounting Standard Board: Introduction to International Accounting

Standards. Disclosure of Accounting Policies-Inventory, Depreciation, Investment,

Fixed Assets, Amalgamation, EPS.

7



178

II Capital Structure Theories: Net income approach; Net operating income

approach; Modiglliani and Miller theory (MM approach).

7

III Advanced Capital Budgeting: Pay-Back Period, ARR, NPV, PI, IRR. 7

IV International Working Capital Management: International cash management:

The cash positioning decision. Advantages and disadvantages of centralized cash

management. Multilateral netting. Intra corporate transfer of funds;

7

V International Receivables management: Domestic v/s International receivables

management. Letter of credit. International factoring and Accounts receivables.

7

VI Economic Value Added (EVA): Concept of EVA Calculating EVA, Adjustments

for calculation of EVA; Superiority of EVA Advanced Cases of Financial

Management

7


REFERENCE BOOKS:

I.M. Pandey, Financial Management, 11/e, Vikas Publishing House, 2015.

Narendra Singh, Advanced Financial Management, Himalaya Publishing House, 2010.

Prassana Chandra, Fundamentals of Financial Management, 6/e, McGraw Hill Education (India)

Pvt. Ltd, 2014.

Rajesh Kumar, Strategic Financial Management Casebook, Academic Press, 2017.

Van Horne, Fundamentals of Financial Management, 13/e, Prentice-Hall of India Pvt. Limited,

2009.

*****



179


MMC FM612 Paper VIII

BUSINESS ANALYSIS AND VALUATION (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course introduces a framework for business analysis and valuation using publicly available

information, such as the information contained in financial statements, valuation methodologies and the

underlying principles, in order to develop an in-depth analysis of a firm and extract its fundamental value.

Course Outcomes


CO.1 Identify1 financial statements for analysis.

CO.2 Understand2 appropriate analysis of financial statements.

CO.3 Application3 of financial statements in business decision making.

CO.4 Outline1basic concepts of business Valuation.

CO.5 Understand2 different tools and techniques of business Valuation.

CO.6 Measure4 the value of assets and liabilities of a business.

CONTENT


I Financial Modeling and Use of Financial Functions: Financial Modeling

Concepts and Applications; Use of Financial Functions: like Net Present Value

(NPV), forecasting techniques, Internal Rate of Return (IRR), etc. Ratio Analysis

and Report Writing. Comparative Analysis of Balance sheet and Income

Statement (Common size analysis, trend analysis)

7

II Cash Flow Statements, Profitability and Growth Analysis:

GAAP statement of and reformulated cash flow statements, Analysis of cash flow

statements and quality of earnings.

7

III Financial Evaluation: Du-Pont Analysis, Analysis of changes in profitability 7



180

and sustainable earnings. The analysis of growth in shareholders’ equity.

Evaluation of P/B ratios and P/E ratios.

IV Business Valuation Basics: Basis for Valuation – Introduction, Principles and

Techniques of Valuation. Role of Valuation. Valuation Models – Introduction.

Discounted Cash Flow Valuation.

7

V Mergers and Acquisitions Valuation: Basics of Merger and Acquisition.

Concepts of Value in the Context of Mergers and Acquisition. Approaches to

Valuation in Case of MandA Selection of Appropriate Cost of Capital For

Valuation.

7

VI Valuation of Assets and Liabilities: Forms of Intellectual Property and Methods

of Valuation. Valuation of Fixed Assets. Valuation of Inventories. Valuation of

Investments. Valuation of Shares. Valuation of Goodwill, Patents and

Copyrights. Valuation of Liabilities.

7


REFERENCE BOOKS

Krishna Palepu and Paul M Healy, Business Analysis and Valuation, 5/e Cengage

Publication, 2012.

Sue Wright, Philip Lee, Krishna G Palepu, Michale Bardbury, Paul M Healy, Business

Analysis and Valuation Financial Statements, Texts and Cases, 2/e, Asia Pacific Edition by

Cengage Learning Australia.

*****



181


MMC FM614 Paper IX

INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Investment Analysis and Portfolio Management concerns itself with investment in financial assets with

specific attention to the returns and risk associated with investments. The subject is aimed at providing

insight to the various analytical techniques used in evaluation of the various investment opportunities.

The course also provides of extension of these concepts to the portfolio management.

Course Outcomes


CO.1 Explain2 the Investment avenues with the detailed knowledge of risk and return.

CO.2 Analyze4 securities with the technique of fundamental analysis.

CO.3 Analyze4 capital structure of Business organisation.

CO.4 Analyze4 and take hold of all aspect that is related to the trading in capital market through

various tools and techniques.

CO.5 Determine5 asset prices with the help of various theories of market efficiency.

CO.6 Analyze4 and Management of investment portfolio.

CONTENT


I Investment – Basics of Investment – Investment, Speculation and Gambling –

Investment Categories – Investment avenues – Non-marketable Financial Assets –

Money Market Instruments – Bond/Debentures – Equity Shares – Schemes of LIC –

Mutual Funds – Financial Derivatives – Real Assets – Real Estate – Art – antiques

and others.

7



182

II Fundamental Security Analysis– Economic Analysis – Significance and

Interpretation of the Economic Indicators – Industry Analysis – Industry Growth

Cycle – Company analysis – Marketing – Accounting policies – Profitability –

Dividend Policy.

7

III Capital Structure – Financial Analysis – Operating Efficiency of Management –

Changes in the Financing Patterns of Indian Companies, Debt-Equity Ratio for Indian

Companies.

7

IV Technical Analysis – Technical Tools – The Dow Theory – Primary Trend – The

secondary Trend – Minor Trends – Support and Resistance Level – Indicators – Odd

Lot Trading – Moving Average – Rate of Change – Charts – Technical indicators –

Charting Techniques.

7

V Efficient Market Theory – Basic Concepts – Random-Walk Theory – Weak Form of

EMH – Semi-strong Form – Strong Form – The Essence of the Theory – Market

Inefficiencies.

7

VI Portfolio Analysis – Portfolio and Single asset Returns and Risk –Mean Variance

Criterion – covariance – Portfolio Markowitz Model – simple Diversification – Risk

and Return with Different correlation – Sharpe’s Optimal Portfolio – Construction of

the Optimal Portfolio – Optimum Portfolio with short sales.

7


REFERENCE BOOKS

Avadhani, Securities Analysis and Portfolio Management, 9/e, Himalaya Publishing House, 2008

Bhalla V K, Investment Management: Security Analysis and Portfolio Management, S Chand,

New Delhi, 2009.

Chandra P, Investment Analysis and Portfolio Management, 3/e, Tata Mcgraw Hill Publication.

Fischer, De and Jordan, Rj, Securities Analysis and Portfolio Management, 6/e, Pearson

Education.

Gnanasekaran, E, Securities Analysis and Portfolio Management, 1/e, Lakshmi Publications,

2009.

Prasanna Chandra, Portfolio Management, Tata Mcgraw Hill, New Delhi, 2008

Punithavathy Pandian, Security Analysis and Portfolio Management, Vikas Publications Pvt. Ltd,

New Delhi. 2001.

*****



183


MMC FM616 Paper X

MANAGEMENT OF RURAL FINANCE AND MICRO CREDIT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course introduces the students to a wide range of micro-credit and microfinance concepts, strategies

and practices, in rural and urban contexts. Microfinance has emerged as an important mechanism in

increasing rural wealth. Micro financing involves the provision of financial services such as saving, loans

and insurance to poor people who are unable to obtain such services from the formal banking system.

Rural finance refers to financial services used in rural areas by people of all income levels. The course is

taught through a mix of case discussion and lectures.

Course Outcomes


CO.1 Explain2 the entire Rural Financial System in India with the detailed knowledge problems and

prospects.

CO.2 Explain2 the problems and prospects of Agriculture credit

CO.3 Analyze4 the role of Government Institutions towards facilitating Rural Credit through

collection of survey data

CO.4 Analyze4 the role of Micro Finance in rural entrepreneurship development.

CO.5 Recognise1 role of micro finance institutions in India.

CO.6 Analyze4 the role of Government machineries in rural entrepreneurship development.

CONTENT


I Management of Rural Financing: Rural Credit System, Role of Rural Credit in

Rural Development. Evolution and Growth of Rural Credit System in India.

7



184

II Agricultural Credit: Agricultural Credit Review Committee, Report of different

Committees and Commissions, Problems and Prospects., Rural Credit to Non-farm

Sector, Credit for small and marginal entrepreneurs.

7

III Role of Government in facilitating Rural Credit: Role of Government

Institutions towards facilitating Rural Credit. Role of Non- Government/ Semi

Government / Quasi- Government Institutions. Growth and Present trend of Rural

Financing towards Small scale and Cottage Industries. Survey of Small scale and

Cottage Industries and report writing.

7

IV Micro Finance and Micro Credit: Concept of Micro Finance/ Micro-Credit,

Evolution and Growth. Microfinance Delivery Methodologies; Micro- Finance and

Social Security, Micro-Finance and Livelihood approach.

7

V Models of Micro-Finance: Different models of Micro-Finance (NABARD,

Grameen Bank, BRAC, BASIX, and BANDHAN etc.); Strategic Issues in

Microfinance; Success Stories, Problems and Prospects of Micro Financing in Rural

India.

7

VI Micro- Finance and Entrepreneurial Development: Concept of Micro- Finance;

Rural Women, Self- Help Groups. Role of Institutions in Entrepreneurial

Development. Government Subsidies and facilities for Rural Entrepreneurial

Development. Emerging Global Microfinance practices.

7


REFERENCE BOOKS

Jain, Dhiraj, Sharma, Adya, Marketing Techniques for Financial Inclusion and Development,

IGI Global, 2018

M. Uptonand B. O. Anlloio, “Farming as a Business” Oxford University Press. New York.

Meenu Jain, Rural Development Programmes in India, Deep & Deep Publications, 2011.

S. D. Chamola and Bharati Anirudh, Agriculture and Rural Development in India, Global Vision

Publishing House.

S. K. Misra, V. K. Puri, Indian Economy, Himalaya publishing House Mumbai.

S.S. Achary, Agricultural Marketing in India, 4/E, Oxford and IBH Publishing, 2004.

Tanuj Kumar Bisoyi, Rural Credit, Regional Rural Banks and Micro-Finance, Abhijeet

Publications, 2010.

*****



185


MMC FM618 Paper XI

CONTEMPORARY ISSUE IN TAXATION-II (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course introduces through the basic concepts of GST, principles and provisions of GST and

procedural part of GST. Goods and Services Tax (GST), which is the biggest tax reform in India. The

introduction of Goods and Services Tax (GST) would be a very significant step in the field of indirect tax

reforms in India. By amalgamating a large number of Central and State taxes into a single tax, it would

mitigate cascading or double taxation in a major way and pave the way for a common national market.

Course Outcomes


CO.1 Outline1 basic concepts related to GST.

CO.2 Understand2 latest amendments made in connection with indirect taxation.

CO.3 Apply3 principles and provisions of GST.

CO.4 Illustrate4 Procedural Part of GST.

CONTENT


I Overview of Goods and Service Tax (GST): Direct and Indirect tax structure in

India; Introduction, Overview and Evolution of Goods and Service Tax (GST), -

Key Concepts, Phases of GST, GST Council, Taxes under GST, Implementation of

GST in India.

7

II Threshold for Registration, Regular Tax Payer, Composition Tax Payer, Casual

Taxable Person, Non-Resident Taxable Person, Unique Identification Number,

Registration Number Format.

7

III

Export and Import: Supply, Place of Supply, Interstate Supply, Export of Service,

Export of Goods, Import of Service, Import of Goods, Valuation of Supply

(Numerical on valuation and calculation of tax) Input tax credit process, Negative

List for Input tax credit, Input Tax Credit Utilization and Input Tax Credit Reversal.

7



186

IV Types of GST returns and their due dates, late filing, late fee and interest.

Definitions of certain terms relating to the custom act, custom tariff act, Levy and

types of custom duties, Indirect taxation applicable to few commodities levied by

either Central or State Government.

7


REFERENCE BOOKS

Anjali Agarwal, Goods and Services Tax (GST): Impact on the Indian Economy, New Century

Publications, 2017.

B. Viswanathan, Goods and Services Tax (GST) in India, New Century Publications, 2016.

Dr. Girish Ahuja and Dr. Ravi Gupta, Systematic Approach to Taxation.

V. S. Datey, Indirect Taxes, Taxman Publication M Vat Subramanian Snow White Publication.

V. Balachandran, S. Thothadri, Taxation Law and Practice, Volume 1, PHI Learning Pvt. Ltd.,

2012.

Vishal Sharma, Natasha, An Insight: A Complete Guide to GST, Notion Press, Incorporated, 2018.

*****



187


MMC FM620 Paper XII

FINANCIAL DECISION MAKING-II (Program Elective, School of Management) | (Ver 1.1)

L. T. P. Credits

Evaluation Scheme for (Pr)

Component Exam WT% Min Passing

%

- - 4 2 Pr (100) FEP 100 40%

Course Description:

This course provides students with the key knowledge and skills required for financial management

linking together financial decision making concepts with day-to-day management decisions. The course

adopts a practical approach using hands on practices.

Course Outcomes


CO.1 Explain1how organizations make value optimizing financial decisions, with the help of capital

budgeting.

CO.2 Exibit1 a clear conceptual understanding of the fundamental relevant to financial decision

making through capital structure.

CO.3 Critically analyse2 and evaluate

3 various investment opportunities and risk in investments.

CO.4 Apply4 financial analysis skills in the facilitation of strategic decision making through merger

and acquisition.

CONTENT


I Capital Budgeting 7

Practical Study of actual capital budgeting in an company.

II Capital Structure 7

Practical Study of investment structure of an company.

III Investment Opportunities And Risk 7

Practical Sensitivity analysis, Scenario analysis, Simulations, Expected net present

value, Event tree diagrams , Risk -adjusted discount rate.



188

IV Mergers and Acquisitions: The economic rationale for mergers and

acquisitions; Evaluation of the different forms of purchase consideration,

including: Cash, Shares, Loan capital

7

Practical Study report on Merger & acquisition case of any company.

REFERENCE BOOKS

Kulkarni, P. V. and Satyaprasad, B. G. (2011), Financial Management, Himalaya

Publishing House, Mumbai.

Rustagi, R. P. (2016), Fundamentals of Financial Management, Taxman Publication.

*****



189

SPECIALIZATION ELECTIVE III: HUMAN RESOURCE MANAGEMENT(HR)


MMC HR610 Paper VII

PERFORMANCE MANAGEMENT SYSTEMS (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course examines the importance of an effective performance management system in helping

organizations define and achieve short and long term goals. It explains and reinforces the concept that

performance management is not a one-time supervisory event, but an ongoing process of planning,

facilitating, assessing, and improving individual and organizational performance.

Course Outcomes


CO.1 Administer3 a working knowledge of performance management systems.

CO.2 Recognize1 the impact of rewards on attraction, retention and performance management

CO.3 Assess6 how increased employee involvement can contribute to effective performance and

coach employees to identify career paths and resources available to support individual

development.

CO.4 Understand2 appropriate terminologies and practices regarding performance management.

CO.5 Apply3 effective techniques for conducting an effective performance appraisal and ways to

coach members of management.

CO.6 Creating6 the analytical skills for solving the problems arising due to performance appraisal.

CONTENT


I Performance Management: Concept, Purpose, Dimensions and Challenges of

Performance Management, Theoretical Foundations of Performance Management

and its Application – Learning and Motivational theories, Goal Theory, Control

Theory, Social Cognitive Theory, Organisational Justice Theory; Overview of

Performance Management as a System.

7



190

II Measurement based Performance Management: Performance Management

Process, Performance Management Cycle; Performance Appraisal Methods-

Traditional Methods, Modern Methods; Theoretical Foundations of Measurement in

Performance Management – Measurement based Performance Strategy; Structure

and Documentation.

7

III Career Strategy: Significance – Theoretical Foundations of Career based

Performance Management – Career based Performance Management Strategy –

Team work in Performance Management – Theoretical Foundations of Team work

in Performance Management – Team based Performance Management Strategy.

7

IV Organization Culture and Ethics in Performance Management: Significance –

Theoretical Foundations of Organization Culture in Performance Management –

Culture based Performance Strategy; Ethics – An Overview, Ethics in Performance

Management, Realities of Ethics in Performance Management, Ensuring Ethics in

Performance Management.

7

V Competency Management – Significance – Theoretical Foundations of

Performance Management – Competency based Performance Management –

Leadership in Performance Management – Theoretical Foundations of Leadership

in Performance Management – Leadership based Performance Strategy.

7

VI Reward Management: Rewards in Performance Management – Theoretical

Foundations of Reward based Performance Management – Factors influencing

Reward System –Impact of Environment, Internal and External, Reward based

Performance Strategy – Non Monetary Rewards.

7


REFERENCE BOOKS

Agarwala, Tanuja, “Strategic Human Resource Management”, Oxford University Press, New

Delhi,

Dreher- George and Thomas Dougherty, “Human Resource Strategy”, Tata McGraw Hill,

Greer, Charles, “Strategic Human Resource Management”, Pearson Education,

Mello- Jeffrey A.,“Strategic Human Resource Management”, Thomson Learning Inc,

Srinivas R.Kandula, Performance Management, Prentice Hall India

*****



191


MMC HR612 Paper VIII

EMPLOYEE WELFARE LAWS (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Employee welfare involves watching out for the good of all employees. Employers should seek several

different objectives in promoting employee welfare. This course introduces the principle laws and

regulations affecting public and private organizations and their employees or prospective employees.

Topics include fair employment practices, affirmative action, and employee rights and protections. Upon

completion, students should be able to evaluate organization policy for compliance and assure that

decisions are not contrary to law.

Course Outcomes


CO.1 Express2

an appreciation of the industrial, economic and social contexts in which labour is

regulated.

CO.2 Demonstrate3 an understanding of the significance and content of the contract of employment

and its relationship to industrial awards and workplace agreements

CO.3 Explain2 the role of law in regulating industrial conflict

CO.4 Understand2 the various rights available to the workmen under the legislations.

CO.5 Understand2 the various benefits available to the workmen under the legislations.

CO.6 Demonstrate3 the skills required in applying legal rules and principles to factual situations in

problem solving exercises.

CONTENT


I Overview of Labour Laws: Meaning, Definition, Scope, Objective and Theories

of Labour Welfare; Evolution of Labour Welfare in India; Labour Welfare

Facilities; Agencies of Labour Welfare in India; Labour Welfare Officer: Role and

Functions.

7



192

II International Labour Organization (ILO): Indian Constitution and Labour

Legislations; Globalisation and Labour Markets in India, Impact of Labour

Migration, Changing Scenario of Labour Laws; International Labour Organization

(ILO) - Aims and Objectives and Impact on Labour Welfare..

7

III Different Acts: Rights of employers and Rights of Employees; Definition, Scope,

Important provisions and Case laws related to Factories Act, 1948; The Trade

Unions Act, 1926 -The Payment of Wages Act, 1936 - The Minimum Wages Act,

1948.

7

IV Different Acts: Definition, Scope, Important provisions and Case laws related to

The Industrial Disputes Act, 1947- The Workmen’s Compensation Act, 1923.

7

V Different Acts: Definition, Scope, Important provisions and Case laws related to

The Payment of Gratuity Act, 1972 -The Payment of Bonus Act, 1965-The

Employee’s Provident Fund and Misc. Act, 1952 -The Employees State Insurance

Act, 1948.

7

VI Different Acts: Definition, Scope, Important provisions and Case laws related to

The Industrial Employment (Standing Orders) Act, 1946-The Apprentices Act,

1961-The Equal Remuneration Act, 1976- The Maternity Benefit Act, 1961; Beedi

and Cigar workers Act, 1966.

7


REFERENCE BOOKS

Kapoor N. D , Elements of Mercantile Law, Sultan Chand, 2008.

Memoria, Memoria and Gankar, Dynamics of Industrial Relations, (2008),Himalaya

Publishing House.

Padhi P.K., Industrial Laws, PHI, 2008.

S.C.Srivastava (2009), Industrial Relations and Labour Laws, Vikas Publications.

Sinha D. R. N., Indu Balasinha and Semma Priyadarshini Shekar, Industrial Relation, Trade

Unions and Labour Legislation, 2004.

*****



193


MMC HR614 Paper IX

STRATEGIC HRM (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Strategic Human Resource Management (SHRM) is a capstone course in HRM. This course explores the

relationship between the management of people and pursuit of an organisations strategic goals and

objectives. It provides the opportunity for students to consider the issues involved in the practice of

human resource management (HRM) in the context of the changing world of work.

Course Outcomes


CO.1 Understand2 the Conceptual Framework of Strategic HRM

CO.2 Identify1 the linkages between HRM functions and operations and organisational strategies,

structures and culture

CO.3 Identify1 the linkages between HRM functions and operations and organisational strategies,

structures and culture

CO.4 Demonstrate3 awareness of the different contexts that impact on the operation of HRM.

CO.5 Evaluate4 the HR System.

CO.6 Analyze4 Strategic options and HR decisions in detail.

CONTENT


I Conceptual Framework of Strategic HRM: Conceptual Framework of Strategic

HRM, Models of Strategic HRM, Development and Delivery of HR Strategies,

Challenges in Strategic Human Resource Management, Strategic HRM for

Competitive Advantage.

7

II Components of Strategic HRM: Organizational HR Strategies, Functional HR

Strategies; Improving Business Performance through Strategic HRM. Investment

perspectives of HR- investment Consideration, investments in Training and

7



194

Development, Investment Practices for Improved Retention, Investments Job

Secure Work Courses, Non-traditional Investment Approaches.

III Strategic Knowledge Management: Knowledge Management Concept,

Knowledge Sharing as a Core Competency, HR Dimension to Knowledge

Management; Strategic Organizational Renewal- Managing Change and OD,

Instituting TQM Programmes, Creating Team based Organisations, Flexible Work

Arrangement.

7

IV HR Systems: Recruitment and Retention Strategies, Training and Development

Strategies, Performance Management Strategies, Reward and Compensation

Strategies.

7

V Strategic Options and HR Decisions: Globally Competent Managers -

Downsizing and Restructuring - Domestic and International Labour Market -

Mergers and Acquisitions - Outsourcing and Off Shoring - Multinational, Global,

and Transnational Strategies, Strategic Alliances.

7

VI Strategic Responses of Organizations to Changing Environment – Portfolio

Process and Structure related Strategic Responses. HR and the Internationalization

of Business, Improving International Assignments through Selections, Training and

Maintaining International Employees, Developing international Staff and

Multinational Teams.

7


REFERENCE BOOKS

Agarwala, T., Strategic Human Resource Management, Oxford University Press, New Delhi,

2007.

Dhar, Rajib Lochan. (). Strategic Human Resource Management 1/e, Excel Books, New Delhi,

2008.

Jeffrey A Mello, Strategic Human Resource Management, Cengage Learning, Southwestern,

2007.

Regis, Richard., Strategic Human Resource Management and Development 1/e, Excel Books,

New Delhi , 2008.

*****



195


MMC HR616 Paper X

EMPLOYEE EMPOWERMENT AND ENGAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course explores the cognitive, affective and behavioural dimensions of employee engagement and

their role in delivering superior organisational performance. The sense of ownership leads employees to

be innovative, customer service oriented, problem solvers who take pride in their work. Empowering

employees shows that they are trusted. Employees who feel valued and trusted tend to be more engaged.

Organizations need managers and leaders who use coaching skills to empower employees to achieve

organizational goals. This course will help focus on employee engagement and empowerment practices.

Course Outcomes


CO.1 Explain2 the concepts of Empowerment.

CO.2 Explain2 the concepts of Engagement.

CO.3 Recognize1 job design as a motivator of engagement and understand how to use it to increase

engagement

CO.4 Identify2 job-related factors that influence levels of engagement for different individuals

CO.5 Understanding 2the steps involved in employee empowerment.

CO.6 Develop6 the knowledge

CONTENT


I Introduction to Employee Empowerment-Concept- Employee Empowerment-

Basic issues and concerns - Best practices-Legal framework Employee

empowerment- creating a vision and support building- Balancing Autonomy and

Dependence; Role of Unions and their involvement- High Involvement management

practices.

7

II Elements and Process of Employee Empowerment: Power, Information, Reward

and Knowledge (PIRK) –Process of Employee Empowerment –Benefits of Employee

7



196

empowerment - Levels of Employee Involvement: Enabling, Involving and

Encouraging - Principles of Employee Empowerment- Recent Trends in

Empowerment.

III Employee Engagement: Meaning -Types of Employee-Components of Engagement

- Drivers of Engagement; Levels of Engagement- Building Engagement; Conceptual

issues of Engagement.

7

IV Engagement Culture- Engagement Survey- Best Practices-Legal Aspects-

Engagement Equation, Role of Top Managers in Employee Engagement -Leadership

Strategies-Workplace frustration and strategies to put an end to it.

7

V Employee Engagement Framework: Engagement: People, Reward, Company

practices, Work, quality of life, Opportunities–Consequences of engagement –

Employee Engagement using Social Media-Recent Trends in Engagement.

7

VI Employee Engagement and Empowerment: Basic Issues and concern-Best

Practices -Key Improving Performance -Impact on Organisation Performance-

Engagement Strategies –Drivers of Employee Engagement - Evaluation of

Empowerment and Engagement - Critical Issues in Evaluation of Employee

empowerment and engagement and its difference with other evaluation approaches.

7


REFERENCE BOOKS

C. Argyris, On Organisational Learning, Blackwell.

DBM Fetterman, Foundation of Empowerment Evaluation, Sage

E E Lawler III, The Ultimate Advantage: Creating High Involvement Organisation, Jossey

Boss.

J B Mondros and S M Wilson, Organising for Power and Empowerment, Columbia University

Press.

Jim Haudan, The Art of Engagement: Bridging the Gap Between People and Possibilities.

Kenneth L. Murrell, Mimi Meredith, Empowering Employees, McGraw Hill Professional,

2000.

William H. Macey, Benjamin Schneide), Karen M. Barbera, Scott A. Young, Employee

Engagement: Tools for Analysis, Practice, and Competitive Advantage, Wiley-Blackwell.

*****



197


MMC HR618 Paper XI

INTERNATIONAL HRM (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30 40%

ESE 50

Course Description:

This course introduces students to the field of international human resource management. This course

provides an understanding of the role of human resource management (HRM) in international contexts.

This course focuses on the HR challenges which affect or influence the success of the entire enterprise,

challenges that are often far beyond the scope of the traditional "personnel" function. Topics include

strategic and functional HRM in international contexts, and comparative international contexts.

Course Outcomes


CO.1 Develop3 a diagnostic and conceptual understanding of HRM in a broader, comparative and

international perspective

CO.2 Identify1 the strategic and functional roles of HRM in various international contexts, especially

in areas such as recruitment and selection, performance management, training, learning and

development, career management, compensation, motivation and repatriation.

CO.3 Develop3competency in dealing with cross cultural situations.

CO.4 Identify1 issues, opportunities and challenges pertaining to international HRM.

CONTENT

UNITS DESCRIPTION HOURS

I Nature of International Human Resource Management: Concept, Importance,

Models of International HRM; Approaches to IHRM. Differences between Domestic

HRM and IHRM; Variables that Moderate Differences between Domestic and

International HRM, Economic Development and the HRM; Challenges of

International HR Managers; Recent Global HR Practices.

7



198

II International Human Resource Planning: Recruitment, Selection, Executive

Nationality Staffing Policies, Global Pressures on Domestic Recruitment, Issues in

Staff Selection Expatriate Selection, Selection Criteria, Use of Selection Tests,

Selecting TCNs and HCNs.

7

III Training and Development of International staff and Multinational teams,

Cross-cultural training –Recent trends; Performance Management-Factors and

appraisal criteria used for international employees; Compensation - Objectives of

International Compensation, Key Components of a Potential Compensation

Program, Approaches to International Compensation.

7

IV Global Employment Relations: Global Employment Relations and Employment

Laws, Comparative patterns of employee relations structures; Expatriate Failure-

Causes of failure, Repatriation - Repatriation process; Labor relations – Key issues

in international relations – strategic choices before firms - strategic choices before

unions - union tactics – Recent trends.

7


REFERENCE BOOKS

Dowling, International Human Resource Management, 2010.

Indrani Mutsuddi, Managing Human Resources in the Global Context, New Edge

International publishers, latest edition, 2015.

Nilanjan Sengupta, International HRM, Excel Books India, 2007.

P. Subbarao, International Human Resource Management, HPH, latest edition, 2014.

Terence Jackson, International HRM: A Cross-Cultural Approach, SAGE, 2002.

Tony Edwards, Chris rees, International Human Resource Management, Pearson, latest

edition, 2009.

*****



199


MMC HR620 Paper XII




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:

The purpose of this mini-project is to become familiar with best practices used in HR and to learn to

apply these practices to HR related decision-making. The course is based on an individual/team research

work including literature studies according to the study plan. An individual/team study plan will be

written by the student(s) under the supervision of course instructor/supervisor which serves as a project

description.

Course Outcome(s)




DESCRIPTION





etc.
















200

















students.

*****



201

SPECIALIZATION ELECTIVE IV: INTERNATIONAL BUSINESS (IB)


MMC IB610 Paper VII

INTERNATIONAL ECONOMICS (Program Elective, School of Management) | (Ver 1.1)

L. T. P. Credits


Component Exam WT

(%)

Min. Passing %

3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course is to introduce students to both classical and modern theories of international trade in goods

and services, as well as empirical research on trade. This course provides an analysis of the economic

relationships between countries, covering both trade and monetary issues.

Course Outcome(s)


CO.1 Describe1 International markets trade concepts.

CO.2 Explain2 different terms associated with gains from trade.

CO.3 Discuss2 theorems of production and trade and distinguish

2 various industrial organization

CO.4 Explain2 economic integration concepts and analyze

4 international labor and capital scenario

CO.5 Understant2 foreign exchange market and related concepts.

CO.6 Recognize2 International financial market and Open economy.

CONTENT


I Introduction to Market and trade: International markets, Excess supply and

demand, balance of trade, comparative advantage and specialization; Trade with

constant cost-constant opportunity cost of production, specialization and gains from

trade, extension of constant cost trade theory.

7

II Gains from Trade: Production possibilities and real income, Specialization and

gains from trade, Growth and trade, Industrial trade policy; Protection – tariffs -

Taxes on imports, Quotas and nontariff barriers, Protection and production; Terms

7



202

of trade – Offer curves, Tariffs and terms, Tariff games.

III Production and Industrial Organization: Factor proportion production – specific

factors, production with factors and goods, theorems of production and trade;

Industrial organization – price searching firms, intra-industry trades, oligopolies.

7

IV International Labor and Capital: International migration, international

investment, migration, foreign investment and income redistribution; Economic

Integration – Steps of economic integration, Multination firms, International

externalities and political economy.

7

V International Macroeconomics-I: Balance of payment – elasticities and the trade

balance, current and capital accounts, international deficits and surpluses,

international fiscal and monetary policy.

7

VI International Macroeconomics-II: International financial markets - International

credit market, foreign exchange and finance, International Money; Open economy

– Open macro economy, inflation, exchange rate and macro policy.

7


REFERENCE BOOKS

D.N. Dwivedi, International Economics: Theory and Policy, Vikas Publishing House.

Farrokh Langdana, Peter T. Murphy, International Trade and Global Macro-policy, Springer

Science and Business Media, 2013.

Henry Thompso, International Economics: Global Markets and Competition, 2/e, World

Scientific Publishing Company, 2006.

O. S. Shrivastava, International Economics, Concept Publishing Company, 2012.

Paul Krugman, Maurice Obstfeld, International Economics Theory and Policy, 6/E Pearson

Education

Paul R. Krugman and Maurice Obstfeld, International Economics: Theory and Policy, Addison

Wesley, 2004.

*****



203


MMC IB612

Elective Paper VIII

FOREX MANAGEMENT AND CURRENCY

DERIVATIVES


L. T. P. Credits


Component Exam WT

(%)

Min. Passing %

3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed to familiarize students with international financial transactions and Operational

aspects of foreign exchange markets. It focuses on forex market participants, exchange rates

determination, international arbitrage, foreign exchange risks and its management and currency

derivatives. It enables students to understand the crux of forex management and currency derivatives.

Course Outcome(s)


CO.1 Familiarize1 with concepts of Foreign Exchange Market.

CO.2 Explain2 concepts of International Monetary System.

CO.3 Recognize2 various Foreign Exchange Transactions

CO.4 Discuss2 concepts ready and forward exchange rates.

CO.5 Explain2 concepts and terms related to derivative based on currency exchange rates.

CO.6 Prepare3 forecasting of exchange rate.

CONTENT


I FOREX: The Foreign Exchange Market - Organisation – Meaning, FOREX hours,

regulations, Distinctive features - major participants basics of FOREX margin; Spot

Vs Forward Markets – Bid and Ask rates –Interbank Quotations – International

Market Quotations – Cross Rates – Merchant Rates – FEDAI Regulations – Role of

RBI.

7



204

II International Monetary System: Exchange Rates - Exchange Rate Systems –

Commodity Standard – Gold Standard – Bretton Woods – Fixed Vs Floating

Exchange Rate Systems – Exchange Rate Regime - Determinants of Exchange

Rates – Exchange Controls.

7

III Foreign Exchange Transactions: Purchase and Sale transactions – Spot Vs

Forward transactions – Forward Margins – Interbank Deals – Cover deals –

Trading – Swap deals – Arbitrage Operations – Factors determining Forward

margins – Different types of Foreign exchange exposures.

7

IV Ready and Forward Exchange Rates – Principle types of Ready Merchant rates –

Ready rates based on cross rates – Forward exchange contracts – Execution of

Forward contracts – cancellation and Extensions - Dealing position – Exchange

position – Cash position.

7

V Currency Derivatives: Currency Forwards – Currency Futures – Currency Options

–foreign currency option; Exchange traded transactions – Financial Swaps –

Forward Rate agreements – Interest Rate Options – Currency fundamental analysis.

7

VI Forecasting exchange rate: Introduction, Need for exchange rate forecasting,

Techniques of forecasting, forecast in control rate regime.

7

Case Studies/Group Exercise on above applicable topics.

REFERENCE BOOKS

Alan C Shapiro, Multinational Financial Management, Prentice Hall, New Delhi

C Jeevanandam, Foreign Exchange: Practice, Concepts, Sultan Chand and Sons, New Delhi.

Carley Garne, Currency Trading in the Forex and Futures Markets, Pearson Education Inc. FT

Press, 2012.

Ian H Giddy, Global Financial Markets, Aitbs Publishers and Distributors, New Delhi

Vijayabhaskar P and Mahapatra B., Derivatives Simplified, Response Books, Sage

Publications, New Delhi.

Vyuptakesh Sharan, International Financial Management, 6/e, PHI Learning Pvt. Ltd. New

Delhi, 2012.

*****



205


MMC IB614 Elective Paper IX

INTERNATIONAL MARKETING MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

The course considers the basic concepts of international marketing, the various activities necessary for

international marketing planning, the beginning of international marketing activities to be conducted by

a domestic firm, and relevant issues on strategy and marketing management relevant to expanded global

operations.

Course Outcome(s)


CO.1 Discuss3 concepts of international marketing management and analyze

4 and interpret

5

marketing challenge and opportunities.

CO.2 Demonstrate3 decision making capabilities in marketing.

CO.3 Explain2 international pricing policy.

CO.4 Recognize2 different distribution channels and select

2 appropriate distribution channel for

international market.

CO.5 Distinguish2 various promotional elements and choose

5 applicable promotion strategies by

recognizing international market(s).

CO.6 Discover3 and select

5 marketing strategies in line of ethical and legal consideration of target

market(s).

CONTENT


I Introduction to International Marketing: Introduction, Benefits, Scope of

International Marketing, International Marketing vs. Domestic Marketing, Principles

of International Marketing, Customer value and the value equation, Competitive or

differential advantage, Management Orientations, MNCs and TNCs, Different

Market Entry Modes and Market Entry Strategies.

7



206

II International Product Policy and Planning: Introduction, Products: National and

International, the new Product Development, International Product Planning, Product

Adoption and Standardization, International Market Segmentation, Influences on

Marketing Plan and Budget, International Product Marketing, Marketing of

Services.

7

III International Pricing Policy: Introduction, Price and Non-Price Factors, Methods

of Pricing, International Pricing Strategies, Dumping and Price Distortion, Counter

Trade.

7

IV International Distribution and Logistics Planning: Introduction, International

Logistics Planning, Distribution – Definition and Importance, Direct and Indirect

Channels, factors Involved in Distribution Systems, Modes of Transportation,

International Packaging.

7

V International Promotional Strategies: Introduction, Communications Process,

principles of communication, Status of Promotion, Promotion Appeals, Media

Selection, Personal Selling, Public Relations and Publicity, Sales Promotion,

advertising, e-marketing, digital marketing.

7

VI Legal and Ethical Issues in International Marketing: Introduction, Nature of

International Business Disputes and Proposed Action, Legal Concepts Relating to

International Business, International Dispute Settlement Machinery, ethical

Consideration in International Marketing and Marketing Communications.

7


REFERENCE BOOKS

Philip Kotler, Marketing Management- The South Asian Perspective, Pearson, 2010.

Ramasamy, Namakumari, Marketing Management, McMillan Publishers, 2010.

Saxena, Marketing Management, Tata McGraw-Hill.

Svend Hollensen, Global Marketing: A Decision-Oriented Approach- 3/e, Pearson Education,

2010.

Warren J. Keegan, Global Marketing Management’ Pearson Education, 2010.

*****



207


MMC IB616 Elective Paper X

LEGAL DIMENSIONS OF INTERNATIONAL BUSINESS (Program Elective, School of Management) | (Ver 1.1)

L. T. P. Credits


Component Exam WT

(%)

Min. Passing %

3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course is designed to equip students with international business law concepts, i.e. legal issues

arising out among businesses in the cross-border context. This course introduces students to the legal

aspects of doing business abroad. Topics include: the different legal systems; tax and regulation of trade;

the enforceability of contracts; and judgements and dispute management across borders..

Course Outcome(s)


CO.1 Discuss2 various laws and crimes in international context and summarize

2 ethics and various

code of conduct at international level.

CO.2 Explain2

Law of sales. Support5 legal norms related to international sale of good or contracts for

sale of goods.

CO.3 Recognize2 role and regulations of WTO in context of international trade.

CO.4 Explain5 different legal framework related to international business and recognize

2 appropriate

practices in consideration of Labour and employment discrimination law.

CO.5 Distinguish2 legal transaction procedures in case of international business and interpret

5 tax laws

applicable to international trade.

CO.6 Interpret3 Indian business laws and trade policy / legal obligation related to international trade

and foreign investment(s).

CONTENT


I Legal Framework of International Business: International Law and Crimes,

Court of Justice; Ethics and Code of Conduct- IB and Human Rights, International

Labour Organisation (ILO), United Nations Global Compact, CERES Principles,

Corporate Code of Conduct, OECD Code of Conduct. Regulation of U.S. Trade;

7



208

Islamic Law; Environmental Law.

II International Sale of Goods: Contracts for International Sales of Goods (CISG) –

Introduction, Formation and performance of contracts for sales of Goods, Law of

sales; Applicability of CISG; validity of International Sales contract; Payments

terms; Remedies for breach of contract; Excuses for non-performance;

Documentary Sales and terms of trade-transaction risk, documentary sale, shipping

responsibility and risk of loss.

7

III Regulatory Framework of World Trade Organisation (WTO): Trade regulation,

GATT and the Goods Council, WTO law and major principles; Laws governing

access to foreign markets-least restrictive trade, trade related agreement and

technical barriers. Regional groupings, subsidies, technical standards, anti-dumping

duties and other non-tariff barriers, custom valuation and dispute settlement;

Implications of WTO to important sectors – GATS, TRIPs and TRIMs.

7

IV Legal Framework Relating to International Licensing; Franchising; Join Ventures,

Patents and trademarks; Technology transfer, Telecommunications. Electronic

Commerce – Intellectual Property Rights (IPRs); Labour and employment

discrimination law.

7

V Regulatory Framework and Taxation : Electronic Commerce – Cross Border

Transactions – On-line Financial Transfers – Legal Safeguards – International

Business Taxation – Tax Laws – Multilateral and Bi-lateral treaties – Sharing of

Tax revenues.

7

VI Business Laws and trade policy in India: FEMA; Indian trade policy; Taxation of

foreign income; Foreign investments-FDI; Indian contract law; Setting up offices

and branches abroad; Restrictions on trade in endangered species and other

commodities.

7


REFERENCE BOOKS

Kapoor ND: Commercial Law; Sultan Chand and Co., New Delhi.

Lew, Julton D.M and Clive Stand brook (eds), International Trade Law and Practice,

Euromoney Publications, London.

Motiwal OP, Awasthi HIC: International Trade – the law and practice; Bhowmik and

Company, New Delhi.

Richard Schaffer, Filiberto Agusti, Lucien J. Dhooge, International Business Law and Its

Environment, Cengage Learning Inc., 10/e, 2017.

Schmothoff C.R: Export Trade – The Law and Practice of International Trade.

*****



209


MMC IB618 Elective Paper XI

EXPORT - IMPORT DOCUMENTATION AND PROCEDURES (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This is designed not only for the beginners but also for those who are currently engaged in the activities

of import and export but are not too familiar with their documentation and procedures. Trade procedures

and documentation formalities are a critical part of International Business Management. Every exporter

and importer should be aware of these import and export procedure(s) and documentation. This course

aims to help the participants understand the interpretation of shipping terms, learn the flow of letters of

credit from opening to final negotiation, understand various the types of shipping documents used in

international trade and appreciate the use of various trade declarations.

Course Outcome(s)


CO.1 Discuss2 significance of procedures and documentation in international trade.

CO.2 Recognize2 export-import procedures.

CO.3 Discuss2 methods of payment in international trade and role of EXIM bank and ECGC in

India.

CO.4 Explain2 major laws governing India’s export import trade.

CONTENT


I Introduction of Export Import: Significance Of Procedures And Documentation In

International Trade; Procedures And Documentation As Trade Barriers; WTO

Provisions; Aligned Documentation System (ADS); official machinery for trade

procedures and documentation; ITC(HS) classification System ;Role of ICC;

INCOTERMS; nature of export/trading houses.

7



210

II Customs Clearance and Central Excise: Excise Duty – Definition, Rationale

Types Of Duties; Export Order Processing; Export Contract; Export Price

Quotations; Shipping And Custom Clearance Of Export And Import Cargo; Central

Excise Clearance; Main Export And Import Documents; Role Of Forwarding

Agents; Cargo Insurance And Claim Procedure.

7

III Methods of Payment in International Trade; Documentary Collection Of Export

Bills; UCPDC Guidelines; Realization Of Export Proceeds – Provisions Of RBI’s

Exchange Control Manual; Pre-Shipment And Post-Shipment Finance; Role Of

EXIM Bank And ECGC In India.

7

IV Major Laws Governing India’s Export Import Trade: Foreign Trade

(Development and Regulation) Act, Pre-shipment Inspection and Quality Control

Act, 1963 and Customs Act, 1962; Foreign Exchange Management Act, 2000.

7


REFERENCE BOOKS

B. S. Rathor and J. S. Rathor, Export Marketing, HPH, 3rd Revised and Enlarged Edition,

2006.

D.C. Kapoor, Export Management, Vikas Publishing House, 2009.

Dr. Kushpat S. Jain, Export Import Procedures and Documentation, HPH, 5th Revised Edition,

Aug. 2007.

Export Markets and Foreign Trade Management by Pervin Wadia, Kanishka Publications, New

Delhi.

M. I. Mahajan, Export- Policy, Procedures and Documentation, Show white, 24th Edition, 2010

M.D. Jitendra, Export Procedures and Documentation, Rajat Publications, Delhi.

T. A. S. Balagopal, Export Management, HPH, 18/e, 2006.

*****



211


MMC IB620 Elective Paper XII

MINI PROJECT




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:

The purpose of this mini-project is to become familiar with techniques used in research and to learn to

apply these techniques to business decision-making. The course is based on an individual/team research

work including literature studies according to the study plan. An individual/team study plan will be

written by the student(s) under the supervision of course instructor/supervisor which serves as a project

description.

Course Outcome(s)




DESCRIPTION





etc.














212



















students.

*****



213

SPECIALIZATION ELECTIVE V: INFORMATION MANAGEMENT (IM)


MMC IM610 Elective Paper VII

DATA MINING AND DATA WAREHOUSING (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

Data warehousing and data mining are two major areas of exploration for knowledge discovery in

databases. This course gives an introduction to methods and theory for development of data warehouses

and data analysis using data mining. Data quality and methods and techniques for preprocessing of data.

Modeling and design of data warehouses.

Course Outcomes


CO.1 Describe1 the Data Mining Techniques and Clustering Trends In Data Mining.

CO.2 Understand2 the concept of Data Mining and Data Warehouse.

CO.3 Apply3 various tools in Data Visualization through practical.

CO.4 Analyze4 How OLAP and OLTP Works in Data warehouse.

CO.5 Evaluate5 the impact of changing scenario in Data Warehousing and Data Mining.

CO.6 Develop6 Skills for Case Study Analysis on Data Warehousing and Data Mining.

CONTENT


I Overview and Concepts: Need for data warehousing, The building blocks of a

Data warehouse Architecture and Infrastructure: Data Warehouse Architecture,

Infrastructure and Metadata Management. Principles Of Dimension Modeling:

Introduction to Dimensional Modeling.

7

II Information Access and Delivery: Matching information to classes of users,

OLAP – the need, Design of the OLAP database, OLAP operations: slice, dice,

rollup, drill-down etc. OLAP implementations. Implementation and Maintenance:

Physical design process, Aggregates and Indexing. Data Warehouse Deployment.

7



214

III Introduction of Data Mining and Concept Description: Data mining-concepts,

Data mining techniques. The KDD process. Concept Description- Class

Characterization and comparison, Attribute relevance analysis, Attribute oriented

Induction, Mining descriptive statistical measures in large databases.

7

IV Clustering: What is clustering? Types of data, Partitioning Methods (K-Means, K

Medoids) Hierarchical Methods (Agglomerative, Divisive) Association rules:

Motivation for Association Rule mining, Market Basket Analysis, Apriori

Algorithm, Advanced Association Rules-concepts.

7

REFERENCE BOOKS

Alex Berson and Stephen J Smith, Data Warehousing, Data Mining and OLAP, Tata McGraw

Hill.

Galit Shmueli, Nitin Patel, Peter Bruce, Data mining For Business Intelligence, Wiley Student

Edition.

Han, Kamber, Data Mining Concepts and Techniques, 2/e, Elsevier.

Jamie McLennan and others, Data Mining with SQL Server 2008, Wiley Indian Edition.

M Berry and G. Linoff, Mastering Data Mining, Wiley Student Edition.

Pang-Ning Tan, Vipin Kumar, Michael Steinbach, Introduction to Data Mining, 1/e Pearson

Education.

Paulraj Ponniah, Data Warehousing Fundamentals, Wiley Student edition.

Ralph Kimball, The Data Warehouse Lifecycle toolkit', 2/e, Wiley India.

Reema Theraja Data warehousing, Oxford University Press.

*****



215


MMC IM612 Elective Paper VII

DATA MINING AND DATA WAREHOUSING (Program Elective, School of Management) | (Ver 1.1)



- - 2 1 Pr (100) FEP 100 40% 40%

CONTENT


Practical(s) Study on Data Warehouse Architecture /Dimensional Modeling 3

Practical(s) Design of the OLAP database/ Aggregates and Indexing 3

Practical(s) Basics of data mining/ KDD process. 3

Practical(s) Study on mining descriptive statistical measures in large databases. 3

Practical(s) Study on Partitioning Methods / Hierarchical Methods. 3

Practical(s) Study on Market Basket Analysis/Apriori Algorithm 3

REFERENCE BOOKS

Alex Berson and Stephen J Smith, Data Warehousing, Data Mining and OLAP, Tata McGraw

Hill.

Galit Shmueli, Nitin Patel, Peter Bruce, Data mining For Business Intelligence, Wiley Student

Edition.

Han, Kamber, Data Mining Concepts and Techniques, 2/e, Elsevier.

Jamie McLennan and others, Data Mining with SQL Server 2008, Wiley Indian Edition.

M Berry and G. Linoff, Mastering Data Mining, Wiley Student Edition.

Pang-Ning Tan, Vipin Kumar, Michael Steinbach, Introduction to Data Mining, 1/e Pearson

Education.

Paulraj Ponniah, Data Warehousing Fundamentals, Wiley Student edition.

Ralph Kimball, The Data Warehouse Lifecycle toolkit', 2/e, Wiley India.

Reema Theraja Data warehousing, Oxford University Press.

*****



216


MMC IM614 Elective Paper VIII

BIG DATA, TEXT ANALYTICS AND WEB ANALYTICS (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course requires students to demonstrate mastery of data collection, processing, analysis, retrieval,

mining, visualization, and prediction. Students synthesize methods from information retrieval, statistical

data analysis, data mining, machine learning, and other big-data related fields.

Course Outcomes


CO.1 Describe1 the roles of: data-at-rest processing, data-in-motion processing, data-warehouse

processing, and contextual search

CO.2 Understand2 the importance of data governance for managing Big Data Outline the components

needed in a Big Data Platform

CO.3 Apply3 various tools for Quantifying Text-Text Mining Application. Evaluate

5 the impact of

changing scenario of Big Data and Web Analytics.

CO.4 Analyze4 How to create clusters from text data to understand customer segments. Develop

6 Silks

for Case Study Analysis on Big Data, Text Analytics and Web Analytics.

CONTENT


I Introduction to Big Data-Structuring of Big Data; Elements of Big Data-Business

Applications of Big Data.

7

II Handling Big Data Technologies-Data Mining and Text Mining. 7

III Working with Data Sources for Text Mining-Data Preparation for Text Analytics 7

IV Methods for Quantifying Text-Text Mining Application to Pattern Discovery; Text

Mining Application to Predictive Modeling.

7

REFERENCE BOOKS

Analytics, Emerging Business Intelligence and Analytic Trends for Today's Businesses, 1st

Edition, Wiley Publications

Gert H. N. Laursen, Jesper Thorlund, Business Analytics for Managers,

Michele Chambers, Michael Minelli, Ambiga Dhiraj., Big Data Big

Taking Business Intelligence beyond Reporting, Wiley Publications.

*****



217


MMC IM616 Elective Paper VIII

BIG DATA, TEXT ANALYTICS AND WEB ANALYTICS LAB (Program Elective, School of Management) | (Ver 1.1)



- - 2 1 Pr (100) FEP 100 40% 40%

CONTENT


Practical 1 Study on Structuring of Big Data. 3

Practical 2 Study on Business Applications of Big Data. 3

Practical 3 Study on Data Mining and Text Mining. 3

Practical 4 Study on Data Preparation for Text Analytics. 3

Practical 5 Study on Methods for Quantifying Text /Predictive Modeling 3

REFERENCE BOOKS

Analytics, Emerging Business Intelligence and Analytic Trends for Today's Businesses, 1st

Edition, Wiley Publications

Gert H. N. Laursen, Jesper Thorlund, Business Analytics for Managers,

Michele Chambers, Michael Minelli, Ambiga Dhiraj., Big Data Big

Taking Business Intelligence beyond Reporting, Wiley Publications.

*****



218


MMC IM618 Elective Paper IX

DECISION AND RISK ANALYTICS (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course emphasis on evaluating the impacts of uncertainty, managing its resultant risks and planning

to exploit its up-side potential. Topics to be addressed are the decision-making process, multi-objective

decision making, decision-tree analysis, decision criteria,.

Course Outcomes


CO.1 Describe1

PERT, CPM, computer simulation, decision analysis using decision trees and

quantitative value functions, and heuristic methods

CO.2 Understand2 the operations research techniques and their application to decision making

CO.3 Apply3 effectively analytical decision making tools for problem solving. Evaluate

5 the impact

of changing scenario of Decision Risk Analysis.

CO.4 Analyze4 how decisions based on analytical research. Develop

6 skills for Case Study Analysis

on Decision Risk Analysis.

CONTENT


I Predictive and Prescriptive Analytics: Introduction-Meaning, Need and

Application of predictive analytics sector-wise. (Theory Only)

7

II Networks Modeling: Multi-objective optimization-Stochastic modeling

Microsoft Excel/or any other relevant software(Theory Only)

7

III Problem Solving Techniques: PERT, (performance evaluation and review

technique)-CPM, (critical path method)-Computer simulation. Microsoft

Excel/or any other relevant software.

7

IV Decision and Risk Analysis: Decision Trees-Quantitative value function

model Microsoft Excel/or any other relevant software. Forecasting Models:

7



219

Types of forecasting models-Heuristic methods.

REFERENCE BOOKS

Cliff Ragsdale, Spreadsheet Modeling and Decision Analysis: A Practical Introduction to

Business Analytics, Cengage Learning, 2016.

Louis Anthony Cox Jr., Risk Analysis Foundations, Models, and Methods, Springer Science

and Business Media, 2012.

Sahu, Rajendra, Dash, Manoj, Kumar, Anil, Applying Predictive Analytics Within the Service

Sector, IGI Global, 2017.

Stephen Powell and Ken Baker., “The Art of Modeling with Spreadsheet.”

*****



220


MMC IM620 Elective Paper IX

DECISION AND RISK ANALYTICS LAB (Program Elective, School of Management) | (Ver 1.1)



- - 2 1 Pr (100) FEP 100 40% 40%

CONTENT


Practical 1 Study on Mathematical optimization with usage of Microsoft Excel. 3

Practical 2 Study on Stochastic modeling. 3

Practical 3 Study problems on PERT (performance evaluation and review technique) and

CPM, (critical path method).

3

Practical 4 Study on risk analysis. 3

Practical 5 Study of types of forecasting models. 3

REFERENCE BOOKS

Cliff Ragsdale, Spreadsheet Modeling and Decision Analysis: A Practical Introduction to Business

Analytics, Cengage Learning, 2016.

Louis Anthony Cox Jr., Risk Analysis Foundations, Models, and Methods, Springer Science and

Business Media, 2012.

Sahu, Rajendra, Dash, Manoj, Kumar, Anil, Applying Predictive Analytics Within the Service

Sector, IGI Global, 2017.

Stephen Powell and Ken Baker., “The Art of Modeling with Spreadsheet.”

*****



221


MMC IM621 Elective Paper X

BUSINESS ANALYTICS (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course provides an introduction to big data analytics for all business professionals, including those

with no prior analytics experience. Business analytics refers to the ways in which enterprises such as

businesses, non-profits, and governments can use data to gain insights and make better decisions. Business

analytics is applied in operations, marketing, finance, and strategic planning among other functions. It

covers topics of data discovery and collection, analysis of data and generalizing data analytics results to

wider business conclusions and decisions.

Course Outcomes


CO.1 Describe1 the role of business process management in operations improvement strategies

(TQM, BPR, Six-Sigma Campaigns, ERP)

CO.2 Understand2 the “business process perspective of operations” and its critical importance of

process management in manufacturing and service organizations in successfully executing their

competitive strategies.

CO.3 Apply3critical elements of business processes in manufacturing and service firms

CO.4 Analyze4 the impact of resource capacities and flexibility

CO.5 Evaluate5 the role of organizational culture and change management during business process

improvement

CO.6 Develop6 Skills for Case Study Analysis on Business Analytics.

CONTENT


I Introduction to Business Analytics Business Analytics: Meaning and Evolution

– Definitions – Characteristics – Types of Analytics – Emergence of Business

7



222

Analytics as a Competitive Strategy – Concept of Big Data – Characteristics

of Big data – Applications of Big data in management – Data Visualization –

Concept of Big Coin.

II Analytics Domains and Cloud Computing Applications of Business

Analytics: Financial Services Analytics – Marketing Analytics – Pricing

Analytics – Retail Sales Analytics – Supply Chain Analytics – HR

Analytics – Talent Analytics. Cloud Computing – Meaning and Basic Concepts.

7

III Descriptive Statistics: Measures of Central Tendency – Measures of Dispersion –

Karl Pearson and Spearman’s Correlation – Simple and Multiple Regression

Analysis.

7

IV Artificial Intelligence (AI) – Concept – Basic Applications – Limitations of

Artificial Intelligence – Potential Risk of AI

7

V Decision Theory: Introduction – Steps of decision making process – types

of decision-making environments – Decision-making under uncertainty –

Decision-making under Risk – Decision tree analysis.

Design of Experiments: Introduction – Simple comparative experiments – Single

factor Experiments – Introduction to factorial designs.

7

VI Basics of Analytical Techniques Cluster Analysis: Introduction – Visualization

techniques – Principal components – Multidimensional scaling, Hierarchical

clustering – Optimization technique, Factor Analysis: Introduction Exploratory

factor analysis – Confirmatory factor analysis Discriminant Analysis: Introduction

– Linear Discriminant analysis.

7

REFERENCE BOOKS

Dinabandhu Bag, Business Analytics, Routledge, 2016.

Goldratt, E. and Cox, J., The Goal “A Process of Ongoing Improvement”. 3rd Revised Edition,

North River Press, Inc., Croton-on-Hudson: NY 2004.

James R. Evans and William M. Lindsay., “An Introduction to Six Sigma andProcess

Improvement” (Book and CD), Thomson-Southwestern, 2005.

Michael L. George, David Rowlands, Mark Price, and John Maxey., “The LeanSix-Sigma Pocket

ToolBook”, McGraw-Hill (New York). 2005.

Marc J. Schniederjans, Dara G. Schniederjans, Christopher M. Starkey, Business Analytics

Principles, Concepts, and Applications with SAS: What, Why, and How, Pearson Education,

2014.

*****



223


MMC IM622 Elective Paper XI

CLOUD COMPUTING, HADOOP AND MAP REDUCE (Program Elective, School of Management) | (Ver 1.1)



- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:

Cloud Computing with Hadoop course is a combination of administration and programming using

Hadoop ecosystem components to show working with Big data. The course will provide the necessary

theoretical background for cloud and edge / fog environments, while aiming to ensure that participants

get familiar with functional cloud technologies as well as with related topics of cloud-based data analytics

Course Outcomes


CO.1 Describe1 the key security and control considerations within cloud computing environments

and be able to identify various cloud services.

CO.2 Understand2 the application of cloud computing tools in various business environments

CO.3 Apply3the four primary cloud categories “types” and evaluate various cloud delivery models.

CO.4 Analyze4 how cloud characteristics and service attributes for compliance with enterprise

objectives.

CONTENT


I Core Concepts Of Cloud Computing and Enabling Technologies:

Programming Models, Virtualization, Distributed File Systems and Cloud

Storage, Emerging Cloud Tools Programming Models - Design Characteristics of

Shared Memory, Message Passing and Map Reduce Programming Models,

Relationship between Programming Models and Architecture of the underlying

System, Hadoop Map Reduce program flow and Hadoop Distributed File System

(HDFS).

7

II Virtualization: Discuss the Types of Virtualization: Process vs. System and

Software-Based (or Full Virtualization) vs. Hardware-Assisted (Orpara

Virtualization) Virtualizations, Resource Virtualization- CPU, Memory, Disk,

and Network Virtualizations, Distributed Resource Management, Distributed

7



224

Resource Monitoring, and Distributed Scheduling in Clouds.

III Storage Technologies and Distributed File Systems: Network-Based Storage

Suitable for Clouds- SAN, NAS, and iSCSI, Various DFS Architectures- Cluster-

Based vs. Client-Server Architectures, Aspects of DFSs -Communication,

Synchronization, Replication, Fault Tolerance, and Security, Distributed and

Parallel File Systems,

7

IV Building Cloud Applications: Mini practical project on master Map Reduce and

investigate its applicability to various domains, such as natural language

processing, machine learning, bioinformatics and image processing, Glean

insights on Map Reduce performance under various domains, analyze its ensuing

behaviors, and optimize performance through making changes in cluster

configurations and provisioning.

7

REFERENCE BOOKS

Chuck Lam, Hadoop in Action, Dreamtech Press Publisher.

Sandeep Karanth, Mastering Hadoop, Packt Publishing Ltd, 2014.

Srinath Perera, Hadoop MapReduce Cookbook, Packt Publishing Ltd, 2013.

Vignesh Prajapati, Big Data Analytics with R and Hadoop,1/e, Shroff / Packt Publications

****



225


MMC IM624 Elective Paper XII

R PROGRAMMING (Program Elective, School of Management) | (Ver 1.1)



- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:

In this course you will learn how to program in R and how to use R for effective data analysis. In this

course student will learn how to program in R and how to use R for effective data analysis. The course

covers practical issues in statistical computing which includes programming in R, reading data into R,

accessing R packages, writing R functions, debugging, profiling R code, and organizing and commenting

R code.

Course Outcomes


CO.1 Describe1 how to test and correct for a wide variety of standard statistical problems that appear

when data is analyzed.

CO.2 Understand2 and impart to students a working knowledge of how best to analyze simple and

multivariate relationships.

CO.3 Apply3 variety of regression models through Practical.

CO.4 Analyze4 the past relationships among variables through Analysis.

CONTENT


I Introduction to the R language: SAS versus R - R, S, and S-plus - Obtaining and

managing R - Objects - types of objects, classes, creating and accessing objects -

Arithmetic and matrix operations - Introduction to functions

7

II Working with R: Reading and writing data - R libraries - Functions and R

programming - the if statement -looping: for, repeat, while - writing functions -

function arguments and options

7

III Graphics: Basic plotting - Manipulating the plotting window - Advanced plotting

using lattice library -Saving plots; Standard statistical models in R: Model formulae

and model options - Output and extraction from fitted models – Models considered:

Linear regression: lm(), Logistic regression: glm() , Linear mixed models: lme()

7



226

IV Advanced R: Data management (importing, sub-setting, merging, new variables,

missing data etc.) Plotting– Loops and functions - Migration SAS to R– Plotting and

Graphics in R – Writing R functions, optimizing R code– Bioconductor, analysis of

gene expression and genomics data.

7

REFERENCE BOOKS

An Introduction to R. Online manual at the R website at http://cran.rproject.org/manuals.html

Andreas Krause, Melvin Olson. 2005. The Basics of S-PLUS. 4th edition. Springer-Verlag, New

York.

Jose Pinheiro, Douglas Bates. 2000. Mixed-effects models in S and S-PLUS Springer- Verlag,

Berlin.

Peter Dalgaard. Introductory Statistics with R (Paperback) 1st Edition Springer-Verlag New York,

Inc.

W. N. Venables and B. D. Ripley. 2002. Modern Applied Statistics with S. 4th Edition. Springer.

*****



227

SPECIALIZATION ELECTIVE V: TOURISM MANAGEMENT (TM)


MMC TM610 Elective Paper VII

HOSPITALITY MARKETING (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course introduces the theories and principles of tourism marketing, analysis and evaluation of the

market for the tourism industry, elimination of inappropriate market information and application of

marketing strategies.

Course Outcomes


CO.1 Understand2 why the marketing concept calls for customer orientation.

CO.2 Outline1 the major characteristics affecting consumer behavior and list some of the specific

cultural, social, personnel, and psychological factors that influences the customers.

CO.3 Explain 2

the buyer decision process and discuss need recognition.

CO.4 Define1 the term product, including the core, facilitating, supporting and augmented product.

CO.5 Understand2the different marketing intermediaries available to hospitality industry and the

benefit each intermediaries offer that effect the design of promotion mix.

CO.6 Explain2 the role and nature of sales and services in hospitality industry.


I Introduction to Hospitality Marketing: Meaning, marketing in hospitality

industry, understanding the market place and customer need, marketing

environment of hospitality industry.

7

II Customer Driven Marketing Strategy: Preparing an integrated marketing plan,

building customer relationships, capturing value from customer, changing

marketing landscape in hospitality.

7



228

III Consumer Market and Consumer Buying Behavior: A model of consumer

behavior, personnel characteristics effecting consumer behavior, the buyers

decision process, major influences on organizational buyers, organizational buying

decision.

7

IV Product and Price Mix Decision for Hospitality: what is a product, product

levels branding strategy new product development, product life cycle and strategy,

factors to consider when setting price, general pricing approach, pricing strategy.

7

V Place and Promotion Mix Decision for Hospitality: Nature and importance of

distribution system, nature of distribution channels, hospitality distribution

channels, integrated marketing communication, steps in developing effective

communications, setting the total promotion budget and mix promotion mix

strategy. .

7

VI Service Management in Hospitality Industry: Characteristic of services

marketing, services management concept for the hospitality industry, management

strategy for hospitality services and business.

7


REFERENCE BOOKS

David Bowie, Francis Buttle, Hospitality Marketing: Principles and Practice, Routledge, 2011.

John A. Cousins, David Foskett, Cailein Gillespie. Food and Beverage Management. Prentice

Hall. 2002.

Manjula Chaudhary, Tourism Marketing, Oxford University Press, 2010.

Nilanjan Ray, Dilip Kumar Das, Raj Kumar, Tourism Marketing: A Strategic Approach, CRC

Press, 2017.

Philip Kotler, John T. Bowen, James C. Makens, Marketing for Hospitality and Tourism, 3E,

Prentice Hall, 2002.

Philip T. Kotler, John R Bowen, James Makens, Seyhmus Baloglu, Marketing for Hospitality

and Tourism, 7E, Pearson Education, 2016.

*****



229


MMC TM612 Elective Paper VII

FOOD AND BEVERAGE MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course teaches the overall catering operations and the duties taken up by the catering manager

including human resources management, sales management, promotion and daily operations, budgeting

and cost analysis, food and beverage purchasing and storage.

Course Outcomes


CO.1 Explain2

why the food and beverage departments can be very important for hotels to be

successful.

CO.2 Identify1 a hotels support departments and the importance they play in daily operations.

CO.3 Describe3 the food service areas with the use of new up gradation in the market of hospitality

industry.

CO.4 List1 the principal sources of income and expenses by department according to uniform system

of hospitality industry

CO.5 Understand2the importance of sustainable practices in food services and the challenges of

operating in an environmentally responsible manner

CO.6 Understand2

the decision relating to investing in a hotel, including interest rates, inflation,

contractual issues and asset management.

CONTENT


I Kitchen Management: Introduction, Job description – Hierarchy, Attitude and

behavior; Food premises - Kitchen planning.

7

II Basic Preparation and operations: Basic principles of food production -

Equipment – Fuels; Coordination with other departments.

7



230

III Menu: Types of menu – menu planning – Beverage menu - Menu designing – menu

merchandising –menu balancing – wine and food pairing.

7

IV Purchasing Procedure: price and quality performance – Purchase specification –

Receiving –storing and issuing – stock taking – methods of storage.

7

V Food And Beverage Production: Food production methods - Beverage production

methods – F and B Service areas - Food and beverage service methods – Specializes

services.

7

VI Catering Management: Concept, Types of catering; Fast-food and popular catering

– hotels and quality restaurants – industrial catering, hospital catering – basic

policies – financial marketing and catering – control and performance management.

7


REFERENCE BOOKS

Bernard Davis, Andrew Lockwood and Sally Stone. Food and Beverage Management. Third

Edition. Elsevier. 1998

Collins, G. R., and Cobanoglu C., Hospitality Information Technology: Learning How to Use It.

Kendall Hunt Publishing Company, 2010.

Tesone, D. V., Hospitality Information Systems and E-Commerce, 1e, Wiley, 2005.

*****



231


MMC TM614

Elective Paper VIII

INFORMATION AND COMMUNICATION TECHNOLOGY FOR

HOSPITALITY (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

This course provides an intensive introduction of role of ICT in hospitality and tourism, tourism

information access and retrieval systems as they are implemented in database-driven Web sites within

tourism sectors. This course focuses on electronic tourism and its business models.

Course Outcomes


CO.1 Analyze4 Various forms and characteristics of tourism in online methodology

CO.2 Apply 3 E-commerce and online communication in tourism

CO.3 Apply3 Online communication channels.

CO.4 Explain2 advantages of providing onsite services.

CO.5 Describe2 the major segments of onsite service operations

CO.6 Identifying1the challenges between online services provided by service industry

CONTENT


I Computing Essentials: Information and Communication Technology Infrastructure –

Software, Hardware and Networking; Management Information Systems – Types,

Evolution and Benefits;

7

II Database Management for Hospitality: Database Management – Concept, Files,

Records, and Fields, Database Management Systems; Multidimensional Databases.

7

III System Selection and Data Security Maintenance: Information Needs; Sales

Literature; System Requirements; Request for Proposal; Contract Negotiations;

Installation Factors; System Security and Data Privacy; Operational Precautions; Risk

and Disaster Management; Manual Operations Plans.

7



232

IV Reservation Systems - Electronic Distribution Channels; Intersell Agencies; Central

Reservation Systems; Property-Level Reservation; Distribution of Revenues; Rooms

Management Module – Room Status, Room and Rate Assignment, Guest Data,

Housekeeping Functions, Generation of Reports;

7

V Ecommerce and Emerging Technologies: The growth of e-Commerce –

Technologies and Benefits; E-Tourism business models; Electronic Distribution;

Internet Marketing; Social Media and Social Networking;

7

VI Emerging Trends: Long Tail, M-commerce, SoLoMo, Crowd sourcing, Data Mining,

Cloud Computing; Open-Source; Role of e-Governance; e-Payment Systems.

7


REFERENCE BOOKS

Foster Dennis L., The Business Of Travel Agency Operations and Administration, Macmillan/

McGraw, Singapore, 1993.

Tourism Operations and Management, Sunetra Roday, Archana Biwal and Vandana Joshi, Oxford

University Press.

*****



233


MMC TM616 Elective Paper IX

TRAVEL AND TOURISM MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



3 - - 3 Th (100)

FET 20 40%

40% CAT I 15

CAT II 15

ESE 50 40%

Course Description:

Travel and tourism is the largest and most exciting industry in the world..

Course Outcomes


CO.1 Understand2 tourism services and constituents of tourism industry

CO.2 Prepare6 the learners with knowledge and skills essential to understand tourism industry

CO.3 Understand2the interrelation between tourism, recreation and leisure

CO.4 Identify1 the motivational factors and related theories and deterrent to tourism

CO.5 Know1 the different airport, city, carrier and currency code required for travel professionals

CO.6 Understand2 the role of IATA in international air transport development

CONTENT


I Introduction to Tourism: Tourism - Definitions and Concept – Components of

Tourism, Geographic Components of Tourism - Types of Tourists, Visitor,

Traveler, and Excursionist – Differentiation Tourism.

7

II Hospitality and Tourism: Recreation and Leisure, Adventure Tourism, their

Inter–Relationships – Tourism Organization / Institutions –Role and Functions of

International Agencies in Hospitality Industry.

7

III Travel Management: Travel Agency and Tour Operation Business - Functions

of Travel Agency - Setting up a full-fledged Travel Agency - Sources of Income

of a travel agency - Diversification of Business - Travel and Health Insurance,

Forex, Cargo and MICE – Documentation - IATA Accreditation -Recognition

from Government.

7



234

IV Tourism Management: Tourism infrastructure- Tourism organizations -Travel

motivators-Leisure or holiday Tourism- Visiting friends and Relatives (VFR)-

Cultural Tourism-Adventure Tourism-Sports Tourism- Religious Tourism-

Business Tourism-Medical Tourism-Alternative Forms of tourism-Tourism

Products and types.

7

V Eco Tourism: Evolution, Principles, Trends and Functions of Ecotourism-

Themes - Eco-tel and Eco resorts - Fundamentals of Ecology- Basic Laws and

ideas in Ecology.

7

VI Ecosystem-Biodiversity and its Conservation-Pollution-Ecological Foot Prints -

Mass Tourism Vs Ecotourism -Typology of Eco-tourists - Ecotourism Activities

and Impacts –Western and Eastern Views of Ecotourism.

7


REFERENCE BOOKS

Ahmed Hassanien, Crispin Dale, Facilities Management and Development for Tourism,

Hospitality and Events, CABI, 2013.

Christine Jones, Valerie Jowett, Managing Facility, Taylor and Francis, 2010.

David M. Stipanuk, Hospitality Facilities Management and Design, 3/e, Prentice Hall PTR,

2012.

Robinson, P., Operations Management in the Travel Industry, CABI, 2009.

John A. Cousins, David Foskett, Cailein Gillespie, Food and Beverage Management. Prentice

Hall, 2002.

Tarun Bansal, Hotel Facility Planning, OUP India, 2010.

*****



235


MMC TM618 Elective Paper XI

ACCOMMODATION MANAGEMENT (Program Elective, School of Management) | (Ver 1.1)



2 - - 2 Th (100)

FET 20 40%

40% CAT II 30

ESE 50 40%

Course Description:

This course is offered for students who are interested in making accommodation service management

their profession – whether a hotel or boutique hotel. This course ensures that students are educated as

future managers in the hospitality industry. The course introduces functions and responsibilities of both

Front Desk Office and Housekeeping staff.

Course Outcomes


CO.1 Understand2 origin and importance of hospitality industry.

CO.2 Analyze4 hotel organization structure and its hierarchy.

CO.3 Explain1 types of hotel rooms, plans and rates.

CO.4 Understand2 front office and its coordination with other departments.

CONTENT


I Role of Housekeeping in Hospitality Operations: Housekeeping-Layout of

Housekeeping Department-Hierarchy of Room divisions - Team work in

Housekeeping department. - Housekeeping as a business. Front office

Management.

7

II Duties and Responsibilities of Housekeeping department: Executive

Housekeeper, Asst Executive Housekeeper-Middle Level Management-Skill

based employee’s Responsibilities-Communication responsibilities.

7

III Infrastructure Management: Interior decoration and design - Elements and

Purpose. Colours -Managing Inventories: Colour Wheel - Colour Schemes -

Psychological effects of Color.

7

IV Hospitality Personnel Management: Managing Human Resources:- Recruiting,

Selecting, Induction and Training-Skill Training and Coordination-Motivation

and Employee Discipline .

7




236

REFERENCE BOOKS

Tarun Bansal, Hotel facility Planning

Christine Jones, Managing facility

G Raghubalan, Hotel housekeeping Operations and Management.

Georgina Tucker, The Professional Housekeeper.

Sudhir Andrews, Hotel House Keeping Training Manual, Tata Mc Graw Hill Publishers, New

Delhi, Edition 2, 2005.

Jatashankar R.Tiwari, Hotel Front office and Operations management, Oxford University

Press.

*****



237


MMC TM620 Elective Paper XII




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:

The purpose of this mini-project is to become familiar with practices used in tourism sector and to learn

to apply these practices in tourism industry. The course is based on an individual/team research work

including literature studies according to the study plan. An individual/team study plan will be written by

the student(s) under the supervision of course instructor/supervisor which serves as a project description.

Course Outcome(s)




DESCRIPTION





etc.
















238

















students.

*****



239

SPECIALIZATION ELECTIVE VI: AGRIBUSINESS MANAGEMENT (AB)



AGRICULTURAL FINANCIAL MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2 farm Management Concepts.

CO.2 Analyze4 various cash Flow charts and determine the repayment plan.

CO.3 Understand2 the Principles of Micro Finance.

CO.4 Discuss2 the role and functions of NABARD.

CO.5 Select5 suitable sources for Rural Finance.

CO.6 Compose6 appropriate Farm Budgets.

CONTENT


I Farm Financial Management: Introduction, Meaning, role of credit in production

and marketing, economic feasibility test of farm credit proposal methods of

processing farm credit proposal. Farm credit analysis,

7

II Farm Financial Management: Repayment plan, use of farm financial budget, cash

flow chart based on farm management, concept of ratio analysis, working capital

management and cash budget.

7

III Micro Finance: Introduction, meaning, evolution and principles of Microfinance,

Importance and scope. Introduction of Micro Finance in India, Self Help Group's

and its formation in India, Current status and its Delivery mode

7



240

IV Institutions of Agriculture Finance: NABARD and its role in rural credit,,

Regional Rural Banks,Nationalized bank and rural credit, Commercial Banks and

rural Credit, Co-operative Sector, Kisan Credit Cards success and failure, MUDRA,

7

V Organization of Rural Credit: Credit delivery mechanism- multi agency

approach, Lead Bank Scheme: service area approach, new strategy for rural lending;

Non- institutional sources, defects of non- institutional sources, legal provision to

control the defects.

7

VI Budgetary Provision o Agri-Business: Debt waiver and debt relief Agricultural

subsidies, Agricultural Indebtedness - Causes and Effects, Crop Insurance scheme

and government policies, Role of Agricultural taxation in nation building

7


REFERENCE BOOKS

Datt and Sundarm; Indian Economy; S. Chand Publication; 2016.

Dr. P.K. Shrivastava, Banking Theory and Practice, Himalaya Publishing House, 2013.

S.K. Misra, V.K. Puri, Indian Economy, Himalaya Publishing House, 2017.

Singhania, Direct Taxes, Taxman Publication, 2018.

V. Neelamegam, Microfinance, Vrinda Publications, 2014.

*****



241


MMC AB612 Elective Paper VII

AGRICULTURE AND INTERNATIONAL TRADE




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2 the theoretical and applied issues in international trade

CO.2 Examine3 performance of India’s agricultural trade.

CO.3 Analyze4 various International marketing system with quality and regulatory Standards for

agricultural produce.

CO.4 Identify4 various Quality Certification.

CO.5 Understand2 Global Agri Logistics.

CO.6 Use4 ICT in Agri Business.

CONTENT


I Introduction to International Trade: Meaning, Scope, Theory of comparative

cost advantage, Gains from trade; Trade Policies- Tariffs, quotas, subsidies; WTO,

Agreement on agriculture (AOA), WTO agreements and Indian Agriculture, Future

challenges for WTO.

7

II Present scenario of agricultural trade: Performance of Indian agricultural trade -

Composition, Volume and direction of trade, -Share of agricultural products in total

imports and exports of India, -Overview of World agricultural trade, India’s share

in world trade.

7

III Agriculture Policies and its Promotion: Agricultural trade policy of India,

Foreign Trade Policy from 2004, Agri-Export zones, Vishesh Krishi Upaj Yojana,-

Export Promotion measures, Export promotion organizations-

APEDA,MPEDA,FIEO, STC, MSAMB.

7



242

IV Regulatory framework: Regulating standards- Hazard Analysis and Critical

Control Point (HACCP) Certification, Codex Alimentarius commission, Sanitary

and Phytosanitary (SPS) measures, ISO 9000, ISO 14000, AGMARK, BIS

Certification.

7

V International Agri-marketing system :International Agri-marketing channel

system, -Global business logistics- Modes of Transport, Sea transport,

Containerization, Air transport

7

VI Agriculture Exportand Import procedure and documentation, Marine insurance,

Aligned Documentation System - Use of ICT in International Agri-marketing.

6


REFERENCE BOOKS

B. Bhattacharya, State of Indian farmer- A Millennium Study in Agricultural Export,

Academic Foundation, New Delhi, 2004.

Brajesh Jha, Indian Agriculture and Multilateral Trading System; Bookwell, New Delhi.

Dr. Khushpat S. Jain, Export Import Procedures and Documentation, Himalaya Publishing

House. 2007

John Penson, Oral Capps, C Parr Rosson, Introduction to Agricultural Economics, 7e,

Prentice Hall.

Santosh Sachdev, Agricultural Exports of India: Lessons from East Asia, New Century

Publication, New Delhi, 2000.



243


MMC AB614 Elective Paper VIII

AGRIPRENEURSHIP AND PROJECT MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2 the importance of entrepreneurship development amongst agriculturists

CO.2 Analyze4 Agriculture Production Economics.

CO.3 Classify3 between various intuitional supports for Agreprenuers.

CO.4 Design6 various Agriculture Projects in detail.

CO.5 Discuss2 about the Agrotourism concept in detail.

CO.6 Use4 ICT in Agribusiness.

CONTENT


I Introduction to Agripreneurship: Agripreneurship, Entrepreneurship, Meaning,

definition, characteristics of successfulAgriprenuer, importance of Agriprenuer for

economic development, Concept of agripreneurship. Agripreneurship Qualities and

Skills.

7

II Agri-preneurship development: Meaning, scope, definition and objectives of farm

management and its relation with other services, farm management decisions,

Agriproduction economics vis-à-vis farm management.

7

III Institutional management for Agriprenuer: Institutional support for

agripreneurship development, education and training to agripreneurs, extension

services.

7

IV Agricultural Projects: Meaning, definition and concept, Types of agricultural

projects relating to Food processing industry, green house, poly-house, floriculture,

horticulture and sericulture.

7



244

V Agro Tourism: Definition, Scope and Potential of rural territory in terms of agro

tourism, The specifics of business in agrotourism, New experiments in agro tourism,

Challenges before agro tourism.

7

VI Recent Technology in Agri Business Management: Use of ICT in Agro Tourism

and Agri business Management.

7


REFERENCE BOOKS

S. Subha Reddy, P Raghu Ram, T.V. Neelakanta Sastry, Agricultural Economics, Oxford and

IBH Publishing Co. Pvt. Ltd., 2016.

S.S. Johl, T.R. Kapur, Fundamentals of farm business management, Kalyani Publishers, 2015.

S.S. Khanka, Entrepreneurial Development, 1E, S. Chand and Co. Ltd.

S.Subha Reddy and P Raghu Ram, Agricultural Finance and Management, Oxford and IBH

Publishing Co. Pvt. Ltd.; 1996.

Sharpley and Telfer, Tourism and Development: Concepts and Issues, Bookwell, New Delhi.



245


MMC AB616 Elective Paper IX

ICT FOR AGRICULTURE BUSINESS MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2 the theory and application of information and communications technology in

various fields of agriculture management.

CO.2 Develop6 the linkage across various technological fields of agriculture management.

CO.3 Discuss2 the opportunities and challenges in ICT for Agriculture.

CO.4 Analyze4 various applications of ICT in market access.

CO.5 Identify1 the common ICT platforms for financial inclusion services.

CO.6 Understand2 the concept of GIS.

CONTENT


I Introduction to ICT: Basic terminology, Recent history of adoption of ICT in

developing countries, Leapfrogging technology – the mobile phone, ICT and its

ramifications for rural economies, Introduction to various ICT enabled rural

services related to land, education, health, insurance, micro-credit, marketing etc.

7

II ICT for Production Systems Management: Types of ICT information service,

Short-term productivity information services, Crisis management information

services, Long-term productivity information services.

7

III Risk Management Information Services: Common ICT platforms for

information services, Collection and analysis, Delivery, Issues and challenges for

ICT information services, Advantages of and opportunities for ICT information

services.

7

IV ICT for Market Access: Types of market access ICT service, Pricing services ,

Virtual trading floors, Holistic trading services, Downstream (and upstream)

administration, Issues and challenges for market access ICT services, Advantages

7



246

of and opportunities for market access ICT services.

V ICT for Financial Inclusion: Types of financial inclusion, ICT services,

Transfers and payments, Agricultural credit , Savings for agricultural needs,

Insurance, Common ICT platforms for financial inclusion services.

7

VI Geographical Information Systems (GIS): Remote Sensing and Image

Processing, GPS, GIS Data Modeling, Geographical Information Systems, Issues

and Concerns in Land and Water Management, The GIS Approach. Planning and

Implementing a GIS.

7


REFERENCE BOOKS

A. Bandyopadhyay, Sustainable Agriculture, Bhoovigyan Vikas Foundation, 2005.

C.P. Lo. A. and K.W Yeung, Concepts and Techniques of Geographic Information Systems,

Prentice Hall India Learning Private Limited; 2009.

C.S.R Prabhu, E- Governance Concepts and case Studies, Prentice Hall of India, 2004.

Rebecca NthogoLekoko, Ladislaus M. Semali, Cases on Developing Countries and ICT

Integration: Rural Community Development, IGI.

DeMers, M.N., Fundamentals of Geographic Information Systems, 2E, Wiley Press, 1999.

Burrough P.A. and R.A. McDonald, Principles of Geographical Information Systems,

Oxford University Press. 1998.

*****



247


MMC AB618 Elective Paper X

AGRI SUPPLY CHAIN MANAGEMENT




3 - - 3 Th (100)

FET 20

40% 40%

CAT I 15

CAT II 15

ESE 50 40%

Course Outcomes


CO.1 Understand2 the concepts and processes of agricultural supply chain management

CO.2 Examine2 and forecast the demand in supply chain

CO.3 Illustrate3 various inventory management tools.

CO.4 Deconstruct4 the elements of logistics.

CO.5 Use4 gps technology in logistics management

CO.6 Use4 it in supply chain management.

CONTENT


I Supply Chain: Changing Business Environment; SCM: Present Need;

Conceptual Model of Supply Chain Management; Evolution of SCM; SCM

Approach; Traditional Agri. Supply Chain Management Approach; Modern

Supply Chain Management Approach; Elements in SCM.

7

II Demand Management in Supply Chain: Types of Demand, Demand Planning

and Forecasting; Operations Management in Supply Chain, Basic Principles of

Manufacturing Management.

7

III Procurement Management in Agriculture Supply chain: Purchasing Cycle,

Types of Purchases, Contract/Corporate Farming, Classification of Purchases

Goods or Services, Traditional Inventory Management, Material Requirements

Planning, Just in Time (JIT), Vendor Managed Inventory (VMI).

7

IV Logistics Management: History and Evolution of Logistics; Elements of

Logistics; Management; Distribution Management, Distribution Strategies; Pool

Distribution.

7



248

V Transportation Management; Fleet Management; Service Innovation;

Warehousing; Packaging for Logistics, Third-Party Logistics (TPL/3PL); GPS

Technology.

7

VI Information Technology in SCM: IT Application in SCM; Advanced Planning

and Scheduling; SCM in Electronic Business; Role of Knowledge in SCM;

Performance Measurement and Controls in Agri. Supply Chain Management-

Benchmarking: introduction, concept and forms of Benchmarking.

7


REFERENCE BOOKS

Altekar R.V, Supply Chain Management: Concepts and Cases, Prentice Hall of India.

Van Weele AJ, Purchasing and Supply Chain Management Analysis, Planning and Practice,

Vikas Publication House. 2009.

Monczka R, Trent R and Handfield R, Purchasing and Supply Chain Management, 6E,

Cengage Asia.

C.S.R Prabhu, E- Governance Concepts and case Studies, 2E, Prentice Hall of India.

*****



249



MINI PROJECT




- - 4 2 Pr (100) FEP 100 40% 40%

Course Description:





description.

Course Outcome(s)




DESCRIPTION





etc.
















250

















students for the academic record.

*****



251

Notes

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